Barbara Fry

Responsible for supporting the VP and a team of 380 Team Members in various roles;

• Developing and maintaining VP scorecard, operations budget of $96M, engagement program.
• Mentored junior team members in strategy development processes, promoting professional growth and skill improvement.
• Collaborated with various departments to identify synergies that resulted in cost savings or improved operational efficiency.

Responsible for supporting a team of 90 Team Members in various roles;

• Led the department's successful transition to Google Workspace, delivering $0.7M in annual OPEX savings.
• Enhanced operational clarity and accountability by developing and implementing RASCI charts for power/infrastructure and 911 service delivery.
• Drove agile adoption across DevOps teams through collaboration with cross-functional stakeholders
• Designed and developed a pre Change Advisory Board tool for network changes approval process, which was then rolled out to the entire Chief Technology Office organization.

Responsible for supporting a team of 90 Team Members in various roles;

• Departmental change management champion, responsible to develop and own all change management related processes and procedures. Contributed towards 99.14% change success rate and 62% reduction in outage minutes of degradation
• Established and facilitated weekly Change Conflict Management reviews across all Operational Business Units, leading to zero % outages resulting from network changes
• Management of department $10M annual Opex budget, with focus on management of Overtime expenses, leading to average reduction of 25% per year
• Improved departmental workflows through value stream mapping workshops and future-state design.

• Provided leadership to effectively manage planned network activities and contain Customer Service impact, achieving 97% improvement on Change Success for planned activities
• Implemented a Network Change Management ticketing tool and supporting processes, improving change management efficiency and visibility through KPI monitoring, helping reduce rescheduling of network releases by 90%
• Streamlined customer notification processes, leading to increased customer awareness and a more positive customer experience.

• Introduced the EASE model as a standardized framework for business case development and tracking, ensuring consistency and rigor across the organization
• Leveraged BABOK principles to define and manage requirements for Cisco customer router implementations
• Implemented a network monitoring alarm system (Netcool) to prioritize and escalate alerts to NOC technicians, resulting in a 40% productivity and quality improvement.
• Conducted monthly meetings between internal Customers and Cisco representatives to maintain communication, address technical and process issues and developed inventory management system for Cisco routers.

• Leading a team of 12 unionized direct reports which included quarterly performance reviews, skill level enhancement, team productivity improvement while maintaining 0 union grievances
• Vendor Management for Cisco – supporting all Network and Customer router contracts. Maintained vendor budget of $2 million annually. Reduced installation times by 10 days.
• Deployed new inventory management system leading to improved productivity allowing departments to reduce or repurpose headcount by 25%