Joni Norman

• Maintained clean and organized store environment, contributing to positive customer experience.
• Handled high volume transactions during peak periods without compromising service quality or accuracy.
• Helped customers complete purchases, locate items, and join reward programs.
• Provided expert product knowledge to customers, guiding them towards suitable purchases that met their needs.
• Operated POS terminals and cash drawer balancing.
• Replenished sales floor merchandise and organized shelves, racks, and bins for optimal appearance.
• Worked collaboratively within diverse team of associates reflecting varied backgrounds and experiences.
• Built rapport with customers through active listening skills, leading to strong relationships and return visits.
• Learned duties for various positions and provided backup at key times.
• Encouraged customers to make additional purchases by highlighting current deals and keeping lane well-stocked.

• Company Overview: T-Mobile
• Successfully established and handled Nashville, Knoxville, Louisville (NLK) Market backhaul reporting and project management in order to meet the Company goals for the NLK Market after reorganization pushed ownership to Market
• Identified stakeholders, championed and led weekly meetings with transport vendors including AT&T, Comcast, Lumen, Time Warner, IRIS, and others in order to troubleshoot, meet projections and drive projects to closure, exceeding company 5G goals at 900 locations
• Single source for updates to project database and represent information in daily status meetings with cross functional team
• Remote assignment included strong stakeholder management within varied time zones
• T-Mobile

• Collectively developed process and procedures for managing Turnkey Vendor in leasing, zoning and construction of more than 800 5G locations Nationally
• Collaborated successfully in contract creation, execution and compliance of Turnkey Vendors, Nokia and Mastec, new strategy for USCC - first used in 5G deployment while facing cultural change in mindset due to strategic change
• Resolved conflicts and drove issues to resolution including scope creep, project timeline discrepancies, gaps in leasing and zoning process affecting forecasting
• Served as point of contact for all financial, billing and closeout issues, including personality issues between vendor and internal resources
• Implementation of Weekly Status Meetings with vendors then reported forecasts and production in newly introduced project database
• Created Cheat Sheet for vendors and personnel to identify responsibility for database updates and fields to update
• Remote assignment included strong stakeholder management within varied time zones

Responsible for project initiation through close-out to replace 1349 units on AT&T Live field locations for Nokia, consisting of DAS, towers, and roof tops

• Collaborated with vendor and internal stakeholders to develop processes, including change orders, warehousing, logistics, forecasting, purchase order issuance and acceptance criteria, vendor selection, and training for field personnel
• Closely monitored budget risk expense categories through monthly bridge reporting internally
• Initial EAC (estimate at completion) of $645K for savings of $340K below initial Project EAC
• Identified gap in Inventory Needs: Initiated and Negotiated contract for additional inventory, expedited project to complete 2 months early against initial project timeline
• (AT&T FSM4 Project)
• Served as Regional Change Manager
• SME (subject matter expert) for Contracts with customer and general contractors
• Largest individual contribution to Change Management Resolution while maintaining 60% of change orders nationwide
• (T-Mobile)

• Successfully managed team of 15 Construction Managers, Field Techs and 4 subcontracting firms, each with four, 3-man teams to install, integrate and turn on-air 293 rural sites for East Tennessee/Virginia Market Team
• Led nation in completion of projects
• Managed East Tennessee team to turn on air 60 sites in 10 days by pre-planning of AAV build-out
• Developed comprehensive project plans with clear timelines, milestones, and budget requirements, ensuring timely delivery of high-quality results.
• Planned, designed, and scheduled phases for large projects.
• Successfully managed multiple projects simultaneously by prioritizing tasks according to urgency, resource availability, and alignment with organizational goals.

• Led team of 10 (ten) leasing and zoning professionals and two coordinators on the New Sites team for Arizona and New Mexico for AT&T

• Strong contract knowledge of both Nokia and T-Mobile Agreements and Nokia to Suppliers (GC) Contracts and Amendments provided for accomplishments in change management
• Team was in Fort Lauderdale, Houston and Dallas Markets
• Developed effective relationships with customer and general contractors to gain traction in change management
• Markets were at stalling point when appointed Change Manager and effectively turned around to receive Pos and increase bottom line for Nokia
• Successfully managed multiple projects simultaneously by prioritizing tasks according to urgency, resource availability, and alignment with organizational goals.
• Developed comprehensive project plans with clear timelines, milestones, and budget requirements, ensuring timely delivery of high-quality results.

• Company Overview: Architectural Engineering team
• Brought in to Clear Blue Services which was an Architectural Engineering team, to develop, hire, train and facilitate the creation of a world class Site Development Division for Clear Blue Services of leasing and zoning professionals in the wireless industry
• Philosophy was to bring in team of 20 non-telecom project managers then teach them the wireless industry nuances for leasing and zoning
• Successfully brought in team, created Zoning 101 and Leasing 101 telecom format; and secured 4 client contracts totaling 700 sites
• Architectural Engineering team

• Mentored junior project managers and team members to enhance their skills and career growth.
• Provided outstanding service to clients through effective communication and prompt issue resolution to facilitate future business opportunities.
• Maintained open communication by presenting regular updates on project status to customers.
• Developed comprehensive project plans, identifying risks and mitigation strategies for timely completion.
• Directed changes to project scope and cost and implemented appropriate change management processes to keep project on track.
• Maintained schedules to meet key milestones at every project phase.

• Brought in to restructure entire site development team, evaluate contractors and vendors, review employees and production, create plan for 700 site build of new sites in the San Francisco Bay Area for property management, leasing, zoning and construction
• Delivered over 100 sites in Year 1 with new Pole-top Strategy including 40 new sites in San Francisco City to yield 150% increase in Year 1 and 200% increase in Year 2
• Negotiated pole-top License Agreement with Pacific Gas and Electric to reduce development costs by 40% in Year 1
• Launched 4 Phases of BART (Bay Area Rapid Transit) DAS projects; 3 DAS project in the City of San Francisco, Stanford DAS, among other DAS projects which included colocation agreements with Verizon, AT&T and Sprint

• Exceeded company site goal production for eleven years
• Participated in the crafting of numerous municipality telecommunications ordinances in the Oakland/San Francisco Area
• Developed and implemented site development and deployment models to reduce timelines and accurately forecast launch
• Crafted and successfully implemented many leasing, zoning, collocation and project management processes and guidelines used in the San Francisco Bay Area
• Managed teams up to 100 leasing, zoning, property management and construction personnel and contractors