David Stubbert Email & Phone Number

• Currently manage several residential rental properties in Washington, Oregon and California (September 2007 to Present)• Responsible for the profit and loss of the business. Involved in the overall process, including the purchase, design, renovation and sale of each property. Performed the roll of project manager during the renovation phase. Ultimately realized gross revenues of $2.3M and over 20% net profit (March 1999 to August 2007)

On a flex-staffing assignment for BEST Consulting with Advanced Radio Telecom as the interim Network Management Center Supervisor. Led the development of the processes for the new operations center. Helped manage the expansion of their network from 20 locations in one city with 20 customers, to 89 locations in three cities with 75 customers over a four-month period. For the Enterprise Group (a division of BEST Consulting), assisted in developing Y2K products and services, including network element assessment and compliance testing. Functioned as Team Manager for technical resources, responsible for Y2K network compliance.

Managed the deployment of SONET fiber ring networks in seven major metropolitan cities across U S West, with a total project cost of $165 million. Provided focus to the project, leading development of the overall implementation strategy. Established project plans for each sub-project. Created milestones for key deliverables, including a series of metrics to measure the project results. Developed a communication plan with presentations to key stakeholders. Created an executive Governance Team for cross-functional coordination. Designed a Web site to post timelines and monthly project results.

Responsible for directing network management/ disaster recovery system strategies, and creating Network Engineering process models. Developed business plans for the new network organization, including managing a $280 million IT systems budget for the network engineering and network management organizations. Developed the organizational model and assembled the personnel to staff this new organization.

Directed Service Assurance (S.A.) process development, network management system strategies (IT), network reliability/ disaster recovery strategies and business plans for the Core Service Assurance Organization. Led the development of the initial organization. Responsible for establishing the measurement systems, managed interface agreements between S.A. and other processes.Managed a $210 million capital and expense budget for SA.

Responsible for service assurance/ disaster recovery functions in the 14-state US West network, consolidating work from 150 centers into two mega-centers (this reduced the work force by 30%). Helped develop the overall model for this organization, and directed the day-to-day operations of the SS7 Signaling Surveillance Center, Network Power Surveillance Center, Network Synchronization Surveillance Center, and the Automated Message Administration (AMA) Teleprocessing Center (for billing data collection), helped to lead the development of processes for all Service Assurance. Managed major service outage reporting, internal escalations, and the administration of FCC Reports. Chaired weekly Root Cause Analysis meetings to review significant network outages.

Initially led the re-engineering effort that created the district. Then appionted as Director over day-to-day operations of the SS7 network. Program manager for: the deployment of the SS7 network (36 switches & 175,000 trunks), the development of the operation center processes and, the creation of the network’s surveillance center. This center provided network management of US West’s 14-state wide SS7 network, including traffic control, major service outage reporting, and escalation and administration of FCC Reports. Also functioned as the Operations Center representative on the Advanced Intelligent Network (AIN) team responsible for developing the processes and roll-out schedule for AIN Services.

Responsible for the technical interface between the Network organizations and Product Marketing, to ensure the smooth deployment of new products. Assisted in creating the Business Case, and chaired the Network Team that developed the Operations Plan for Advanced Communication Services (ACS). This later became the Enterprise Business Unit, responsible for deployment of Synchronous Message Delivery Service (SMDS), Frame Relay and other public-switched data transport services in US West’s 14-state serving area.

Provided the Large Business, Federal and Local Government Market Unit sales account teams with network engineering sales support. Developed the organizational structure and hired the 23 engineers to staff the Seattle and Portland offices. Also, personally helped sell the concept of the center to the sales account teams and network engineering organizations.

Directed all aspects of installation and maintenance in Western Washington (except Seattle Metro), including the management of a $44.8 million budget and 650 people. Established the concept of “turfing,” giving each technician a geographic area of responsibility. Initiated a cable rehabilitation plan, using an automated testing system to identify and fix cable trouble before it affected the customer. Established a series of joint union/management teams, empowering employees to address safety issues, as part of an effort to increase collaboration with the union.

Responsible for the developement of Product Marketing strategies for SS7-based products, Toll Services, Calling Card and E-911 (Enhanced–911).

Directed all switch and inter-office trunk planning for PNB. Developed the migration strategy to move network from analog to digital technology, including the replacement of all 165 electro-mechanical switches with new digital equipment (mostly Nortel). This was one of the first large-scale uses of non-AT&T equipment after Divestiture. instrumental in introducing ISDN (Integrated Services Digital Network) to the Pacific Northwest through a trial with U S Bank in Portland. Led the planning of early deployments of fiber optics to interconnect key metro wire centers (then a new technology).

Responsible for the planning and engineering of all cable facility work in Southern Oregon, including management of five engineering offices and a capital budget of $12 million.Responsible for directing the development of a new mechanized cable planning system to improve cable utilization and design quality for Outside Plant Engineering. Initiated one of the first applications of digital microwave radio for residential customers with the installation of a digital radio system to a mountain area south of Ashland, Ore.

As an Oregon State University recruit, and on a Management Development Program, I had many varied job opportunities.Held various engineering supervisor positions: Cable, Switching, and Transmission and Building Engineering and supervised an Installation crew in the Operations Department.

Mba, Executive

Bs, Mechanical Engineering

Activities and Societies: Phi Kappa Phi Scholastic Achievement

Pre-Engineering

Activities and Societies: Theta Delta Phi Scholastic Achievement, Member of Student Coucil,Touring Concert Choir