Technical PM and vendor management
At AT&T I was the point of contact between my manager, the director, and the field for anything cell site related that could affect a project. Two construction vendors, 10 to 15 projects each every one to two weeks. I ran the vendor calls, kept construction dates aligned across three databases, created and updated the outage tickets, and said no when the process called for it. Then I owned the decision.
- Outage tickets and the 5-business-day notice process, followed every time
- Standing vendor calls twice a week with the project coordinator and PM
- Work orders, PO tracking, decommission requests, weekly status to leadership