Responsible for providing Charter's customers with a superior customer experience; deploying highly motivated, highly professional, and highly competent field technicians that understand that our mission is to connect our customers to the world with video, data, and voice services. I also develop leaders to understand how to understand the goal, create and validate processes, communicate effectively, and measure results. Infuse a mindset of teamwork, success, and fun into the team culture, where we all hold ourselves accountable to each other and to the customer experience.

Created and implemented detailed processes designed to standardize and improve technical operations processes, improve morale, and deliver results to the MSO. Established documented standards of performance and process validation methods that drove measurable improvement across each key metric. Mentored the leadership team to understand their role as leaders, coaches and how to achieve success in challenging operational environments.

-After successfully supervising multiple systems and achieving the goals I had established for myself and my teams, I was promoted to manage the North GA Plant Maintenance teams. I was responsible to ensure that 250,000 subscribers received quality service 24 hours a day. As a graduate of the Customer Experience Transformation at Charter, I made myself personally available to many customers and municipal authorities that had received a poor experience, often meeting with them at their home or office. I am always amazed at how easy it is to turn an irate customer into a customer for life. It most often just requires some personal interaction.-My favorite part of being a Senior Manager at Charter was that I had ample opportunity to help mentor and train new leaders in the organization. I love to engage in Leadership Workshops and I love to see the results of those interactions result in more competent leadership and a more highly functioning team.-When I was asked to also manage the Installation Contractors in my area, I jumped at the chance. My goal was for our Contractors to perform at the same level of quality as the Charter In-house Technicians. By employing rigid standards of performance and accountability, the North Georgia Contractor Teams were soon performing at very high levels.-In my role as Senior Manager Systems Engineering, I worked to keep my various teams working towards continual improvement in the technical metrics that further improved our customer’s experience. I was often called upon to lead projects that involved creating processes that required intensive collaboration with other departments. I enjoyed the work involved in understanding the goal and creating detailed road maps to success. My mentor taught me that "Processes only work if they are followed every time". Part of my job was to ensure that once a process was created, that it was communicated, re-communicated, adjusted as necessary, and established as a habit.

-I joined the Stockbridge Charter Communications team in August of 2000. As a Cable TV Technician, I was responsible to install and maintain our services. I had read the book, How to Win Friends and Influence People, and very often used the lessons learned as I interacted with customers. -I became a leader at Charter when a supervisor was needed in the Fort Gordon office. I volunteered for this role, even though it was several hours from where I lived. In order to get to the office, I often left my home at 5am and did not return back home until 9pm, only to do it again the next day. It was a rewarding time for me. Even though the system needed a lot of work, I set expectations and created processes and shortly before reassignment, we won the System of the Quarter Award.-I was soon reassigned and supervised 4 other systems. Using the same tactics and processes that I had learned as a Ranger and most recently in the Fort Gordon System, I quickly streamlined the daily work flow. I worked to motivate my team as each area increased productivity and accomplished specific technical goals that had been set. I was particularly proud of the work we did in Newnan, GA during the Charter Phone Launch. With no contractor support, we were able to meet the prerequisites for launch using only Charter employees ahead of schedule. Because I was responsible for four areas of operation, I was constantly on the road and so I developed a process for some of my technicians to assume leadership responsibilities and help when I could not be onsite at any given time.

-After Basic Training, A.I.T., Airborne School and Ranger Indoctrination Program, I was assigned to Bravo Company 3rd Ranger Battalion. Ranger Battalions are known for their ability to deploy anywhere in the world at a moment’s notice in defense of the nation’s interests. Because of the high expectations required to succeed in these types of missions, these units are staffed with extremely motivated and purpose driven leaders. In the Ranger Battalion, no mission is too difficult and failure is not considered as an option. The leaders in this organization were expected to ensure the success of the unit and, as a result, continual training and process improvement was required.-In 1992-1993, Bravo Company engaged in a rigorous deployment schedule that included Panama, Korea, Thailand, England, Texas, and California in support of our mission to deploy anywhere and anytime. Our training involved nighttime parachute assaults, jungle and cold weather survival, small unit raids, first aid training, explosives training, close quarter live fire drills and 20 mile road marches, all with very little sleep and very little food. Looking back, I realize that this type of continual training under simulated conditions have ensured that U.S. Army Rangers would be successful whenever called upon.-In late 1993, Bravo Company was deployed to Mogadishu, Somalia to capture a Somali warlord hostile to a U.N. effort to bring peace to that area of the world. After several very successful surgical raids and the capture of many of the senior leaders of the enemy force, Bravo Company became involved in the famous Black Hawk Down incident. After all of the many months of strenuous training and preparation, a small group of Rangers and other Special Operations forces were able to engage an enemy in their own backyard and who vastly outnumbered us and complete our mission. To this day I realize that with solid processes, strong leadership, and winning attitudes, any goal is achievable.