OSC Top Solutions Group Wants Your Network to Earn Its Keep

A network can be full of expensive equipment and still make its owner miserable. Video swallows capacity. Separate systems refuse to cooperate. The installation team finishes its job, while the operations team inherits a puzzle. OSC Top Solutions Group has built its business around the work inside that gap: connecting the technology, then helping the customer live with it.

The Colombian company designs and deploys telecommunications infrastructure, but its current offer reaches into cybersecurity, industrial analytics and the people who run the systems. Its customer list spans operators, utilities, mines, ports and government organizations. The common requirement is practical: communications must support the work happening on the ground.

OSC calls its philosophy “Beyond Tech.” Strip away the slogan and an interesting business question remains. Can an integrator earn more responsibility by making a customer's existing investment more useful? Its work in rural Peru offers a concrete example.

The capacity hiding in the network

Internet para Todos, or IPT, faced growing video demand on satellite links. OSC implemented a managed service using Allot technology to inspect traffic and adjust how bandwidth was used. In March 2026, the two companies reported a 25-35% reduction in satellite bandwidth consumption and estimated payback of four to six months.

That result involved engineering, virtual machines, traffic policies, testing and continued tuning. The difficult parts included integrating with IPT's mixed fiber, microwave and satellite architecture, managing backups around restarts, and accommodating satellite latency. IPT said the service helped postpone capacity additions and improve peak-hour experience.

The figures describe this deployment, rather than a universal saving. They also make the commercial logic unusually legible: useful software had to fit an existing operation. The parties emphasized close technical collaboration. This was an optimization job, with results measured in capacity and economics, rather than a claim that the network had suffered a documented collapse.

A temporary job that crossed borders

OSC began in 1996 with Mauricio Rubio and Miguel Ortiz, students at Bogotá's Universidad Distrital. They installed alarms, cameras and sensors around the capital. The work was initially a bridge toward employment; paying projects made independence look plausible.

The company moved into mobile-network implementation, working with Nokia and Ericsson. Customers then pulled it into additional countries. A request for an OSC-like operation in Peru could become an opening there; Ecuador, Bolivia and Mexico followed the same customer-led logic. Its current corporate account describes operations in 16 countries.

Eventually, installing networks became a less distinctive service. Rubio described the work becoming commoditized, prompting a move into technology integration. Established competitors already occupied that market. His argument for entering was that OSC could select among brands without inheriting the same commercial constraints.

“Llegamos tarde a la fiesta, pero llegamos sobrios.”

Mauricio Rubio, speaking to Forbes Colombia in 2025
Translation: “We arrived late to the party, but we arrived sober.”

That history suggests a useful lesson for other service companies: expansion can follow a customer's unsolved problem. It also leaves an uncomfortable question for any ambitious contractor. When the old service becomes easy to compare on price, what additional responsibility is the company actually equipped to accept?

The port wants its cranes connected

OSC's industrial proposition becomes easier to understand at a port. Its published offer links private mobile networks with container and equipment tracking, video analytics and connections to terminal operating systems. The buyer is concerned with coordinating a yard, locating assets and keeping teams in contact.

OSC describes private LTE work at Mexico's Altamira and Manzanillo ports. Its broader port services include integrating tracking information with enterprise systems and supporting communications for heavy equipment. These are separate capabilities that need to agree about the same operation. A radio connection is only one piece.

Consider the procurement question this creates. A terminal could buy a network, a camera system and tracking tools through separate processes. Someone would still have to make their outputs useful together. OSC's integrated offer aims to take on that connecting work. For a buyer, the sensible comparison is the complete operating arrangement, including the responsibilities retained internally.

The same reasoning extends to mines and energy sites, two markets OSC explicitly targets. A field operation needs connectivity suited to its geography and applications. The attraction of an integrator is the possibility of translating that operational requirement into a coordinated technical design.

Four businesses, one operational problem

OSC now organizes its services under four names: Connectivity & Telecom Solutions, Critical Infrastructure Security, AI-Powered Operations and Managed Operations. Together, they describe a company positioned between equipment manufacturers and organizations that need working infrastructure.

The connectivity business covers private LTE and 5G, optical networks, microwave links and satellite connections. Its engineering services extend from site studies and detailed designs to installation, testing and ongoing network operations. Customers can also bring a network OSC did not build: the company describes auditing and stabilizing inherited infrastructure before taking responsibility for service commitments.

Security adds protection for both office IT and operational technology, the systems associated with industrial equipment and control. OSC offers endpoint protection, network segmentation, access management and monitoring. This gives the customer a way to include security in the operating design, where decisions about connectivity and permissions meet.

The AI operations portfolio is similarly tied to physical places. It includes video analysis, asset tracking, digital replicas of facilities, and communications for field teams. OSC says its approach can apply analytics to compatible existing camera infrastructure and process data locally. The proposed value is better use of operational information, rather than simply collecting more footage.

Managed Operations supplies the human and administrative side: network and security operations centers, project management, technical support, specialized staff and field logistics. Bundling recruitment with network engineering might seem odd until the customer has a functioning installation and nobody available to maintain it.

The invoice follows the responsibility

OSC sells both conventional technology solutions and managed services. In its Mexican-market presentation, it described designing, implementing and operating infrastructure, with return-on-investment analysis and customer training. This creates options for customers that want to retain different amounts of operational work.

The published managed-operations model includes monthly charges per technical position, fixed fees for services with defined commitments, and hybrid arrangements for more complex operations. Its base contracts are described as lasting 12 months. Those structures suit a business in which onboarding and accumulated knowledge matter to delivery.

On the company's side of the ledger, project financing has been a recurring challenge. Reporting in 2025 described OSC as largely self-financed, with profits reinvested rather than distributed. That makes growth a question of cash as well as commercial demand: larger work brings larger delivery obligations.

In February 2026, management reported that 2025 sales had grown more than 40%, while operating revenue rose 25%. Those measures should be kept separate. The company also described evaluating projects in Puerto Rico and the Dominican Republic, alongside an increased emphasis on private LTE and critical applications.

A Nokia badge, and work beyond the badge

OSC announced Latin American Nokia Platinum Partner status at MWC 2025. Its collaboration with Nokia has also appeared in industry events, including an aquaculture technology gathering in southern Chile. That is a useful reminder of the breadth of industrial connectivity: the potential customer is not always a conventional telecom operator.

The relationship helps explain access to technology and specialized expertise. It does not, by itself, explain the whole company. OSC's portfolio involves combining vendors and providing local delivery. Its alternatives therefore include internal engineering teams, specialized contractors and manufacturers' own services, depending on the project.

At MWC 2026, managing director Santiago Rivera discussed private industrial networks and the use of AI in critical industries. He also addressed barriers of knowledge and culture. The commercial opportunity he described rests partly on customers concentrating on their own businesses while needing help adopting unfamiliar technology.

Start with the inventory, finish with the operator

The most transferable part of OSC's proposition is its sequence. Establish what the customer has. Identify the operating problem. Work out which systems and people must cooperate. Then define what improvement will be measured. A technology purchase can follow those decisions; it cannot substitute for them.

That is also a useful way to evaluate the limits. If a customer needs only a straightforward installation, a broad managed arrangement may add unnecessary scope. If teams cannot agree on access, change control or responsibility, putting more products into the project will not settle the disagreement. These are buying considerations, not reported OSC project failures.

OSC's careers material describes rotating round-the-clock network coverage and puts customer operations first. Beneath the polished portfolio is that ordinary obligation: someone must know the system well enough to act when it needs attention. The business depends on making responsibility concrete, one operating network at a time.