Rick Hubbard Email & Phone Number

Lead executive for Gemini Communications LLC. Gemini operates in the telecommunications outside plant construction and maintenance services under two brands. Cable Connections and Utilities LLC (CCU) services our cable MSO customers and BlueStreak LLC services our Telco Service Provider clients.

Chantilly, Virginia, US

Responsible for all business development for Parsons’ Critical Infrastructure Unit. This unit delivers half of Parsons' business at ~$2B in revenue and in contains two P&L markets; Connected Communities and Mobility Solutions. Connected Communities connects the company’s deep infrastructure design expertise with the latest technology solutions to connect.

Chantilly, Virginia, US

Charged with leading Business Development for Parsons' Connected Communities unit, which is ~$400 million in revenue and has technology as its core differentiator across the intelligent transportation system management, advanced train control integration, smart-city software, aviation/airport technology as well as critical infrastructure design Rail and.

Dallas, TX, US

• In my final role for AT&T, I championed product development and product strategy for AT&T's business services. Oversaw P&L and strategic roadmaps for MPLS, Ethernet, SD-WAN, VoIP, unified communications, internet, and.
• Created evolution roadmaps for each legacy service to move to an all IP-based future leveraging software virtualization. Resulted in 50% improvement in installation times and improved NPS.
• Drove over $950 million average annual revenue growth for Strategic Services and over $1B in mobility revenue growth.
• Transformed culture to focus on results and rigorous attention to growth and profitability. Led by example with my “Be a Leader, Not a Victim” mentality. EBIT improvement of $100 million each year.
• Delivered best return on invested capital and saved $50M+ annually through prioritizing capital development and network deployment with technology teams.

Dallas, TX, US

• AT&T's portfolio of outsourced clients was not delivering at business case expectations. I was appointed to drive the network sourcing business through a significant transformation, ensuring it became a key growth area.
• Overhauling the process-oriented culture into a sales-oriented culture.
• Signing some of the largest and most profitable outsourcing deals valued at $200M+.
• Capturing $300M-$400M in add-on business while balancing cost savings.
• Created a "Rain Maker" team to proactively engage in outsourcing discussions at the client's most senior level driving new business outside of reactive RFPs.

Dallas, TX, US

• I was charged with repairing and rebuilding AT&T's presence in a multibillion-dollar, highly specialized market segment - the multi-dwelling unit owners and single family developer community for U-verse. AT&T was not.
• Crafted comprehensive strategy and created a new organization to provide the highest possible return on the technology investment; completely overhauled measurement and compensation plans.
• Developed interfaces across the company with key stakeholders in product, network, and customer service groups.
• In only 6 months, our efforts generated a 225% increase in subscribers, a 600% increase in units under contract, and turned around the broadband momentum into positive growth. We also signed the first bulk video deals.

Dallas, TX, US

• I was personally recruited for this role by Randall Stephenson, the current chairman and CEO. This was during SBC's acquisition of AT&T. I reported directly to the consumer CMO and delivered on a $20B+ plan.HIGHLIGHTS:
• AT&T's U-verse team earned a JD Power award for quality in less than 2 years after its launch.
• Improving sales effectiveness and leveraging underutilized call center tools to integrate our customer intelligence. Resulted in delivering the best possible offers.
• Designing and implementing new local market execution programs to focus on local areas.

Dallas, TX, US

• I was tasked with overhauling the underperforming 10-state region with $1B in revenue and 700+ sales and support personnel under 8 VPs.HIGHLIGHTS:
• Transforming the profile into the current 6 state layout with $500M in revenue. This improved the company's ability to respond to market conditions.
• Turning around the region, earning the top ranking in the nation twice in 4 years.
• Increasing overall employee satisfaction scores from 57% in 2003 to 72% in 2005.
• Improving sales productivity by 20% while decreasing expenses by 10% annually.

Bs, Decision Sciences

Master Of Business Administration - Mba, Finance