Catherine Hay

Program and project lead for XPM strategic initiatives on a national level, supporting all pillars of network reliability within the plant maintenance program.

Power Supply Maintenance Program

• Tracked and maintained detailed YoY plant improvement metrics from the PS preventative work on node KPI’s, resulting in Finance including $71M in the LRP for the program.

PSNB (Power Supply Notebook)

• Collaboration with the Connect and CXT project teams to transition from the established third-party Continuity PS monitoring system to a new in-house monitoring system within PSNB. Ensured the Divisions and Regions operational needs were met while implementing change management throughout the 9-month transition, resulting in a successful and smooth migration to the new tool.

Predictive RTM

• Trialing a new Applied AI ML model in 6 Regions where predictions are made when the customer calls in for a TC on whether their issue is in the home or on plant. When the model predicts the trouble is on plant, a predictive RTM is issued resulting in a faster resolution for the customer. Current valid rates at 85%. Also applying logic to Proactive RTM CXEL program to identify NSI (network side impairments) for resolution of the issue prior to the customer calling in.

CRAFT MPJ Model

• Working with the Division XPM Leads to align on TpT for all plant maintenance tasks as well as use cases to ensure the new MPJ model created by Finance will be balanced in its assumptions and forecasting. Developing dashboard with analytics team to identify areas where there are opportunities for improvement in quality of work to ensure the highest degree of network reliability.

Program and project lead of engineering strategic initiatives to improve plant health and the customer experience. Worked with Regional DNO’s in NED and XOC to improve processes and the overall employee experience. A creative thinker with demonstrated success in implementing strategies that resulted in enterprise growth and improved network reliability.

XPM NextGen Journey

• Drive cultural change utilizing change management strategies of inclusion and reinforcement of the ‘fix one, fix all’ culture. (Sup and Up/Regional SME calls)
• Organized, led, and facilitated 14 cross-functional working groups from project inception to completion, including post launch operational support.
• Communicate program status, issues, and risks with all levels of leadership.
• Ensured solutions were tested appropriately and effectively deployed to improve the overall employee and subsequent customer experience.
• NED Red nodes down three percentage points to 5.5% from project launch Nov. 2016.

Premise Fault Tracker (PFT) and On Process Outreach

• Successful roll out of new tracking system for filtered premises to all five NED Regions.
• Incorporated On Process outreach program to contact and schedule in home appointments with the customers.
• First Division to successfully launch PFT.

Proactive XB3 Remediation (PXR) and On Process Outreach

• Implemented new outreach program for customer’s identified with XB3 impairments to have vendor work with customers over the phone to resolve the ingress issues in their homes.
• Nearly 20,000 impairments resolved over the phone year to date. (2017)

Central Leaks Migration and Arcom Digital Leakage Gear Rollout

• Worked with developer to migrate the five regions from a NED system and integrate into Central Leaks database.
• Provide support and vendor management of the Arcom digital leakage gear installation in trucks and Head Ends.
• Hold Arcom vendor accountable for rollout and support.
• On target to have 75% rollout by end of 2017 in four out of the five Regions.

Project lead on 10 or more projects simultaneously with a total revenue value of over $26 million dollars. Worked closely with the Account Executives, Solutions Architects in addition to Order Management, Product Line Management, and Engineering to resolve risks and issues to ensure the accuracy of service delivery and to meet or exceed client expectations and requirements.

• Successfully led team of 12+ professionals including 4 project managers to complete the initial project scope with revenue of $1.4 million/year leading to the win of additional business due to a client acquisition resulting in an additional $2.1 million in annual revenue.
• Resolved an issue involving customer end user requirements, which were delaying project deliveries; engaged Verizon Business Structured Cabling to provide quotes for the work increasing project revenue by over $120,000.
• Escalated and expedited the provisioning and install process for a demanding client to retain a $3 million a year deal thereby retaining the customer’s business.
• Consistently ranked as top performer for being the go-to person to get things done.