PMO Support PM for Business Class Services at Comcast (November 2012 to August 2014)Acted as the POC and PMO Project Manager for Business Class Services (BCS)• Project Managed three Business Class construction projects. Management of the project included site selection, Rights of Entry, Construction, Sales and Marketing. • Partnered with the Construction PM, Marketing, Sales and other functional groups to ensure that deliverables were met in accordance with the overall project plan. • Coordination and facilitation of local and regional status meetings, weekly reporting and delivery of status packages to the division. • Represented Business Class Services at Project Council Meetings compromised of other Director level POCs. Determined which projects impacted BCS and made recommendations accordingly. Launch Management Support at Comcast (January 2012 to October 2012)Acted as the Regional Launch Project Manager for two WiFi products; SMB (Small Medium Business) and Outdoor.• Partnered with the Construction PM, Design PM, Marketing, Sales, Procurement, Warehouse, Tech Ops and other functional groups to ensure that deliverables were met in accordance with the overall project plan. • Ensured that budget was received from the corporate office and distributed among the regional teams accordingly.• All aspects of project management on a construction project including, development of site information, procurement of inventory, training of multiple functional groups, marketing and sales, care and deployment. • Coordination and facilitation of local and regional status meetings, weekly reporting and delivery of status packages to corporate. Wireless Business Operations at Time Warner Cable April 2011 to December 2011Position carried over from FAR Consulting Contract. See Job Description for FAR Consulting.

Wireless Business Operations at Time Warner CableProvided Business Operations Support for the Mobile Team as a Project Manager, Policy Manager, and Operations Requirements Specialist. • Acted as the primary point of contact for operational business teams as it pertained to the wireless product launch. • Developed, documented and distributed policy for Mobile Handset Services, Mobile Data Products, WiFi and Roaming WiFi products. • Partnered with the Product Team and other cross-functional groups to develop process mapping for the wireless product suite. • Collaborated with above listed business groups to identify high level business requirements. Developed detailed functional requirements, presented them to IT and worked with IT on an ongoing basis to refine the requirements, work through Fit/Gap analysis phase, and come to agreement on best possible solutions. Worked with TSG on an ongoing basis to refine the requirements, work through a Fit/Gap analysis phase, and come to agreement on best possible solutions. Wrote change requests as needed when additional functionality was requested by the business. • Ensured that all documentation, processes and requirements were developed and delivered within specified timeframes and according to the overall Mobile Services project plan for the following functional areas: Tax, Accounting, revenue Assurance, fraud, Credit Regulatory, the NOC and Security and Abuse.

Ensured maximum revenue optimization by overseeing special project analysis, project management and project reporting. Identified inefficiencies and redundancies, streamlined processes and evaluated processes and performance measures. Provided leadership on multiple projects critical to Sprint, as well as high-level professional and analytical expertise to projects. •Proactively assessed projects, processes and procedures. Contributed to the identification and capture of potential lost revenue totaling over $300 million from 2006 to 2008.•Evaluated project requirements. Provided additional business requirements as needed. Developed/presented recommendations to senior management. •Reviewed Impact Assessment documentation for change requests to the billing system. Identified potential revenue issues and developed possible solutions. Communicated issues and solutions to both the business and senior management. Collaborated with other departments to ensure solutions were implemented and the desired results were achieved.•Participated in reoccurring project meetings such as core team meetings, daily status calls, testing and project readiness meetings. •Audited data such as billing, adjustments and promotions to identify revenue leaks and/or fraud. Prevented further revenue loss by identifying the root cause of each issue, updating processes and controls as needed, and performing asset redistribution. Collaborated with other departments to ensure problem resolution.

Managed a cross-functional team which was responsible for all aspects of operational, financial and process goals for Billing and Collections (B&C), Line Information Database (LIDB), Caller ID Database (CNAM) and Customer Account Record Exchange (CARE). Researched, identified and resolved process, procedural or system breakdowns for LIDB/CNAM, CARE and B&C. Created preliminary change requests and requirements documentation pertaining to streamlined processes. •Increased LIDB/CNAM revenue from 20K per month to 260K per month. Decreased LIDB/CNAM data errors from 60% to 0.5% by identifying process failures and implementing solutions. Collaborated with vendor to audit DPC’s and SSNs in the NPAC. Generated over one million updates which resulted in a reduction of LIDB/CNAM related escalations and increased LIDB/CNAM revenue. •Participated in the Telecommunications Order and Billing Forum’s Subscription Committee. Assisted in the development of industry standards and applied those to current Customer Account Record Exchange (CARE) practices. Ensured that all FCC and PUC requirements were met. Collaborated with the Customer Care Organization in an effort to provide company wide support for the CARE process and web based application. Monitored and reported on levels of CARE. Ensured contractual SLAs were being met. •Developed, implemented and provided ongoing management of the Billing and Collections (B&C) process utilizing a toll clearinghouse. Validated adjustments, processed returned toll, reconciled payments of monthly invoices; executed quarterly audits and root cause analysis to ensure maximum revenue was achieved. Designed and built an Access database to house the B&C Returns Process. Generated more than one million dollars annually in new revenue.•Maintained a “Customer First” focus by ensuring that all escalated customer issues were priority one. Researched and resolved LIDB/CNAM and CARE escalations at the Tier II and Presidential Escalation level.