Eileen Martin Email and Phone Number

Oversaw all operations including 210,000 customers, 261 franchises, 378 employees and over 10,000 miles of advanced broadband network.• Managed system in Upgrading Power Supplies and activating the ROSA Monitoring System for tracking plant power supply and battery performance for VOIP readiness.• Reduced Installation/Service expenses by $300k through better training, incentives and measures to identify under-performing Technicians and Contractors. Reduced trouble calls on installs within 30 days by 54% down to 4.35% from 9.4%; reduced overall service calls by customer by 40% from 2.79% to 1.68% and reduced repeat service calls 56% from 15.6% to 6.9%. • Managed system in Sox Policies and Procedures Rollout including Work Order and House Count Accuracy, Vehicle Inventory and Billing System Accountability and the development and introduction of CPE Control procedures resulting in decrease of CPE loss, increase of Technician and CPE employee productivity, decrease in expenses and increase of revenue and ARPU as well as 100% compliance in all Sox requirement categories.• Led system in Pre Sale Time Warner Integration resulting in smooth transition on day one.• Contract Services/ TAP Audit/ Corporate Security leader. In 2009 assumed leadership role for Technical Contract Services/New England Security and TAP audit.o Contract service created QC database, improved metrics and saved $400Ko Developed, Staffed and rolled out TAP audit organization that has resulted in over $6M revenue to date. Program/Process was adapted by other TWC locations.o Lead development of Disaster Recovery Plan for New England Division

Oversaw all operations for one of Adelphia’s largest cable systems comprised of 147 franchises, 397k customers, over 600 employees, and 9200 miles of advanced broadband network. Earned responsibility in 2003 for 2 contiguous systems, integrating 120 operations personnel and 100k subscribers.• Increased Calls Answered within 30 sec to over 90%, reduced call volume to 40% of customers and abandoned calls to less than 5% resulting in exceeding Call Center goals, franchise compliance and elimination of fines. • Led system to increase Average-Rate-Per-Unit 7.5% in 2003, the 3rd highest ARPU in Adelphia. • Saved over $500k/year by consolidating operations, closing 12 remote offices and Payment Centers. • Introduced digital service achieving 50% penetration exceeding national average by over 30%. Led system to become #1 for digital penetration among all Adelphia systems. Also planned and launched High Speed Internet, HDTV and DVR services on schedule and within budget.• Managed the country’s first launch of SVOD/VOD services, exceeding distribution and revenue projections. Served as expert moderator of VOD panel at the 2001 Western Cable Show. • Reduced contractor expense 18%, saving $2M+. Reduced vehicle accidents 36%, saving $85k in 2003. Saved over 200 productivity-hours/week by revamping Warehouse/Inventory procedures. • Reduced Installation/Service expenses by $400k through better training, incentives and measures to identify under-performing Technicians and Contractors. Reduced trouble calls within 30 days of installation by 83% down to 3.4%, and reduced repeat service calls from 12.7% to 4.4%. • Repaired community relationships, leading to the elimination of 4 local cable commissions.

Promoted to regional role managing 3 cable systems, overseeing 500 employees, serving over 300k+ customers. Continued primary management role over Stockton system serving 150k customers.• Led system from lowest performance to being ranked #1 in Customer Satisfaction (1997 survey) in the region. Stockton became the only Continental system to exceed all Customer Service goals. Reduced churn 33%; reduced bad debt by 50%; and reduced Customer Service call volume by 50% to 30% of customers/month. • Created a virtual Call Center and centralized the Dispatch Center serving the entire Northern District. • Launched Roadrunner HSD in Stockton and Fresno exceeding penetration goals by 5%. Created dedicated staff, with no change in overall headcount/contractors, and continued excellent service.• Rallied grassroots support to battle Fresno’s open access initiative during transfer of the franchise to AT&T. Participated in over 20 local meetings to facilitate transfer of 100% of franchises.• Increased operating income 10% over 18 months. Reduced service calls per sub over 30%.• Led smooth consolidation of all back-office functions for 6 fully-staffed systems; determined which locations warranted Payment Centers and/or Technical Service hubs.• Launched Collections initiative that cut bad debt expense 50% and reduced disconnects; following recognition by the MediaOne President, it was rolled out to 15 systems with similar results.

Promoted to regional role managing 3 cable systems, overseeing 500 employees, serving over 300k+ customers. Continued primary management role over Stockton system serving 150k customers.• Led system from lowest performance to being ranked #1 in Customer Satisfaction (1997 survey) in the region. Stockton became the only Continental system to exceed all Customer Service goals. Reduced churn 33%; reduced bad debt by 50%; and reduced Customer Service call volume by 50% to 30% of customers/month.

Oversaw operation of 7 cable systems managed by 6 General Managers serving 70k customers and 1770 miles of plant across 3 states. Integrated newly acquired systems and GM’s into Colony operations. Promoted to larger responsibility by Continental when they acquired Colony in 1995. • Exceeded operating income goals for the Region by over 5% each year. • Led turnaround of customer service performance: reduced abandoned call rate from 15.18% to 3.4%; reduced duplicate service calls from 24% to 7.9%; and reduced “not-home” service calls by 26%. Led system to achieve Customer Service standards in the top 10% of all Colony systems. • Developed and mentored several Directors and Managers who were promoted to GM.

Managed all aspects of 60,000-subscriber cable system with 1150 miles of plant. Represented Colony at 12 public hearings securing 18 franchise renewals. Led successful campaign to win landslide Union-vote. • Exceeded revenue goal by 20% for 4 years. Improved basic penetration from 79% to 85%. Cut bad-debt ratio over 60% and maintained it under 1%. Led system to #1 Customer Satisfaction ranking.• Spearheaded innovative project to build and maintain I-Net, custom HSD service for IBM.• Expanded 5-days-per-week, live local News show, and achieved first-time profitability.• Increased advertising sales revenue 15% and expanded from 15 to 20 local ad channels. Developed Colony’s first-ever local program showcasing homes for sale.