For 20 years, I've led FTTH providers and ISPs through rapid and massive changes. Most recently, persistent KPI focus guided my team of 150 engineers and technicians through process improvements that fed massive revenue growth while reducing support requests. I’m experienced in managing support operations for diverse teams across global locations, ensuring regulatory compliance, and mitigating risks. I also apply robust project management methodologies to ensure successful project delivery and enhance customer satisfaction. I have expertise in financial management, including budgeting, forecasting, financial reporting, and GAAP.Some highlights:• Optimized workflows to reduce end-user requests by 30% while driving a 50% increase in revenue.• Achieved a 40% reduction in outsourced support fees through strategic management.• Led a team of Network Engineers in upgrading infrastructure across 20 national Points of Presence (POPs).• Presented next-gen PON technologies through a case study to an audience of 3,000 industry professionals.• Achieved a 30% reduction in support inquiries by improving processes and fostering proactive communication.The specter of my unwashed car illustrates my management approach. Whenever new members join the team, I give them one important rule: If anyone justifies a course of action with the phrase “because Charles said…”, that person has to wash my car. And everyone gets it – I want them to ask questions so that they can understand why we do the things we do. They are empowered to tackle new circumstances. It’s amusing to hear “that’s getting close to washing a car” tossed around when someone tries to take a shortcut. But no one has ever been asked to wash my dirty car.