Impact is where the system meets the market.
Five chapters with the operating context, scope, contribution, and evidence made explicit. Different mandates; one recurring discipline: align the enterprise around how value is actually created.
01—05Verizon
Make a global enterprise move as one.
At enterprise scale, growth depends on whether specialized expertise becomes shared commercial capacity—or remains trapped inside organizational boundaries.
The mandate
Create stronger alignment across marketing, sales, solutions, engineering, and field execution for a business serving the world’s largest organizations.
The system
Shape an integrated GTM model connecting market strategy, account priorities, specialist expertise, solution design, and execution across regions.
The leadership choice
Build clarity across a distributed organization: where to focus, how teams engage, who decides, and how customer outcomes translate into enterprise performance.
Principle: Scale becomes an advantage only when expertise can travel across the enterprise.
Verizon Wireless · B2B
Turn B2B into the growth engine.
While consumer wireless was losing accounts under intense competitive pressure, the business organization delivered the net account additions for the wider wireless group—and produced double-digit growth on a double-digit-billion-dollar revenue base.
Through Verizon’s first purpose-built business commercial plan—differentiated across SMB, Regional, National, Enterprise, and Federal Government and Education segments, where Verizon commanded an unrivaled market-share lead.
The mandate
Build a national wireless B2B marketing and commercial-operations capability that could create demand, improve sales productivity, and accelerate growth across small business, mid-market, enterprise, and public-sector segments.
The system
Built a 900-person organization spanning marketing, sales operations, and sales support. Introduced B2B marketing automation, stronger segmentation, and an integrated demand-to-sales approach that connected market engagement with frontline execution.
The market move
Launched Verizon’s first B2B brand campaign, “Ready,” translating 5G from a network story into tangible enterprise benefits and establishing a platform for business-market commercialization.
From five business plans to a new access model.
Launched Verizon’s first portfolio of five robust wireless business plans and value propositions, designed around the distinct operating needs of business customers.
Bundled 5G as a secondary path to fiber-connected routers, approaching 99.99% service availability through automatic failover and proving a new role for wireless in business continuity.
Opened the path to standalone fixed-wireless access that could challenge traditional coax and fiber: rapid activation, no trenching or right-of-way delays, and a fraction of the deployment cost for small businesses.
With a window, power source, and router connection, the model could support the store’s essential operations—from inventory and timekeeping to project management—without an intrusive in-building deployment.
Turn partner economics into customer value.
Built deeper commercial partnerships with Apple, Samsung, Motorola, and emerging manufacturers to influence colors, variants, memory configurations, special editions, and business-specific offers. The result was a broader portfolio that could stimulate revenue through premium value while preserving the essential devices certain customer segments valued most.
Stronger alliance economics extended the impact of the device-subsidy portfolio—allowing substantial investment to be concentrated behind the largest, highest-impact must-win opportunities.
Managed marketing and device-subsidy portfolios measured in the hundreds of millions—balancing brand, demand creation, acquisition economics, and commercial return.
Principle: B2B growth accelerates when marketing becomes a demand engine connected directly to sales execution and customer economics.
Charter Communications · Spectrum Mobile
Build the business, not simply the launch.
Entering mobile was an all-hands enterprise effort. Success depended on teams across the business building one commercial platform to acquire, serve, retain, and expand millions of customer relationships.
The mandate
Translate a powerful connectivity position into a differentiated mobile business—while building the capabilities, economics, and operating rhythm required to compete at scale.
My focus
Shape the mobile product portfolio, commercial value proposition, and pricing model—creating distinctive wireless and device propositions that could win in the market.
The team system
Connect product, digital and retail journeys, sales, care, operations, lifecycle management, analytics, and executive accountability around one growth ambition.
Together, the Charter team accelerated Spectrum Mobile to 5 million subscribers during my tenure. The business has since doubled from that level, building on commercial and customer-first imperatives established across the enterprise.
Principle: New growth businesses scale when every function owns the outcome and the operating system is designed with the offer.
Accenture Song
Redesign the front office around the flow of growth.
Complex enterprises often optimize individual functions while the commercial journey remains fragmented. The opportunity is to redesign the work end to end.
The mandate
Help communications enterprises improve how demand becomes a lead, an order, a customer relationship, and ultimately retained and expanded value.
The system
Combine operating-model design, data, workflow, automation, AI, and adoption across the demand-to-lead-to-order-to-cash-to-retain continuum.
The leadership choice
Anchor transformation in measurable business flow. Technology matters, but decision rights, behaviors, governance, and execution determine whether value is realized.
Principle: AI creates value when it is embedded in a coherent commercial system.
EchoStar · Vertafore
Adapt the growth system to the moment.
An enterprise wireless business and a PE-backed software company demand different answers—but the same rigor about customers, economics, and execution.
The mandate
Clarify where growth will come from, strengthen the commercial proposition, and align the organization around the highest-value path forward.
The system
Integrate portfolio choices, segmentation, positioning, pricing, routes to market, commercial capacity, and performance management.
The leadership choice
Resist copying an operating model from another context. Preserve the growth logic; redesign the system for the economics and maturity of the business.
Principle: The architecture is transferable. The answer must remain specific.