Launch 3 Telecom is a $25M+ U.S. telecom infrastructure company that has grown from a telecommunications equipment business founded in 2004 into a broader infrastructure partner supporting wireless, broadband, fiber, logistics, distribution, and emerging data-center and AI infrastructure markets. Founded by David Zoldan, the company has built its growth around a simple principle: infrastructure projects succeed when the right materials, people, and operational support come together at the right time. As demand for connectivity and digital infrastructure continues to accelerate, Zoldan believes the opportunity for Launch 3 is not simply to grow with the market, but to help customers navigate its increasing complexity through reliable supply, operational execution, and long-term partnerships.
Launch 3 Telecom has grown significantly since you founded the company in 2004. What were some of the pivotal moments that shaped the company’s evolution from a startup into a $25 million-plus telecom infrastructure business?
David Zoldan: When I look back, the biggest turning points were less about one specific event and more about recognizing where our customers were going and making sure Launch 3 could go there with them.
We started with a focus on telecommunications equipment and materials, and over time we saw that customers needed more than a distributor. They needed a partner who understood the products, the projects, and the operational challenges that came with deploying infrastructure at scale.
That led us to expand beyond traditional distribution into areas like logistics, inventory management, site kitting, repair and calibration, and broader supply-chain support. We also continued expanding our product categories as the market evolved, including fiber, broadband, DAS, small cell, and other infrastructure requirements. Today, we have facilities positioned to support customers across different regions, including our New Jersey operations and our Florida distribution and 3PL presence.
The important thing is that each stage of growth was connected to a real customer need. We weren’t trying to become something completely different. We were building on what we already knew and finding additional ways to create value around it.
What principles have remained consistent throughout Launch 3’s growth, particularly when it comes to your approach to customers, employees, and long-term partnerships?
David Zoldan: The biggest principle has always been to do what you say you’re going to do.
In infrastructure, reliability matters. If a customer is waiting for material and it doesn’t arrive, that can hold up an entire project. So we have always put a lot of emphasis on responsiveness, product knowledge, communication, and accountability.
We also believe relationships are built over time. Some of our employees and customers have been with us for many years, and that’s something I’m very proud of. We want people to view Launch 3 as a partner rather than simply another vendor.
The same applies internally. We look for people who are hardworking, honest, willing to learn, and willing to take ownership. As we’ve grown, maintaining those characteristics has been just as important as growing the business itself. Our current leadership team includes people who have been with Launch 3 for many years, which I think says a lot about the culture we’ve worked to build.
The telecommunications and infrastructure landscape has changed dramatically over the past two decades. How have you approached identifying new opportunities while staying true to Launch 3’s core business?
David Zoldan: I’ve always believed that you have to pay close attention to where your customers are going.
The technology changes, the terminology changes, and the infrastructure requirements change, but at the end of the day, networks still need equipment, materials, logistics, and people who understand how everything fits together.
That’s how we’ve approached new opportunities. We look at emerging areas and ask whether they are adjacent to what we already know and whether we can bring something meaningful to customers.
That’s why the expansion into fiber, broadband, small cell, DAS, and other infrastructure categories has made sense for us. More recently, the growth of data centers and AI infrastructure has created another opportunity because these projects still depend heavily on physical connectivity and the supply chain behind it.
Launch 3 operates across wireless network deployment, logistics, and communications equipment distribution. How do these capabilities work together to create value for your customers?
David Zoldan: The real value is in the combination.
If you only sell equipment, your responsibility largely ends when the product leaves the warehouse. But our customers are managing projects where hundreds or thousands of individual components have to be available, organized, delivered, tracked, and ultimately deployed.
That’s where our different capabilities come together.
We can supply the materials, manage inventory, kit the components for specific sites or projects, coordinate transportation, and provide operational support through our telecom infrastructure services. Our 3PL capabilities include warehouse management, transportation management, inventory tracking, asset scanning, and other services designed around infrastructure deployments.
How has the growing demand for data centers, fiber connectivity, and AI infrastructure influenced Launch 3’s strategy and the markets you serve?
David Zoldan: It’s reinforced something we’ve believed for a long time: the digital economy ultimately depends on physical infrastructure.
AI gets a lot of attention because of the computing side, but all of that computing requires connectivity, fiber, power, cable management, network equipment, and physical infrastructure around it. The same is true for data centers and broadband networks.
We’re seeing more overlap between traditional telecom infrastructure and these newer infrastructure markets. Fiber products, optical components, connectivity equipment, and network materials are relevant across wireless networks, broadband, enterprise environments, and data centers.
For Launch 3, that means continuing to expand our capabilities while maintaining the same operational discipline we’ve always had. The opportunity isn’t simply to sell more products. It’s to become more valuable as these projects become larger and more complex.
In an increasingly complex supply-chain environment, what role do inventory management, logistics, and operational execution play in helping customers successfully complete infrastructure projects?
David Zoldan: It’s critical. Infrastructure projects are incredibly dependent on timing.
You can have the right design, the right contractor, and the right equipment, but if a relatively small component isn’t available when it’s needed, the entire process can slow down.
That’s why inventory visibility and logistics have become such important parts of what we do. Customers need to know what they have, where it is, what has been allocated to a project, and when they can expect it to arrive.
We’ve invested in systems and processes around real-time inventory tracking, automated replenishment, cycle counting, asset scanning, transportation management, and delivery visibility.
To me, operational execution is about making complexity invisible to the customer. They shouldn’t have to spend their time worrying about where a pallet is or whether the right materials were packed for a site. Our job is to help take those problems off their plate.
Innovation is often associated with technology, but innovation can also come from how a company operates. Where have you seen opportunities to innovate within Launch 3’s business and customer experience?
David Zoldan: Some of the most meaningful innovation we’ve made hasn’t necessarily been a new product. It’s been finding better ways to make the customer experience easier.
For example, site kitting is a good illustration. Instead of sending a customer a collection of individual components and leaving their team to sort everything out, we can organize and label materials around the requirements of a particular project or deployment.
The same applies to logistics. Better inventory visibility, delivery tracking, asset scanning, and communication can make a significant difference even though none of those things are necessarily flashy.
I think that’s an important lesson for any business. Innovation doesn’t always mean inventing something new. Sometimes it means taking an existing process and asking, “Why are we doing it this way?” Then finding a way to make it faster, simpler, or more reliable.
As Launch 3 has grown, how have you maintained the entrepreneurial mindset and customer-centric culture that were part of the company’s foundation?
You have to stay close to the customer.
As a company gets bigger, it’s easy for layers of management and processes to separate leadership from what customers are actually experiencing. I don’t want that to happen at Launch 3.
We encourage our people to take ownership and solve problems rather than simply pass them along. If a customer has an issue, the objective is to figure out how we can help—not to determine whose department the problem belongs to.
That’s also why I think having experienced people throughout the organization matters. We have team members who have been with Launch 3 for many years, and we’ve been able to build knowledge and relationships that aren’t easily replicated.
The entrepreneurial mindset is really about staying curious, staying responsive, and being willing to make a decision when something needs to get done.
What have the challenges of scaling a business taught you about leadership, delegation, and building a team capable of taking the company to its next stage?
David Zoldan: One of the hardest lessons in growing a company is understanding that you can’t do everything yourself.
Early on, the founder tends to be involved in everything because that’s what the business requires. But eventually, if you want the company to scale, you have to build a team that can make decisions and take ownership without waiting for you.
Delegation isn’t simply handing someone a task. It’s giving them responsibility and trusting them to execute.
That’s been an important evolution for me as a leader. My role has increasingly become about putting the right people in the right positions, giving them the resources they need, and making sure everyone understands where we’re trying to go.
A strong company shouldn’t depend on one person having all the answers. It should have a team capable of solving problems together.
Looking ahead, what is your vision for Launch 3 over the next five to ten years, and what role do you see the company playing in the continued expansion of America’s wireless, telecom, data-center, and AI infrastructure?
David Zoldan: I see Launch 3 becoming an increasingly important infrastructure partner as connectivity continues to expand across the country.
The next five to ten years should bring significant investment in wireless networks, fiber, broadband, data centers, and AI-related infrastructure. The physical layer supporting all of that is going to become more important, not less.
Our goal is to continue expanding our capabilities while staying focused on the things that have made us successful: product knowledge, reliable supply, logistics, operational execution, and customer service.
I also want Launch 3 to remain adaptable. The infrastructure landscape today looks very different from what it did when we started in 2004, and I’m sure the same will be true five and ten years from now.
What won’t change is the need for companies that can help customers execute. Whether we’re supporting a wireless deployment, a fiber build, or the infrastructure surrounding an AI data center, we want Launch 3 to be the company customers can rely on to get the physical pieces where they need to be and keep their projects moving.
That, ultimately, is the role I see us playing: helping build the physical infrastructure that allows the next generation of connectivity and technology to actually work.
