Director | Communications Desk 2013 – PresentCharter Communications – St. Louis, MO ● Directs and continually develops cross-functional teams of over 80 Specialists, 7 managers and additional support staff in two locations, supporting over 85 internal call centers and 20 outsourced call centers● Collaborates with workforce management team to monitor the service level, average speed of answers, and average handle time● Instituted Root Cause Analysis program for IT and Network Operations. This has led to 58% year over year reduction in outages.● Requested to assume responsibilities for Change Management, Root Cause Analysis, Event Specialist and IVR management teams.❖ Key Achievements:o Awarded multiple Charter Communications Quarterly Achievement Awards for contributions to the business for increasing call deflection into call centers year over year by up to 10% providing savings of $5-10M○ Implemented Preferred Communications messages to customers based on communication preferences. This has led to improved communication and awareness of outages and initiatives. 61 million messages sent in 2021.○ Implemented Root Cause Analysis process leading to 58% reduction in outages from 2019 to year end 2021.○ Implemented Communication Desk Issue Alert Quality Program to ensure accurate, timely Executive level communications during incidents.o Instrumental in the transition of analog video services to digital, as well as the successful migration of over 334,000 devices following an acquisition of Mountain States call centerso Enhanced call center by designing and launching a communication desk (Comm Desk) and creating a centralized support system for managing escalated issues, resulting in the reduction of overall outage durations▪ Continually supports a Comm Desk business and facilitated the successful progression into a $2.3M facility

Charter Communications – Madison, WI ● Provided direction and support for a $1.7M budget, 4 supervisors, a team of 55 Technical Assurance Center Network Specialists, and 120 virtual specialists in Wisconsin, California, Missouri, and South Carolina● Commanded responsibility over outages and service issues by employing SNMP alarming on a network encompassing over 258,999 plant miles, 25 States, and 6,000,000 customers and developed emergency responses for natural disasters for West KMA’s ❖ Key Achievements:o Devised improvement strategies to facilitate efficient solutions resulting in a 50% decrease in ticket creation times and reductions in outage to restore times from 1.94 hours in 2008 to 1.27 hours in 2011o Transformed an underperforming work group into one of two surviving technical assurance centers during a Spectrum/Time Warner merger and managed the closure of Cento Developed and implemented performance management scorecards for Technical Assurance Center Specialists resulting in year over year quality score improvement from 88.7% to 96.4% and mean time to resolution improvement from 1.94 hours to 1.27 hourso Initiated a Critical Facility monitoring program to monitor environmental alarms and equipment resulting in early identification of fiber cuts, CMTS temperature issues, and headend environment issues

Responsible for managing all aspects of Charter's telephone product in the Central Division beginning with the market launch for the KMA's. Serve as the Division office interface with Charter Business Telephone, Sales and Marketing, Technical Operations, Day of Install, Trouble Ticket Management, Information Services and the Process group.• Was instrumental in recognition of customer-affecting issue with Charter Voice Mail and other feature education TC's. • During tenure in this position, have acted as advocate for the field and sales forces, resulting in the identification of numerous process deficiencies resulting in generation of Project Athens tickets to improve operating efficiencies. Hold bi-weekly Operations calls with all KMA's, and bi-weekly TC management calls with KMA's to discuss trends and issues identified. Communicated process changes to field and acted as point person for all questions related to process changes.

Manage Service Delivery team of Service Delivery Consultants and Test and turn-up technicians. Project manage large customer projects such as 2300 line conversion and 5900 line conversion for corporate customers. > Chosen to manage McLeod USA's wireless product implementation in October 2003. Duties included development of wireless order writing process, wireless Local Number Portability process and product roll-out.> Managed conversion of large customer projects including K-Mart stores in Qwest territory. This project consisted of 300 stores with 2300 lines that was completed in under the customer's target time frame and with minimal service interruptions.> Managed project to port 145,000 voice mail DID's from resale T1's to UNE T1's. Ported approximately 82,000 DID's in Qwest territory and 63,000 DID's in SBC territory. This project realized annual savings of $442,000 through migration from resale T1’s to On-Net T1’s.

Conferred with personnel concerned to ensure successful functioning of newly implemented systems and procedures. Managed Construction Job Scheduler system shutdown, resulting in annual savings of Fifty-Four thousand dollars to Construction organization. Implemented program to halt interest charges during outside plant construction jobs that have been shown as in-service. Selected by organization Vice-President to analyze suggestions sent in to the Qwest Employee Suggestion Plan for possible implementation.Trained Construction Managers and Technicians in 14 states on new time reporting procedure, resulting in more productive time, and fewer time errors.• Instrumental in implementation of Job Distribution System (JDS) and Network Engineering Construction Total Access System (NECTAS) for construction organization. These systems enabled Qwest to price out construction jobs, order materials, schedule technicians and track costs.

Supervised the design, planning, and startup of 400+ DSL sites in Minnesota, Nebraska and Iowa. Managed resources needed to implement the project and maintain budgets. Reviewed project progress and performance, monitored costs, and established milestones.Managed Minnesota, Nebraska and Iowa Remote DSL build to completion, becoming the first Qwest region to complete build. This enabled the company to offer the services to customers, resulting in increased revenue.• Successfully completed build of over 400 sites managing budget of 4 million dollars. Build was completed on time and under budget.• Successfully managed installation of DS1 circuits to over 400 sites with numerous sites utilizing more than one DS1. For these sites coordinated IMA process to combine channels on DS1's.

Managed 6 Customer Service Managers and 120+ Occupational employees in Qwest Residential and Business Screening Centers in Denver, CO and Salt Lake City, UT. Effectively reduced Cost Per Unit in both centers until Salt Lake City and Denver were numbers 1 and 2 among 9 screening centers in Qwest.Ability to manage effectively in a Union environment, resolve grievances, and build strong teams.Increased number of repair tickets screened per day per screener from 48 to 56 in Denver, and from 41 to 48 in Salt Lake City, while reducing number of defects.• Successfully increased tickets screened per day and quality per screener. At the time that I took over this position, Denver and Salt Lake City were numbers eight and nine out of 10 Qwest screening centers. Within 6 months, Salt Lake City was number one and Denver was number 2 in both productivity and quality.• Successfully reduced cost per unit while maintaining both productivity and quality.

Managed 27 Network Technicians in Castle Rock, CO, covering an 1800 square mile territory. Managed crew to receive "Highest Performing crew for Denver Metro" award twice in 6 month period.Received US West Presidents Club award for exemplary management of communications efforts during Columbine High School shooting tragedy.Received commendations from White House Communications Staff for exemplary handling of communications efforts during Presidential and Vice-Presidential visits following Columbine High School tragedy.• Managed crew of technicians to top performing crew in Denver metro area 2 times in 6 month period. Prior to taking over crew, they were rated among the worst in the area.• Managed US West communications efforts during Columbine High School tragedy, coordinating installation of over 400 lines within 3 days of the shooting.• Awarded with US West Presidents Club for efforts at Columbine.