PROSCI Certified

Motivated, personable Change Management Analyst professional with 9+ years of experience in management skills, quality assurance, customer service, project support, and resolution management. Extensive experience in working with global teams to drive large scale, organization-wide transformation enabling targeted, sustainable performance improvement. An effective and collaborative leader to promote skills necessary for directing, training, and motivating staff, instilling professional work skills to attain business goals. To conduct assessments, impact analyses, and identifies key stakeholders utilizing change management framework for enterprise-wide strategic initiatives and projects. Looking for a remote job opportunity in a dynamic organization where my skills will be fully utilized.

AREAS OF EXPERTISE

•Six Sigma Green Belt

•Change Management Consultant

•Video Engineer

•Change Control Analyst

•Process Management

•Risk Management

•Project Management

•Root Cause Analysis

•PROSCI

•Increased Productivity

•Led Infrastructures

•Maintained Compliance

•Managed Strategies

•Management and Collaboration Project Initiation & Project Lead

•Identifying operational issues and recommending solution

•Network Technician

•Asset Management

•Strategic Planning & Implementation

•High level dialogue & consultation

•Diversity & Inclusion

•Excellent Management

PROFESSIONAL EXPERIENCE

Change Control Analyst III Charter Communications, Time Warner Cable, St. Louis, MO

Oct 2017 – Jan 2022 Key Responsibilities:

•Spearheaded change management strategic planning, led and completed a companywide project combining all 3 infrastructures after acquiring Bright house and Time Warner Cable.

•Responsible for the initiation, planning, execution, and implementation of projects.

•Liaison with all necessary parties to coordinate change building, testing, and implementation, in accordance with task schedules.

•Developed changes increasing productivity, compliance, and other positive indicator metrics.

•Identified potential risks associated with proposed changes, illustrating preventive measures. Reviewed internal systems and training plans to address areas in need of improvement.

•Adjusted processes within Cisco and Arris clients so their processes aligned with the company’s internal

Billing Administrator Apex Systems, Charter Communications, St. Louis, MO

Dec 2016 – Sep 2017 Key Responsibilities:

•Merged the billing systems from acquired companies to the Charter platform.

•Utilized SQL to find and correct complex billing accounts to match company standards.

•Maintained a large volume of data on a daily basis and assisted with the quality of batch entries.

•Identified, researched, and resolved billing variances to maintain system accuracy and currency.

•Provided confidential administrative and office support under the direction of a company finance manager, regional director, project managers, supervisors, technical engineering staff and accountant.

•Assisted with interdepartmental issues to help coordinate problem-solving in an efficient and timely manner.

•Assembled and analyzed information, prepared reports and instructional materials.

•Received and responded to routine correspondence without management review and following established procedures.

Corporate Advanced Video Engineer Suddenlink, St. Louis, MO

Jan 2014 – Dec 2016 Key Responsibilities:

•Delivered 24x7, 365 engineering support for all Motorola Digital Addressable Controller issues, such as VOD, cable settop box controllers, multiplexers, MPEG transport, and edge QAMs.

•Converted the MPEG-2 video network to MPEG-4 to reduce the bandwidth used for video.

•Created technical manuals for non-technical users.

•Experienced in video evaluation and understanding of video-specific intricacies as related to compression/video coding.

•Experienced in commercial video camera systems and an understanding of the complex intricacies involved in highquality videography.

•Acted as a technical point of contact and operator related to video production and post-production workflows.

•Efficiently utilized various audio, video, and ancillary production and post-production tools (compression systems, encoders, decoders, converters, pre-processing systems, subtitling, and closed captioning software, as required).

Network Operations Technician II Charter Communications, Spectrum, Town and Country, MO

Sep 2013 – Aug 2014 Key Responsibilities:

•Prepared and gave a better understanding of the various techniques and knowledge used in information systems technology.

•Analysed Tier 1 and 2 video issues isolating problems through diagnostics and troubleshooting.

•Performed remote troubleshooting, testing, and maintenance of video service applications.

•Coordinated the implementation, optimization, and operation of network systems, including procurement, installation, configuration, and management.

•Conducted routine network operations activities, including translations and other duties related to pre-installation or the tracking and analysis of network elements.

EDUCATIONS

•PROSCI Certification 6/2022

•Vatterott College - Berkeley, Joplin, MO

•Associate in Computer Science

TECHNOLOGIES, CERTIFICATIONS, & PATENTS

•Technologies: Remedy

•Certifications: St. Louis Community College - St. Louis, MO, Project Management Professional (PMP), Cisco Certified Network Associate (CCNA)

•Patents: US Patent granted in 2020, One product pending US Provisional Patent

Previous Project Summary

My process to Integrating Change Management and Project Management

When integrating change management with your project management approach, your starting point changes what you do first. If you begin change management when you begin your project, you are able to integrate the change management steps into the project steps. For example, if you think about how the project will affect the end users while the project is in the initiation phase, you are integrating the people side of change alongside the technical side of change.

My thought process is to merge the Project Manager and the Change Manager into one. I combine the ADKAR model into every project. For every project aspect, there is a people aspect. When there is a risk in the project, there usually is a corresponding people risk. Understanding the elements from each side makes you better prepared and gives the project a higher chance of success.

Below you will find the 5 steps of a project. I also show where the 5 steps of the PROSCI model (Awareness, Desire, Knowledge, Ability and Reinforcement) are integrated:

Project initiation / Build Awareness, Why, Why now and what if we don’t? Build Desire / WIIFM(what’s in it for me?) from a individual and Organizational standpoint

Project definition and planning/Knowledge, how to do the change

Project implementation/Ability, implementing the change and meeting resistance/risk head on

Project measurement and control/Reinforcement, now that the change is implemented, we track the people success and adaption rate

Project close

On the next page I will go into mid-level detail of how I used the model above on my previous project. On this rare occasion, I was the SME (Subject Matter Expert), the Change Manager and I had a hand in putting the project together. As a PM/CM you have enough things to worry about as it is, but in this case, I held knowledge that was essential for the project to be completed

Problem background: A few years ago, the major cable provider A I worked for acquired two smaller companies, B and C. For years this cable provider operated as three companies under one umbrella. In areas where all three companies existed, operating separately became problematic.

When engineers from company A began to work on equipment from companies B and C, they had no idea what customers were being affected by the work they were doing because there was no documentation in place that indicated where everything was pointing to.

Awareness: to build awareness, I pulled all the outages caused by this problem and listed them out. I also listed how many customers were affected and pulled all the negative comments about the company from social media.

Desire: Each week the Directors had to get on a call and explain all the outages to the VP of the company. A tally was kept detailing how many times the Director had to go in front of the VP. Not being on this call each week affected the Directors yearly bonus. I advised them that correcting this issue would lessen the number of times they were on that call and improve their yearly bonus. There were other things as well but that was the main thing. (by finding the WIIFM for each level, I got the people on board that I needed on board)

Knowledge: I knew what needed to be done due to my past Change Management and Video Engineering experience. By building awareness and desire, I gained the trust from the Sponsors and the resistant sponsors that I needed to get the job done.

Ability: The company had approximately 82 devices that needed to be documented. I took one of those devices and completely updated the documentation. From there I taught that skill to the workers we contracted in to complete the project and that freed me up to supervise and double check the work that was being done

Reinforcement: In the organizational change structure, you cannot change a process without tracking the success of that change. I developed a process to keep all the documentation up to date and a way to track when the process was used by the engineers.

This was a 2-year project, so the information documented here is just a snippet of all the work that was done. I hope to speak to you soon.

Thank you,

Brian Montgomery

Change Manager/Project Manager

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