Gavin Keirans, CEO, Blue Stream Fiber

July 2026 — Blue Stream Fiber has spent nearly a half century building its reputation as a connectivity provider for residential communities across Florida, and now it’s taking that model national. In an interview with Invest:, Gavin Keirans, CEO of Blue Stream Fiber, discusses the company’s expansion into Texas, its bulk service approach, and what sets it apart in an increasingly crowded fiber market. “We believe we’re in the early innings of our growth story,” Keirans says, “and it’s going to continue as we go forward.”

What key changes over the past year have most impacted Blue Stream Fiber?

We’ve been in business 46 years, starting as two cable franchises 30 minutes outside of Fort Lauderdale. Over the last decade, we’ve grown to true density in every part of Florida. The Tampa-Fort Myers market is a strong area for us, and that’s true of every major metro across the region. In the past 12 months, we’ve continued our focus on the various Florida markets while also making a major pivot toward new ones.

We specialize in the homeowners association (HOA) and condo association (COA) business where we sell bulk internet services on eight- to 10-year contracts and have a 99% renewal rate. We’re also in Texas= and we’ve built a platform we believe is set up for national scalability. We’ve also put a strong emphasis on the developer community, home builders and asset owners, and that’s been our top area of growth over the past 12 months.

What recent services or developments are strengthening connectivity for the communities you serve?

It really starts with the service experience and how we support our customer base. We always talk about being consistent, scalable and predictable. As a company, we built a customer experience excellence program so whether you’re in finance, the CEO or a field technician, everyone operates around the same commitment to a differentiated service experience. One metric we track closely is service visits: how often do we need to roll a truck because something needs attention? We’ve reduced that by 59% over the last three years. People are calling us 58% less, not because of AI, but because our service works as intended from the onset. 

In the past 12 months alone, we completed 252 projects across Florida, ranging from a few hundred units to communities of 7,000-plus. Each one requires its own dedicated focus and laser-like execution. It’s that full-service model, from the initial sales process through launch and ongoing support, that truly makes us a long-standing partner for those communities.

How are you approaching talent recruitment and workforce development to support that growth?

We’ve had a double-digit growth story as far as our EBITDA and sales numbers climbing every year, and we just had our best year ever as a company. As you scale, it’s really important to bring in tried and true, proven leadership. About three to four years ago, we made major investments in bringing in top-tier talent from companies like Comcast, Charter and Altice — people who had already demonstrated that experience at scale.

We’ve introduced a management development initiative designed to help grow and support our next generation of leaders from within. We believe our success comes from a thoughtful balance—welcoming experienced talent from some of the largest organizations while continuing to nurture and grow the strong teams we’ve built internally. Together, these efforts help support our continued growth.

What major trends are you seeing in the broadband and fiber market, and how is Blue Stream Fiber positioned to stay ahead?

What’s interesting about our model is that we focus specifically on the community or bulk segment, which makes us a bit different. You have the classical coax players such as Comcast and Charter, and then more traditional fiber-to-the-home providers that build out across large swaths of a city and sell to individual households. Our model is different since we contract directly with the community, the asset owner, or the new development.

We fund the full capital, we own the last-mile fiber infrastructure, and we tie our investment to having an actual contract. That means we service every single resident in a given community. The value for the customer is that our rates are typically 50-60% lower than retail alternatives because of the two-way partnership we establish from the onset. We believe that model is differentiated in the market, and while there are a few companies like us, we think we stand apart in how we execute it.

What are the biggest challenges facing Blue Stream Fiber or fiber providers more broadly?

The biggest challenge for us is being selective about which new markets we enter. It comes down to financially disciplined growth and making sure every investment we make is backed by the right strategy. From a fiber infrastructure standpoint, Florida and Texas are two of the top three states for our bulk business model, so it makes a lot of sense to anchor around those.

That said, through our partner ecosystem of national property managers and national developers, we get asked quite a bit to move into the next market. And if anything, it’s a balance. You want to make sure you keep your service standards, you keep who you are as a company, and you scale in a methodical and thoughtful way so that you stay true to what you’ve built.

How does Blue Stream Fiber engage with the communities it operates in beyond the technology itself?

From the onset of a new community, our sales process is genuinely relationship-driven. HOA and condo boards are typically made up of volunteers from different walks of life, so it may take us nine to 12 months to fully engage with a community before they’re ready to commit. And a lot of what drives their decision to choose Blue Stream Fiber as a long-term partner comes down to word of mouth — who’s next door? Who’s the community next door in Tampa or Fort Lauderdale that a board member golfs with, plays tennis with or trains for a marathon with?

Those connections matter. From there, it’s about consistent, scalable, predictable processes. Every project follows a proven playbook from signing through design and construction, and every community gets a dedicated account manager. It’s a high-touch model. We want to be embedded in the community, and we want residents to feel genuinely strong about the infrastructure investment they’ve made. When that happens, they become promoters for us and refer their neighbors.

Looking ahead two to three years, what are your key goals and priorities?

As we build a national, scalable platform, the priority is making sure we continue to have the success we’ve built in Florida and Texas. We should have some really large partnerships in place that will allow us to scale into new markets, creating a larger platform that can expand across the U.S. into markets with strong community infrastructure and an openness to this type of business model. We see a bright future ahead. We believe we’re in the early innings of our growth story, and it’s going to continue as we go forward.