Assigned to Carbon Revolution as a member of the Production Team where I work on various wheel models, prepare the wheel surface to standard and ready for the next stage of the production process. My role demands delicate handling of the product, exceptional skill in the use of various manual and motorized tools to correct various defects, close attention to detail, remarkable grasp of the work process to know which specific tool or methodical combination of the available tools to use and work with outstanding diligence to complete the task with great efficiency.I actively contribute innovative ideas on process improvements backed with cost-benefit analyses, specific to areas where I was assigned. Several ideas were implemented.

In this role, I managed a team of telco network experts with the main goal of migrating customer circuits and networks into the new enterprise network named Galactus. I was able to demonstrate my people management, project management and process improvement skills to deliver in 2018 Q1 a revenue of US$2.9M/Year over the team's OPEX+CAPEX of US$132K.Weekly, Monthly and Annual targets were derived from the analysis of every customer's network to match their existing setup with the products of the new network. Those that were easily implementable were put first and performed further study and design on those that required a customized approach.Performed regular reporting to higher management about periodic targets vs actual achievements, team CAPEX and OPEX requirements and process alignment collaboration with all relevant teams to optimize collective resources.

This role required internal and external stakeholder management skills as I was tasked to resolve issues delaying site completion so we can proceed with the integration of the site to the network and get it to revenue generation mode. Technical issues involved site power (AC/DC) integration, HVAC installation, Transport Network readiness, Network Capacity availability, Floor Plan revisions, Non-conformance to approved Quality Standards, etc. Non-technical issues included lease agreement, equipment delivery delays, site access, etc. I also led several Project Control Board (PCB) meetings to track project progress and identify/mitigate risks.My leadership skills led me to be assigned as the Single Point of Contact (SPOC) for the integration of the wireless network into the Galactus network as its transport. This resulted to the company's accelerated presence in new target and greenfield areas.This role further refined my Stakeholder, Risk, Quality and Over-all Management skills.

This role required the skills of a Training Specialist as I was tasked to ensure that the Service Delivery and Assurance teams could operate the new Galactus network before it went online. I designed a post-classroom training program that included pocket discussions, live hands-on network provisioning/testing/troubleshooting experience as well as involvement in the design of new products that the new network can support. Periodic assessments were conducted on the teams to achieve the best competency level at the soonest possible time.Documentations such as new SOPs for service provisioning, testing and restoration were created as well as SOPs for network delivery and assurance.I also made sure the teams were provided new and powerful Network Operations Center terminals to access the network. The NOC layout was revised to strategically place each team for the optimum collaboration setup.To ensure that the objective was met, a few months of babysitting (a term which means expert vendor representatives were physically present at the NOC floor to assist the teams) was negotiated with the vendors.The training program, reference documents, powerful network access tools, and the on-site vendor support assured that the teams were fully equipped to operate the network when we went live.

I was designated as the Head of Quality Management for Project Galactus. Since this was the newest enterprise network of its kind being rolled out by the company involving products and technologies from 2 vendors, I recognized the need to create new guidelines on how the equipment should be installed and a quality control system to ensure all auxiliary materials strictly follow an approved uniform design and make up. By diligently combing through all available equipment documentations of all supplied materials from vendor partners relative to the project BOM, I created the Equipment Installation Guidelines for Project Galactus. This document contained detailed installation procedures, measurements, data center operations systems as well as illustrations of approved and disapproved outcomes.I instituted a Type Approval System to control the quality of accepted auxiliary materials. Every supplied material had a corresponding document showing its approved design, dimension and make up. This system was strictly enforced and resulted to massive budget savings and logistical efficiency.My team closely collaborated with the project implementation team to ensure all internal and external stakeholders were aware of the standards. Our objective was to "do everything right the first time, every time."This role allowed me to demonstrate and further enhance my Quality Management, Training Specialist and over-all leadership skills.

I was a member of the team that monitored the Enterprise Network's performance. I analysed raw statistical data of all types of customer circuit and network incidents, cause of outage, field personnel response time, outage duration, etc. The result of this exercise was a daily and weekly Network MTBF and MTTR report which identified the network's specific problem areas and the speed at which these were addressed. My report also included root cause analysis, performance metrics and identify which issue vs solution items can be implemented as a project.This resulted to the expansion of our team's function to include Audit of Enterprise Customers' Last Mile Facility to ensure these adhere to approved installation standards. This resulted to significant improvement of our network's operation.Anticipating the growth of our team's responsibility as a result of our previous successes, I drew up our roadmap to transition gradually from a role confined to just Audit (which was reactive) into a proactive Quality Acceptance and Control role, which was realized in 2016.This role allowed me to demonstrate my over-all management skills, which led me to quickly advance from an individual contributor role into leadership. I attended multiple LEAN SIX SIGMA training sessions to be more effective in this role as well as prepare for a lead role in Quality Management. I was also a member of the project that received the Best Technology-Enabled Process Improvement Award at the 2016 IQPC Process Excellence (PEX) Awards.

I was the sole Project Manager for all Regional Wireless Transmission as well as Regional Access Network deployment projects. I was involved in the review, revision and approval of Engineering plans, Implementation plans and TSSR (Technical Site Survey Report). Travel was an integral part of this role to ensure installations at major sites adhered to Engineering design and standards. Most major sites were located in remote areas and on mountains that required air travel, long drives, boat rides and several hours of hike to reach.This role greatly elevated my over-all management skills since it required exceptional prudence in dealing with stakeholders, project resources and management expectations.

Implementation Lead for the Rollout of METCO's Microwave Radio Network for MTC Vodaphone (Bahrain).

- Team lead of the North Luzon SDH Backbone O&M. - Technical Lead for the O&M of Baguio Operations Enterprise Network which covers provinces. - In-house trainor for SDH/PDH Microwave Radio and Antenna Systems.

- Team lead for the Nationwide SDH Backbone O&M including the SDH Backbone NOC team.- Implementation Lead for the SDH Backbone Protection via Telicphil (NDTN). - In-house trainor for SDH/PDH Microwave Radio and Antenna Systems.

- Team member for operations, monitoring and maintenance of the Nationwide Microwave SDH Backbone. - Traveled to remote backbone sites for the preventive maintenance of the microwave radio equipment and antenna systems. - Assigned as second-line in the restoration of all microwave radio links nationwide. - In-house trainor for SDH/PDH Microwave Radio and Antenna Systems.

- Team member for operations, monitoring, maintenance and restoration of satellite links providing Enterprise Data Services.