The Orbiter: January 2016

THE NEXT GENERATION Get the scoop on SEDS and find out more about the upcoming 2016 Sunsat Design Competition!

BETTER SATELLITE WORLD Read about how people are making more money by using satellite!

UPCOMING EVENTS Important satellite industry events that you don’t want to miss!

JANUARY 2016

CONTENTS

4 Thank you to our Hall of Fame Benefit Dinner Sponsors:

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Hall of Fame inductee profiles

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The Next Generation

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Critical Recruiting Take-Aways and CHANGE

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Photos from the Better Satellite World Awards

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Better Satellite World: Making More Money via Satellite

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Upcoming Events Mid-Atlantic Chapter Annual Winter Fundraiser: February 10, 701 Pennsylvania Ave NW #900, Washington, DC 20004, USA SmallSat Symposium: February 23 - 24, Hogan Lovells Conference Center, 4085 Campbell Ave #100, Menlo Park, CA 94025 The 2016 SSPI Chairman’s Reception, March 8, Gaylord National Resort & Convention Center, Oxon Hill, MD 20745, USA The 2016 Hall of Fame Benefit Dinner, March 8 - Gaylord National Resort & Convention Center, National Harbor, MD 20745, USA Learn more about upcoming events at www.SSPI.org

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Join us as we induct six new members into the

Satellite Hall of Fame on March 8 at the

John Celli

PRESIDENT, SPACE SYSTEMS LORAL

John Celli has dedicated his career to creating satellites and technology that makes the world a better place. He joined Space Systems Loral as an engineer in 1981 after six years with Alenia S.p.A in Rome. Thirty-one years later, he became President of SSL, which he had helped to become the world’s leading provider of commercial communications satellites with a 30% market share over the previous decade.

In engineering, manufacturing and test management positions, and as Chief Operating Officer beginning in 2001, John guided many technology advances to market. They included the world’s first 20-kW satellite, the first high-throughput satellite and multiple advances in antenna technologies and data handling systems. One of John’s proudest accomplishments was serving as executive director of SSL’s Intelsat IX program, where he oversaw the development and delivery of seven advanced multi-frequency spacecraft. When the first of those satellites launched in 2001, it was among the largest and most powerful of its time and marked an advance in satellite switched-time division, with a multiple-access subsystem within the payloads to achieve more efficient traffic loading on a number of the transponders. Under his management, the company also built the world’s two highest-capacity satellites in orbit today and more recently opened a smallsat production facility that manufactures small earth observation spacecraft for Google’s Skybox Imaging.

The Hall of Fame Benefit Dinner is SSPI’s biggest fundraiser. The money we raise supports our programs like Better Satellite World and New Century Workforce, our Next-Generation talent attraction projects, and our services for individual and corporate members. It is also the number-one place in our industry to see and be seen, and there are many ways to take advantage of that opportunity. We hope to see you at the Hall of Fame Benefit Dinner on March 8 during the SATELLITE conference in National Harbor, Maryland.

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Inside SSL, John is known for his integrity and commitment to the industry as well as his dedication to helping talented individuals grow and succeed. He takes a particular interest in encouraging young people pursue Science, Technology, Engineering and Math (STEM) education and careers. He engages with engineering students at local universities with motivational speeches and ensures that SSL participates in organizations that support STEM education, such as the American Institute of Aeronautics and Astronautics (AIAA), Change the Equation (CTEq), and Techbridge. His enthusiastic support has driven SSL’s participation in SSPI’s Promise Awards, and no less than six SSL employees have received this prestigious honor for young employees who make extraordinary contributions to their companies.

Penelope Longbottom

PRESIDENT, LONGBOTTOM COMMUNICATIONS, A DIVISION OF SAGE COMMUNICATIONS

Richard Hadsall

CHIEF INNOVATION OFFICER, EMC

Richard Hadsall is one of that rare breed of technologists who is also a successful company founder and leader. Crescomm Transmission Services, launched in 1976, was his first venture, which evolved in 1981 into Maritime Telecommunications Network or MTN. Five years later, Richard developed a technology that would forever transform communications at sea: the motion-stabilized VSAT antenna, which could maintain its lock on a spacecraft 22,000 miles away while a ship pitched and rolled underneath it. Under his technology leadership, MTN pioneered a unique business model, in which the company became the communications partner of its government and cruise line customers, and introduced a series of passenger and crew services that generated revenue shared by the cruise line and MTN. Success with cruise lines allowed the company to expand into other maritime markets including ferries, private yachts, oil & gas vessels and commercial ships. This ultimately led to its acquisition, in 2015, by EMC. Though he is known as the “father of maritime VSAT,” stabilizing an antenna was only one of Richard’s many technology “firsts.” He pioneered the use of C- and Ku-band broadband at sea for delivering voice, Internet and video. His work enabled the first live broadcast from a nuclear submarine for ABC’s “Good Morning America,” and a live uplink from a moving Amtrak train for the program’s week-long “Whistle Stop” coverage of the 2008 Presidential election. In 2011, he became one of the few satellite engineers to receive an Emmy Award for retrofitting a Ford F350 pickup into the “Bloom-Mobile,” a satellite-based mobile communications platform that allowed the late NBC reporter David Bloom to broadcast live coverage of the War in Iraq while moving across the Iraqi desert at speeds up to 50 mph.

When asked about his long and entrepreneurial career in the industry, Richard said, “Having the opportunity to pioneer the merging of satellite and communications technology more than three decades ago has led to very a satisfying and productive career. It’s an honor to have been part of those teams and to be recognized through SSPI’s induction into the Satellite Hall of Fame.”

Penelope Longbottom has devoted her career to explaining satellite to the world in support of a global industry driving for growth. She entered the industry in 1985 as Director of Communications for Hughes Communications. In her first year on the job, she developed and managed communications and long-lead marketing for the startup of Japan’s first commercial satellite company, JCSAT, of which Hughes was part owner, as well for as the troubled launch of Leasat 3 for the US Navy. Carried into space aboard Shuttle flight STS 51-D, the satellite was left drifting in low Earth orbit by the failure of its booster stage. Repeated attempts by the crew to recover it proved fruitless, but a follow-up mission, STS 51-I, recovered and repaired the spacecraft in an historic 2 days of extravehicular activity, after which Hughes boosted it successfully to GEO orbit.

Promoted to Hughs Communications vice president in 1993, Penelope handled communications for the launch of American Mobile Satellite, the first mobile satellite system in the United States, and managed the branding, communications and long-lead marketing for the new Hughes business, DireCTV, the first digital direct-to-home TV service. While serving with Hughes, she was instrumental in the founding of the Satellite Industry Association (SIA), the industry’s lobbying association. She guided the association’s early mission and development as its first Chair and hired its first executive director.

Leaving Hughes, Penelope went on to shape brand identity and go-to-market strategies as a senior marketing communications executive with Lockheed Martin Intersputnik, Lockheed Martin Space & Strategic Missiles and XM Satellite Radio. She founded Longbottom Communications, a branding and marketing company serving the industry, in 2000 and merged it with Sage Communications in 2013. In addition to her professional achievements, Penelope has served in leadership roles in the Mid-Atlantic Chapter of SSPI, Women in Aerospace (WIA) and the Washington Space Business Roundtable (WSBR).

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Philip A. Rubin PRESIDENT & CEO, RKF ENGINEERING SOLUTIONS LLC Philip Rubin has been the technology innovator behind some of the most fundamental advances in the history of satellite. He began his career in the 1950s at ITT Research Laboratories, where he designed and built C-band traveling wave tube amplifiers. Five years later, he joined the Hughes Aircraft Company, where he contributed work to Syncom 2 and Syncom 3, which became the world’s first geostationary satellite. He moved to Geneva in 1965 to become the International Telecommunications Union’s first satellite expert. That job took him to India, where he developed the Centre for Research and Training in Satellite Communications, which helped the India’s satellite industry literally get off the ground.

Phillip Spector OF COUNSEL, MILBANK Phillip Spector has been a leader in the industry, as a lawyer and business executive, for decades. He began his career in government, where he served as a law clerk to a Supreme Court Justice and worked in the White House as Associate Assistant to the President.

He then entered the private practice of law, and in the 1980s helped to lay the groundwork at the FCC for, and then negotiated, the industry’s first sales of transponders. He also was PanAmSat’s outside counsel during its years-long battle to break the Intelsat monopoly on the provision of international satellite services.

In the 1990s, he joined the international law firm of Paul, Weiss, Rifkind, Wharton & Garrison, where he served as Managing Partner of the Washington office and Chairman of the Communications & Technology Group. In that role, he acted as a key advisor to SES, helping to negotiate the 2001 acquisition of GE Americom by SES – the first trans-Atlantic merger in the industry’s history. He also was the lead attorney for the groundbreaking SkyBridge project, which successfully fought battles at the ITU and the FCC to develop global rules to allow non-geostationary satellite systems to share spectrum with geostationary satellites.

In 2005, he moved to the client side, becoming General Counsel of Intelsat, and in that position guided the historic merger of Intelsat with PanAmSat in 2006. Antitrust experts expected that the deal would not be approved, but it went through without any divestitures of assets. In 2007, his responsibilities at Intelsat grew with his appointment as Executive Vice President, Business Development, and he later became a member of the Intelsat Board of Directors.

In 2013, Phil left Intelsat and returned to his roots in private practice. He joined the Washington office of the international law firm, Milbank, Tweed, Hadley & McCloy, where he provides clients with representation in a wide range of corporate and regulatory matters, is looked to for strategic counsel, and negotiates transactions and alliances. As before, he maintains a strong focus on satellite and telecommunications, because, as he says, “we in the industry are privileged to explore the frontiers of outer space, while working on projects that benefit the globe’s interconnectivity, all within a business environment that is constantly changing.”

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By 1970, Philip was back in the United States as Chief Scientist and Director of the Office of Science and Technology for the Corporation for Public Broadcasting. Under his leadership, the Public Broadcasting System and National Public Radio became the first broadcasters to use satellite for program distribution across the United States. While working for the CPB, Philip also developed improved VHF and UHF receivers for PBS and installed earth stations in northern Alaska to provide telemedicine services.

In the early 1980s, Philip joined PanAmSat, the company that broke the monopoly on international satellite communications, where he was to work for the next seventeen years. His contributions to that precedent-setting company included designing the new satellite system, hiring and training the technical staff, coordinating orbital locations, and overseeing deployment of eleven satellites in orbit. By the time he left the company, PanAmSat was the second largest satellite operator in the world.

Leaving PanAmSat, Philip founded RKF Engineering Solutions, which continues to thrive today. For his many accomplishments, he has been elected a Fellow of the Institute of Electrical and Electronics Engineers and a Fellow of the AIAA and has received IEEE Centennial award and the AIAA’s Aerospace Communications Award.

Andrew Sukawaty NON-EXECUTIVE CHAIRMAN, INMARSAT In 2004, when Andrew Sukawaty was appointed CEO of Inmarsat after a quarter-century in the mobile and cable TV industries, the 25-year-old company generated annual revenues of less than $400 million and was valued at $1.5 billion. It provided communication services to its customers in primarily voice and low speed data services.

At the end of Andrew’s tenure as executive Chairman in 2014, the company had almost quadrupled its annual revenues to $1.4 billion, increased its valuation almost seven times to nearly $10 billion and was close to launching the world’s first, globally available mobile broadband satellite fleet able to deliver 50 megabits per second anywhere in the world.

Andrew was originally engaged by Inmarsat in 2003, when he led the private-equity buyout of the former United Nations treaty organization, followed just two years later by an initial public offering. During this period, the company invested US$1.5 billion in building and launching the Inmarsat-4 (I-4) fleet, which introduced the world to BGAN (Broadband Global Area Network), capable of delivering services with rates of up to 1 Mbps. In a 2012 interview with Via Satellite, Andrew called this the biggest investment risk the company took during his tenure. It launched a range of services that allowed users, from governments to aid agencies, to do things they could not have imagined just a five years earlier. It also allowed the company to expand rapidly into aviation and other new markets.

The I-4 constellation was only the beginning. Under Andrew’s management, Inmarsat acquired Stratos Global and SkyWave Mobile, formerly independent Inmarsat service providers, to evolve the company’s business from a multi-tier distribution model led by its Land Earth Station partners to a consolidated distributor-led direct and indirect distribution model. This was followed by the acquisition of Segovia, a provider of managed communications services for the US Department of Defense and other government agencies, which deepened the company’s penetration of the government-military market as well as broadening its service offering. While acquiring companies to expand the company’s horizons, Andrew also directed investment to the modernization of safety services for maritime and aviation, and increased charitable contributions to support emergency services and humanitarian aid by the UN and Télécoms Sans Frontières.

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The Next Generation The 2015-2016 registration period is drawing to a close. The four credible, qualified competitors in this cycle come from both returning and new institutions: the University of North Dakota, the Dalian University of Technology, the Indiana University–Purdue University Indianapolis, and a private company.

Teams are now at work on their visualizations, tech papers, and economic briefs. We have asked that all completed designs be submitted to us at Ohio University (via BOX cloud storage) by April 18th. That will give our judges a turnaround time of one week (April 25th), allowing three weeks for travel and conference accommodations to be made. Additionally, the Indiegogo crowdfunding campaign – this year, a cooperative effort between the NSS, EIS, and Competition – will have ended and (hopefully) funding will have been collected and disbursed by this time.

SunSat Design is an international competition intended to accelerate the conceptualization, manufacture, launch and operation of the next-generation satellites that will collect energy in space and deliver it to earth as a non-polluting source of electrical power.

The purpose of the SunSat Design initiative is to move space solar power out of the research labs and onto the public agenda. This is being done by virtual story-telling and networking on a global basis, explaining what space solar power is and how and why it will become the ultimate renewable energy resource for Planet Earth. Find out more at http://sunsat.gridlab.ohio.edu

The 2016 Scholarship program is now underway! The submissions criteria and deadlines are now posted. Students interested in applying for the 2016 should log in to the SSPI site and visit http://www.sspi.org/cpages/scholarships_apply.

(Note: Only SSPI members may apply for SSPI scholarships and membership is free for students!)

Look for profiles of the 2015 Scholarship winners in the February 2016 issue of The Orbiter, and come to meet them at the 2016 Hall of Fame Benefit Dinner!

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SSPI and Students for the Exploration and Development of Space SSPI works with Students for the Exploration and Development of Space (SEDS - www.seds.org) to attract talent to the satellite industry. Founded in 1980 as an independent, student-run organization, SEDS promotes the exploration and development of space through public outreach and education, supporting its expansive network of space-minded students, providing leadership development opportunities, and inspiring others through involvement in space-related projects. The 30,000 strong non-profit organization has chapters at universities across the US and around the world.

In working with SEDS, SSPI’s goal is to make the students that make up SEDS membership aware that there is an industry that operates profitably in space today - where their passion for space can forge a successful and fulfilling career.

2016 Student Competition:

Solving the Space Solar Power Puzzle Since the Seventies, there have been serious engineering programs attempting to design orbiting platforms that would capture uninterrupted solar power and transmit it via microwave beam to Earth. The potential to provide vast amounts of generating capacity with no negative impact on the environment is clear.

The fundamentals of solar panels in space and power beaming have been proven, but the cost of putting massive generating platforms into space, concerns about radio frequency interference with communications as well as safety have blocked progress past the research phase

Project Specifications: Your assignment is to identify current and future advances in launch systems, small sats, lunar or asteroid mining, space assembly and manufacturing, optical communication and other fields that will make it possible to place solar power generating satellites into GEO orbit, as well as physical, safety and regulatory obstacles that such a system will need to overcome in transmitting that power to the Earth’s surface. In addition to issues of manufacture, launch, technology and the return of power to Earth, consider the

command and control needs of the orbiting platforms or multi-spacecraft arrays and the need to avoid or overcome interference with satellite communications in LEO, MEO and GEO orbit. You may also consider the potential impact that large-scale, space-based sources of power in orbit could have on robotic or human space transportation, exploration or colonization.

For more information on the 2016 Student Competition, including further specifications and instructions on submitting an entry, visit www.sspi.org.

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Critical Recruiting Take-Aways and

CHANGE

By Bert Sadtler

What is your recruiting strategy and process? How do you and your organization approach acquiring new meaningful talent to help grow your organization and reach objectives?

Yes, strategy and process – not merely posting a position description, running an ad or delegating the responsibility to a non-stakeholder. Just because that happens frequently, it doesn’t make it a strategy and a process.

My perspective comes from several decades as a direct revenue producer being frequently contacted by recruiters as well as several roles working as a functional recruiter, first for a global firm, followed by a local, family owned recruiting firm before founding Boxwood.

Many hiring managers, CEOs and business leaders mistakenly view recruiters as being interchangeable. All recruiting models are not the same.

Recruiting models include: The employer’s internal recruiter • Usually reports into the HR department • Responsible for HR and general recruiting issues The headhunter or staffing firm • Paid a commission, only when their candidate is hired, based upon a percentage of what the new hire is paid • Successful when very actively submitting resumes for open postings • Unable to invest significant time with hiring managers or with candidates due to the contingent business model • Very popular with many employers who can use multiple headhunters for the same job opening The retained or executive recruiter • Hired by employer as a dedicated resource, but usually paid based upon a percentage of what the new hire is paid • Capable of taking a deep dive with qualified candidates • Regarded by many employer’s as expensive and sometimes overpriced The Consulting recruiter • New model, departure from the traditional business approach and some times hard for employer’s to grasp • Fixed fee, flat fee • Serves as a true consultant to the employer LinkedIn LinkedIn’s marketing department would like for businesses to see them as a recruiting model. While LinkedIn is the most well known, there are numerous automated recruiting options.

However, all of them are missing the true human interaction needed for best practice recruiting. In my view, the automated options will always serve as a recruiting tool, not10 a recruiting Fashionmodel.

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With a wide field of recruiting models how does the CEO, hiring manager or business leader select the best? There are a few key take-aways to consider.

Take-away # 1: Recruiting and hiring is a service-oriented event. It is unlikely that the global recruiting firm who serves the Fortune 500 companies is in a position to deliver the same level of recruiting service and attention to a $20 million company. Smaller businesses can get lost in the big company shuffle.

Think about the size of your business and does it fit within the scope of the recruiting firm who may be serving you?

Take-away # 2: As a service-oriented event, who is the recruiting and hiring really serving? Yes, of course the employer is being served by acquiring critically needed talent. Just as importantly and frequently overlooked, the talent is being served. Businesses grow with the right talent. Attracting the right talent means devoting attention with a strong, consistent and credible message to qualified candidates. Then, it means a strong, consistent and credible follow-through with qualified candidates during the entire recruiting process.

What are the needs that your business has to address with growth in mind?

Take-away # 3: An outward facing recruiting or hiring event is a direct reflection on your business. With the result of a single hire, numerous candidates have been in consideration. All of these candidates are potential “banner carriers” for your business. If the candidate is an ideal fit, you want to follow all of the right steps to drive their interest in your business and ultimately hire them. This reassures the top talent that they are making the right decision to want to join your business. That same candidate in the future MAY have the ability to make future critical business connections, while not necessarily being an otherwise ideal fit. They may not be hired by your business but could end up working for a partner business or a competitor. If your business does not see them as an ideal fit, as a “non-candidate”, they may know a better suited candidate to recommend Take-away # 4: Every business is seeking efficiency and short cuts, whenever possible. If your business hires the right talent, but the process takes a little longer, within six months, will anyone care? However, if you make the wrong hire by going too fast with shortcuts, repairing the damage of a bad hire will likely take longer than six months AND you are returning to square one. While the “express lane” of short cuts sounds appealing, best practice recruiting is better served investing the time in order to get it right.

Take-away # 5: With amazing technological advancements, the recruiting sector has more available tools than ever. Our plug and play, express lane, get-it-done-yesterday world lets you order your pizza from a smart phone and have it delivered in minutes. Acquiring talent requires an investment of time and resources and a commitment to get it right but will pay dividends. Technology recruiting tools are best used when they enhance direct human interactions not replace human interactions.

Changing requires change As a CEO, business leader or hiring manager, your business is making an investment in acquiring talent to solve an important business problem for your business. How much of the hiring process are you personally involved in? Have you evaluated your current hiring process from the perspective of the candidate? Do you have a first-hand understanding of what your recruiter is saying to qualified candidates and how your business is being represented? Would you enjoy being a candidate and going through your company’s current hiring process? Are you focused on attracting the top talent or are you relying on shortcuts?

In my experience, many CEO’s, business leaders and hiring managers continue to rely on the same recruiting model because “that’s the way they have always done it”.

What got your business to this point may not be what it will take to get your business to the next level of growth.

Businesses are challenged daily to interpret and respond to changes in their marketplace. With having the right talent in your organization critical to the success of your business’s growth, has your business thought about and changed the approach to recruiting in order to grow to the next level?

Are you thinking about where your business has been or are you thinking about where your business is going? Are the constant changes in business today your path to growth? Does your business have the right recruiting model for growth today and tomorrow? What are you doing to embrace CHANGE? Fashion Magazine April2012 11 Bert can be reached at: BertSadtler@BoxwoodSearch.com and at BoxwoodSearch.com

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Better Satellite World:

Making More Money via Satellite The mobile phone is much more than a status symbol in your pocket or a handy way to order take-away food. Around the world, it has become a powerful driver of economic growth.

A 2005 study concluded that boosting mobile penetration by just 10 phones per 100 people increases GDP per capita growth by 0.6 percent – and by up to double that in developing nations. In lands where economic growth struggles to keep up with population growth, the impact is vast. A 2007 study of fishermen in Kerala, India, where mobile phones became available starting in 1997, showed that their profits rose 8% on average once they could call ahead to find out which coastal markets had the biggest need for fish. Fishermen benefited – but so did consumers, who saw their average price fall by 4% as markets became more efficient.

But much of the planet offers stiff geographic challenges to mobile phone penetration. The base stations that serve those phones need power and backhaul connections to the network, and these can be nearly impossible to bring to deep forest, vast desert or rugged mountain ranges. Unless, that is, satellite does the job.

The Caribbean’s Largest Mobile Carrier Since its founding in 2001, the Digicel Group has become the largest mobile carrier in the Caribbean and has extended service into Central America and Pacific Islands including Samoa, Tonga and Fiji. A systems integrator and service provider, Globecomm, has designed and installed many of its systems.

“Our first assignment was a satellite terminal for ‘trunking’ over C-Band from their GSM switch in Jamaica,” says Gerard Johnston, Globecomm’s vice president for the Americas. “That means aggregating all the international traffic on that switch and routing it in and out of the country. We used robust, reliable C-band technology called SCPC, and we went on to build similar gateways for them in markets like Trinidad, Aruba, and St. Lucia.”

Satellite proved cost-effective for this kind of service. Mobile communications traffic from throughout the island was carried on ground-based circuits or microwave to the main GSM

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switch. Calls and data destined to leave the island were routed to the satellite transmitter while the rest of the traffic stayed local.

Technology for Growth When Digicel targeted Honduras and Panama for network growth, however, it faced a different challenge. In rural service areas, the investment required to connect base stations on the ground was far too high to justify introducing service.

No base station connections meant no network.

Globecomm’s solution was to connect the individual base stations via C-band satellite, using a technology called TDMA, instead of on the ground. The first base station network went into Honduras and was followed by another one in Panama, each using satellite to connect the base stations to the country switch, as well as to provide access from the switch to the international phone network.

“One thing about mobile traffic: it’s really dynamic,” said Jaime Rodriguez, Globecomm’s senior director for the Americas. “We designed the base stations to share a pool of satellite bandwidth. This saved money and provided great flexibility. But there is always the possibility that one or two of the circuits will get really busy and soak up most of the bandwidth, starving the others. So we designed the system to let Digicel assign priorities to the base stations. If one part of the service area is spectacularly successful, it shouldn’t bring down the whole network.”

Service Where It Is Needed Most The new locations were truly in need of service. Reaching some sites required travel in a chartered plane and canoe, with a long walk at the end.

“It was incredibly difficult getting equipment into some of these locations,” said Rodriguez. “We’re talking about antennas, racks of equipment and outdoor enclosures, everything designed to use the minimum power, because generators are the only source of electricity.” Globecomm’s work with Digicel ultimately led it to develop a way to power the base stations with solar panels, reducing the need for fuel.

Digicel went on to see strong growth in its new markets. By 2010, mobile phone penetration in Honduras exceeded 93% and Digicel chose to sell its Honduras unit to América Movil, which operates the Claro brand, and pocket a tidy sum. Mobile penetration in Panama reached an astounding 185% in the same year, almost 50% higher than Europe.

Without access to satellite, operating in the C and Ku bands, mobile service in these rainy regions would be restricted to the cities. Rural populations – 50% of the total in Honduras, 25% in Panama – would be denied access to the economic growth and quality of life improvements that their fellow citizens enjoy.

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The SSPI Hall of Fame Benefit Dinner offers a unique opportunity to network and visit with clients, customers, suppliers, colleagues and industry friends. From the champagne reception to a gourmet meal to the induction of the honorees into the Satellite Hall of Fame, SSPI始s annual Hall of Fame Benefit Dinner is always the talk of the indu industry.

On that night, SSPI will hold its annual Chairman始s Reception. This invitation-only reception welcomes the C-Suite of the most important companies in our industry, including established players, their customers and innovative new entrants. It offers a relaxed and intimate atmosphe atmosphere for conversation and networking at the end of a long day in meeting rooms, and before the excitement of the Hall of Fame Benefit Dinner.

March 8, 2016 Gaylord National Convention Center National Harbour, MD

Tickets are now available for the Hall of Fame Benefit Dinner.

For more information or to purchase an individual ticket or a full table, visit www.SSPI.org.