MD7 makes the
invisible work.

The antenna gets the attention. The lease gets the bill. Somewhere beneath the promise of faster wireless service sits a property agreement, a renewal date, and a landlord who expects somebody to answer the phone. This is the territory MD7 chose. Its story suggests that a technology business can grow by understanding the ordinary arrangements that make technology possible.

A network begins with permission

Michael Gianni founded MD7 in 2003. An early company history describes his monochrome BlackBerry, filled with industry contacts, as an essential starting asset. Those conversations surfaced an opportunity: operators facing slower subscriber growth needed to pay closer attention to recurring costs. Rent kept arriving long after the construction crews had gone home.

The AT&T Wireless and Cingular merger supplied an early assignment in 2004. Thousands of overlapping sites meant thousands of lease negotiations. Travelling to meet every private landlord would have made the work cumbersome. MD7 handled negotiations by telephone, then developed the tracking discipline to coordinate them centrally.

There is something pleasingly modest about the breakthrough. A network problem became a coordination problem. In a 2016 profile, Tom Leddo recalled: We got good at negotiating. Customers subsequently asked for help with new sites, construction, zoning, and permits. One repeated task opened the door to the next.

The spreadsheet runs out of road

That 2016 account identifies another turning point: spreadsheets were inadequate for managing the projects. MD7 built LiveTrack from its operating experience. The platform now brings financial data, documents, milestones, and site information into a shared system. The useful unit is the handoff: who needs to do what before somebody else can proceed?

MD7’s earlier writing on continuous improvement makes the approach concrete. Teams diagnosed a problem, worked out the process, and modified the software within days. Training changed alongside the tool. The reader can borrow that sequence: understand a recurring bottleneck, define responsibility, then automate the parts that repeat.

Today, MD7 serves mobile operators and tower companies alongside charging operators, satellite providers, and digital signage businesses. Its place in the market is the connective work between a network plan and a functioning location. Clients can use it to acquire sites, coordinate development, administer leases, resolve property issues, and examine portfolio costs.

Teach the machine what the lease means

In a 2021 interview, Leddo described another pressure point. Manual abstraction could involve 45 to 50 people reading leases, with lawyers supervising quality. It was expensive. He also described accuracy problems when customers moved that work offshore. The answer MD7 pursued was software trained around the particular requirements of cell-site contracts.

Its Contract Analyzer and Insight work combined extraction with industry interpretation. The distinction matters: finding a paragraph is easier than deciding which lease provision deserves attention. By March 2025, MD7 described AI-assisted document processing and LiveTrack systems that monitor milestones and flag potential bottlenecks. These remain company descriptions of its methods, rather than a promise that software can replace professional judgment.

The useful unit is the handoff.

The operating idea

There is a human requirement underneath the automation. MD7’s 2024 account describes mentoring, workshops, and leadership summits. Its 2022 promotions included employees who had started in lease negotiation, lease auditing, and project management. That accumulated knowledge helps explain why the company builds tools around practitioners.

Expertise here also means handling sensitive records consistently. In April 2025, MD7 announced ISO/IEC 27001:2022 information security certification covering Allen and Dublin. It also lists quality management and occupational health and safety certifications. These give prospective clients a way to examine the controls surrounding the work. They do not establish that every negotiation will succeed. For a company asking operators to entrust it with contracts and site records, the process around the advice is part of what the client is buying.

The same paperwork, a different plug

EV charging offers a natural adjacent market. A charging operator also needs locations, agreements, permissions, construction, and utility coordination. MD7’s 2022 partnership with EVPassport divided the work along those lines: EVPassport supplied charging hardware and software; MD7 brought implementation and deployment experience.

The following year, MD7 and XCharge installed a public-access charger supporting NACS and CCS at MD7’s headquarters. Another announced partnership, with LNG Electric, targeted hotels and multifamily properties. The distinction between an announced rollout and completed installations matters when assessing the size of this business.

Commercially, MD7 combines consulting, development, and continuing management services, supported by its own technology. It competes for work that clients can also assign to internal property teams or specialist vendors. Its case for combining those tasks is continuity: the agreement negotiated during development remains important when the site is operating.

Now follow the ownership

In May 2025, MD7 reported passing $2 billion in operating expenditure savings for telecom clients worldwide. That is a cumulative client savings claim. It measures a different thing from the capital entering the business: in February 2026, MD7 announced a $100 million strategic equity partnership with funds managed by Tikehau Star Infra.

The partnership supports acquisitions of mobile infrastructure assets for operator partners in North America. Its stated aim is steadier ownership and more predictable network planning. MD7 is extending its attention from managing agreements to the ownership conditions surrounding them.

The approach still meets physical limits. Shared records cannot supply an unwilling landlord’s signature, approve a permit, or create electrical capacity. Those are practical implications of the work MD7 describes. Central coordination needs local knowledge and reliable information. For an operator juggling many locations, that combination can be valuable; at a single straightforward site, a smaller specialist may be sufficient.

MD7’s enduring observation is wonderfully unflashy: somebody must keep track of what everybody agreed to. As networks multiply, that responsibility gets larger. The antenna remains the visible achievement. Keeping the place beneath it workable is a business of its own.