Dane Garrett Email & Phone Number

Saint Louis, Mo, Us

Saint Louis, Mo, Us

Saint Louis, Mo, Us

St Louis, Mo, Us

Toronto, Ontario, Ca

Toronto, Ontario, Ca

Responsible for developing close working partnerships with executive leaders leading projects focused on driving margin, improving quality, and enhancing operational performances. Projects varied in scope from broader initiatives that include personnel and org structure or larger budget and cost modeling re-structuring deliverables to less complex initiatives aimed at shorter term operating efficiencies, cost reduction targets, focused system implementations, or specific business process enhancements. All were focused on improving margins and most have included growth elements.

Atlanta, Georgia, Us

Led efforts to evaluate and make executive recommendations for budget, organizational structure, geography, and back office system/business process best practices for a national operations organization. Included in-depth cost/budget analysis, performance and personnel evaluations, detailed business process reviews, & systems evaluations.• Delivered recommendations on overall Service Delivery Organization structure, personnel, geography, systems, reporting/KPIs, budget structure/model, product configuration tool sets, & business process best practice. • Appointed as a strategic business SME to represent the customer operations org during a broad Business Transformation Project directed at reducing intervals/cost, optimizing efficiencies, reducing revenue churn, and consolidating the product catalog. • Restructured a nationwide field operations organization that performed 9-10K truck rolls/month. Developed new budget model, re-organized and staffed the department, re-defined operating metrics/KPIs, established vendor performance standards, & created new contract terms and performance criteria.

Atlanta, Georgia, Us

Responsible for leading effort to consolidate an end/end customer operations organization made up of 4 newly-acquired independent I.T. Service Cloud companies. Included defining a new org structure, operating budget, staffing the department, consolidating leaders, and developing metrics/KPIs. Also included creation of a customer satisfaction standard, development of a business process & training function, and implementation of a broad back office suite of delivery/support applications.• Developed a customer operations org to service overall business. Defined job functions, optimized delivery/support processes, integrated acquired companies’ personnel, defined metrics, and launched a customer satisfaction standard. Efforts resulted in growing monthly installed revenue by more than 200% and improving cancellation rates by 25%.• Implemented new order and ticket management processes and deployed systems to manage. Defined order quality standards, developed ticket management standards, implemented ITIL processes, and deployed new software and call handling tools. Efforts resulted in reducing installation intervals by 50%, compressing trouble ticket intervals by 60%, and improving overall call-handling statistics by 2x. • Executed re-alignment requirements associated with implementing a new cloud services product set and network infrastructure. Re-defined service delivery and support processes, drove cross functional partnerships, enhanced delivery/support systems, refined training programs, and completed necessary organizational changes. Efforts resulted in providing an overall delivery & support solution driven by an aggressive go to market campaign.

Atlanta, Georgia, Us

Responsible for developing an MPLS network service delivery organization to support a nationwide network business. Included consolidating personnel from 3 recently acquired companies, developing a new budget, implementing common processes across the companies, clear definition of performance metrics, and implementing software tools to manage new product sets. Also responsible for customer satisfaction performances, reducing cost/unit, shrinking intervals, and developing a mechanized solution to support delivery of multi-thousand site enterprise network solutions.• Implemented organizational structure and business process solutions required to service the new company. Re-organized the department, established new leaders, implemented common processes, instituted budget models, and defined new KPIs. Changes resulted in reducing headcount/market distribution by 25%, dramatically simplifying order flow, and reducing handle times. • Refined processes and implemented a suite of automation tools to leverage performance. Developed project management dashboards, CPE configuration applications, integrated reporting solutions, and automated 3rd party vendor interfaces. Changes resulted in reducing order management intervals by nearly 30% and reducing customer equipment/logistics expense/unit by 40+%.

Responsible for executing a Service Delivery organizational transformation driven by a market shift in company focus. Included re-developing a Service Delivery organization, defining a budget, leading a business process effort, and creating metrics/KPIs. Also included leading software automation initiatives, developing a training/analytics functions, and implementing a customer satisfaction standard. • Consolidated previously un-integrated functions into a common organization. Evaluated talent, selected leaders, defined more focused roles, executed departmental re-structuring, and finalized budget. Grew installed monthly revenues by 2x and increased organizational cost/unit capacity by 40%. • Re-defined end/end business process solution required to support new managed service product set. Evaluated existing processes, defined changes required, documented new standards, developed training models to institute, and outlined performance metrics to manage. • Implemented back office OSS enhancements to automate configuration & delivery processes. Modeled ROI justification, defined & documented business requirements, partnered with internal and external app development partners, and implemented new reporting tools to manage performance. Efforts resulted in a 20+% improvement in intervals, 40+% reduction of logistics expenses, and substantially improved on-time quality measures.

Los Angeles, Ca, Us

Responsible for combining Service Delivery organizations following Telepacific’s acquisition of Mpower Communications. Included personnel evaluation, defining a new structure, and implementing a transition plan. Also responsible for defining reporting standards, developing an employee retention solution, and for integrating a suite of existing service delivery automation applications. • Completed personnel evaluations, defined new organizational structure, and standardized on a common process. Maintained organizational focus and employee retention while managing the transition from St. Louis to Los Angeles HQ location. Created a transparent communication program, drove combined performance visibility, and executed transition plans.• Executed crucial software development integration required to support the acquisition. Aligned legacy business and customer treatment processes, completed the necessary OSS systems enhancements required to provide consistent operational reporting across groups, and positioned the remainder of the department to operate independently of a Director.

Responsible for leading a service delivery business unit for a nationwide commercial networking company. Included budgeting, staffing, performance management, new product support, and developing customized support functions by distribution channel. Also responsible for developing metrics/KPIs, modeled cost structures, business process and training functions, project management, and application development teams. • Consolidated 7 similar SD Centers nationally into one centralized operation. Sustained industry-leading product delivery intervals, quality, and customer satisfaction performance while meeting aggressive cost management goals and executing extensive changes in personnel. Changes resulted in a 50+% reduction in operating costs, improved capacity, and a 30+% decrease in delivery intervals.• Supported the release of more than 10 new product offerings that re-defined the overall business. Led business process development efforts, partnered with product/engineering teams, re-modeled budgets, defined/executed employee training program, developed software tools, and surrounded each with the performance metrics necessary to manage effectively. Efforts resulted in a new product go to market campaign infrastructure that reduced time to market intervals by 50+% of what they were previously.

Responsible for building and scaling a centralized Operations organization that was designed to support hundreds of commercial sales personnel and thousands of new business customers throughout the central region of the US. Departments developed included Service Delivery, Field Operations, Support, Software Development, and Business Process/Analytics. Primary Network acquired 12 other service providers in a 9 month window during this timeframe and I was also responsible for many of those operational consolidation efforts.• Grew the company’s monthly installed revenue performance by more than 400% during this timeframe.• Reduced overall installation intervals by more than 60% during this timeframe.• Reduced installation costs by 40%.• Quickly defined, budgeted, and constructed the functional organizational structure for the division.• Successfully launched Primary Network’s first repeatable service delivery process.• Efficiently drove software development initiatives to improve installation costs, automation, reporting, customer management, and logistical steps within the overall process.• Hired, mentored, and developed a management team.

As General Manager, maintained responsibility for all Operational, Sales, and Technology functions as managed previously and became even more involved in the strategic elements of the business leading up to it's sale. • Grew core network revenues by more than 20% during this 6 month period.• Successfully completed all the necessary documentation and the operational and strategic planning required for sale of the business.• Following acquisition announcements, was charged with managing to employee retention goals for seven departments.• Managed the development of the company’s first scalable customer service and trouble ticketing call center application.

Responsible for leading all operational and technology facets of a privately owned commercial Internet Service Provider. Organizations led included Network Operations, Engineering, Systems Administration, Support Center, Field Installation, Sales, and Sales Engineering. • Managed network, engineering, technical support, call center, sales, and installation groups.• Grew corporate network revenues by more than 200% during this period. • Developed and deployed company’s first corporate sales team.• Received Bank of America’s “Small Business of the Year – Gridiron Award” together with CEO.• Successfully completed three full-scale network conversions and maintained 99.9% network uptime during this period.

B.S., Telecommunications Management

Education record