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I am breaking all the rules of resume writing that say,"the first 10 seconds are the most crucial", and to briefly describe only most current and relevant data in latest to earliest order. I am hoping, since you took the time to click on this link, that you will take the time to read my history in its natural order, see the progression and understand the full depth and breadth of my experience.

I have been fortunate throughout my career to be in positions and companies that allowed great depth and breadth of experience. I am a student of telecommunications, including IP networking. I am also extremely interested in business process engineering. I have had a long and satisfying career in which I experienced both individual contributor and people management environments at high rank. I have drawn tremendous satisfaction from success in both. I have no need to prove myself but I am driven to excel at whatever I do.

I am a person who always takes a long term view. I have no need to build my own career. I can stay focused on the business goals of the company. I can bring a rich background in voice networking and operations to a voice service provider. I can bring an intense interest and sound engineering background to a wireless or IP-based service provider or data center operator. I can bring management expertise to any technology company. I can be a manager or an individual contributor.

I am looking for a company that appreciates maturity and integrity to give me a chance to contribute in excellence to their business future.


Sep 1976Aug 1979

Bachelor of Engineering Technology

Graduated Cum Laude, 3.41 GPA

This degree program at Georgia Southern was a well rounded survey of engineering disciplines with emphasis on electricity and electronics, design and troubleshooting. Basic programming and early microcontroller design concepts were also included. I was young and naive with no clue what I wanted to do but with a fascination for electronics.

Work experience

Jun 2006Present

Owner / Consultant

AVKAY Telecom Consultants


I spent 4 months in Barbados providing project engineering, operations consulting, capital budgeting, and technical training to start-up TeleBarbados. I negotiated a maintenance agreement for undersea fiber optic cable. I conducted due diligence for a possible merger of the undersea assets with another Caribbean undersea cable operator. I analyzed WiFi mesh for island-wide rollout on Barbados and Saint Lucia. I coordinated WiMAX deployment and wireless backhaul, design, and documentation. I performed analyses of hospitality VOD and Internet access delivery systems. I documented a process for time and motion studies to improve technician performance.

US TeleGration

I provided expertise to US TeleGration, a telecom expense management and technology migration firm. Activities consisted of analyzing client invoices for centrex, frame relay and other complex service arrangements for compliance to contracts or tariffs and recommending strategies for migration to more suitable arrangements. I provided advice on evolution of the company’s products, operational processes and positioning in the marketplace.

Nortel Networks

I assisted an established telecom/datacom equipment manufacturer/vendor in increasing the contribution of professional services to their revenue stream by providing a questionnaire targeting cable TV MSOs, gathering input, and preparing a final report of results.

Aug 2009Present

Senior Business Process Architect

Level 3 Communications, LLC

I provided business process analysis and requirements for order entry and service delivery workflow streams in a telecommunications company. I interfaced with voice product development and product management personnel and IT architects and analysts. I worked in both a modified Waterfall and an Agile development methodology. I used Rational RequisitePro to document Business Use cases and requirments. I developed User Stories for Agile development.

I provided consulting for process documentation including workflow diagrams in Visio, Job Aids in MS Word and Methods & Procedure documents in MS Word.

Nov 2004Jun 2006

Principal Engineer & Director of Network Switching Engineering

In 2004 the Director of Switching Engineering, one of my recruits as VP, left Cox leaving that workgroup without leadership. The CTO and the VP of Data and Telephony Engineering asked me to take on that role in addition to my duties as Principal Engineer.

Under my leadership, the implementation team achieved three major milestones in one year, with efforts resulting in more than 2 million subscriber lines. All but the very smallest of markets launched telephony. I championed the conversion of all Nortel DMS500 circuit switches to hybrid circuit/VoIP switches and PacketCable IP-based access technology to further reduce telephony costs.

I directed the implementation team to deploy Advanced Intelligent Network [AIN] technology to attain complete integration between voice, video, and data platforms.

I initiated a project to migrate the voicemail platform from individual market-based platforms to a regionalized VoIP-enabled platform with redundant control and shared storage. This effort positioned the voicemail for extensive growth at reduced cost and easier integration with web technologies.

I assembled a matrix team comprised of representatives from engineering, technical operations, and IT to design and implement a 3GPP IMS-like network core and application layer. I prepared the team for activation with sub-team leaders, web collaboration tools, initial design goals, and proposed processes. The team was prepared to begin serious work when I left.

Jan 2003Nov 2004

Principal Engineer

At the beginning of 2003, the CTO created a new position of Principal Engineer with the charter to infuse a more strategic view in the Corporate Engineering Department. I was given free rein to explore technology trends, collaborate with product development personnel and personnel from other MSOs. I worked through voice, data, and video staffs to establish and maintain a long-range strategic technology plan. I provided technology expertise to the new product development process and served as liaison between Engineering and Product Development.

I introduced and championed the concept of horizontal product offerings integrated across voice, data, and video platforms, including adopting AIN technology near-term and 3GPP IMS as a core network theory longer term. The AIN platform was deployed with three services.

I supported and championed the adoption of PacketCable 1.0 in a regionalized model to allow rollout of voice services in smaller markets. I represented Cox on the CableLabs PacketCable Certification Board from its inception in 2002. I introduced the concept of 3GPP IMS as a strong future architecture model to Cox and to CableLabs. PacketCable Release 2 is an extended version of IMS Release 6 and was being actively merged into IMS Release 7 when I left Cox in 2006.

I represented the CTO on the FCC's National Reliability and Interoperabilty Council from 2003 to 2006. I participated on three task teams within NRIC that consisted of representatives from major wireline and wireless service providers, large enterprises and government agencies. I reviewed recommendations made by all NRIC task teams and informed the CTO of the salient points. I made recommendations to the CTO on all votes before the NRIC executive committee.

Jan 2000Jan 2003

Vice President of Engineering, Telephony Technology

During 1999 the VP of Engineering, Telephony Technology left Cox to pursue his fortunes with a start up CLEC. The Director of Network Switching left at the same time for the same reason. I assumed leadership of the Telephony Engineering group. In January of 2000 I was officially given the title of VP.

Cox was in a pessimistic period about telephony during this time, senior executives were questioning the efficacy of the business model and field general managers had not fully embraced the business. The departure of two key leaders triggered a mass exodus of engineers from the group. By March 2000 I had only 2 engineers. By January 2001, I had recruited and grown the group back to 19 engineers without impacting service to customers. I remained convinced that the business model was sound and would explode when management got fully behind it. Market forces bore this out as the business grew from 100,000 lines at the end of 1999 to nearly 800,000 by year end 2002.

I partnered with senior management to expand telephony and fiber optic transport product offerings.I supported the creation of cost models and business plans for additional market rollouts. I provided engineering and operations consulting to field operations. I worked with operations to enhance network performance.

When Cox deployed a nationwide IP network to support their fast growing Internet access business, I championed use of that network to carry Cox Long Distance between Cox customers in different markets. I negotiated a hybrid switch with a VoIP long distance capability at significant discount. I initiated deployment of gateways in every Cox market. Carrying voice minutes on the Cox IP network saves Cox more than $1 million per year in wholesale long distance costs.

During 2002, I initiated R&D efforts on VoIP technology and participated in CableLabs PacketCable standardization. I championed a regionalized VoIP architecture that enabled Cox to achieve more economical deployment in markets of less than 200,000 homes.

I continued to managed vendor relationships to reduce the overall cost of telephony by at least 30% while adding additional feature capability at little or no cost.

1998Jan 2000

Director of Engineering, Telephony Access and Transport Systems

From 1997 to 1999 Cox launched a full service CLEC in 8 markets and grew telephony from 0 to 100,000 lines. As the business grew, additional people were hired and resposibilities divided to keep up with the volume of effort. My responsibility narrowed to access electronics, transport electronics and DC power systems. New groups were formed to grow switching and build buildings. My group also continued to support business services, including voice and data.

My workgroup pioneered the use of ATM and DWDM in the metro area network to multiply the fiber cable investment as Cox expanded services to include digital cable TV, Internet access (cable modems) and video on demand. We continued to support field engineers in existing markets by providing technology consulting, cost modeling, and operations consulting.

I designed a spreadsheet model to estimate all telephony capitals including voice switching, telephony access, optical transport, and DC power, for a ten-year business plan. This model was used from 1998 through 2002 to establish capital requirements for telephony launches and growth. I worked closely with financial planning personnel to continuously refine the telephony business models and championed the telephony business through many quarterly business cycles.

I continued to reduce the cost of access and transport electronics throughout this period through continuous negotiation and careful commitment to volumes. I also was the principle advocate with the equipment vendors to steadily improve the robustness of the HFC platform. I collaborated with Cox RF engineers to establish requirements for RF combining and splitting equipment that in large part led to the introduction of ADC RFWorx.


Engineering Manager, Commercial Markets

As the alternate access business grew I was promoted to Manager, hired and developed engineers to support continued growth. I provided program management for additional market launches.We expanded alternate access transport networks to California, Arizona, Kansas, Nevada, Virginia, Connecticut, and Rhode Island.

I managed 3 field trials to select a telephony over HFC platform for launching residential telephony services. I provided cost and technical analysis and participated in negotiations for purchase agreements that made telephony over HFC cost effective.

I conducted negotiations with Nortel Networks and AT&T (later Lucent Technologies) to select voice switching for Cox's entry into the Competitive Local Exchange Carrier arena. I leveraged past experience at CONTEL and GTE to achieve a purchase agreement that provided the lowest possible start up costs and a unique, highly predictable and scaleable growth cost model.

I provided a comprehensive set of requirements for robust technical buildings and supported efforts of an architect to turn them into detailed design standards that were used to construct over $130 million in new central office style buildings over the next 5 years. Requirements covered cable TV, telephony and internet access equipment floor space, air conditioning, grounding, AC power and backup power generators.

My team deployed the first 4 telephone switches and all supporting systems.

During this time Cox was pioneering technology for concentrating cellular telephone base stations in head end buildings and distributing antennae on HFC cable plant for smaller cells and less costly, more robust RF coverage. Their work resulted in a Pioneer's Preference license concession for the Southern California MTA. Cox and other MSOs partnered with Sprint to form Sprint Spectrum JV. The JV originally included wireline as well as wireless. I participated directly in the negotiations for the wireline component and witnessed, at close proximity, the wireless activities. 


Senior Engineer, Alternate Access

I was recruited as member of a 5 person team to develop a business plan, technical architecture and operations plan that leveraged fiber optic cable deployed in Cox Communications cable TV markets to provide alternate access transport services for business customers.

I analyzed metropolitan area footprints to determine the ideal fiber optic cable routing and electronics architecture for serving the footprints. I designed a serving architecture and provided cost modeling for business planning. I consulted on technical operations personnel requirements and costs for modeling. I negotiated purchase agreements for major equipment systems. I provided detail design, installation specifications, contract labor, budget estimates, material ordering, and scheduling for the initial market launch of alternate access products. I supported initial operations and staffing, prepared the network for hand-off to field operations, and offered continuing operations consulting.

I provided technical support for R&D efforts with two telecom equipment vendors that resulted in fully integrated voice, data, and video access platforms in prototype to work over the HFC physical network. Both platforms were deployed in field trial.

I was named a co-winner of the 1995 Cox Communications "Vision Award-Commitment to Innovation" for contributions to a ring-in-ring fiber architecture that provided Cox with a highly reliable network, dramatically increasing the company’s competitiveness during critical early-growth years.


Staff Engineer

GTE Telephone Operations, Inc.

In late 1990 through early 1991 CONTEL merged with GTE, the largest non-Bell telephone company in the US, to form a company larger than any one of the seven RBOCs in lines. All CONTEL personnel in Divsional and Regional offices were put into a pool for relocation to GTE work locations. I was selected to go to the Irving, TX headquarters for GTE Telephone Operations as a Staff Engineer. My job was to support field engineers by becoming expert on assigned equipment, developing application documentation and serving as the primary liason to the assigned vendors. I also created UNIX-based scripts, called COEMOD, that ran within the GIS platform and allowed field engineers to enter sizing information, answer option questions and output a bill of materials. My initial assignment was NEC and Telco Systems fiber optic platforms.

While I was there several staff engineers left our group through retirement and temporary assignments to projects in Venezuela. I was given additional responsibilities including Northern Telecom DMS-10 and AT&T 5ESS digital switches. I participated in a development effort with engineers from several telephone companies and Northern Telecom to establish pre-packaged models of DMS-10 digital switches that could be pre-manufactured and warehoused for faster deployment and lower manufacturing costs. I enhanced a script which ran within GTE's e-mail system that allowed field engineers to select the DMS-10 models and optins and generate e-mail to their Northern Telecom representative and their management simultaneously. I also participated with planning engineers in a selection process for an Automatic Call Distribution platform to work with 5ESS.

I participated with Staff Planning engineers in evaluating an RFP for an Advanced Intelligent Network Service Control Point platform. Along with AIN knowledge gained I also learned methods for scoring responses and producing objective evaluations.

GTE new product development used a team approach, led by headquarters marketing personnel and staffed by one staff representative of each operating group within headquarters. The operating group representatives each created documentation and equipment selection as appropriate for their supported field operations group. I participated on two of these teams, earning a peer recognition award for my work.

Just before I left I was working on re-deploying X.25/X.75 packet switches for use in building part of a national ISDN network. I accepted a voluntary RIF and retirement buyout offer to move back to Atlanta and accepted a job with Cox Communications.


Supervising Engineer, Inside Plant

My efforts managing multiple central office upgrades, with budget estimating constraints of +1% to -2% and extremely tight schedules, put me in line for promotion to Supervising Engineer, Inside Plant when the position came open. I had charge of 6 engineers and a budget of approximately $40 million per year to complete the switch conversions in Georgia, Alabama, South Carolina and North Carolina.

During this time I also witnessed the birth and growth of CONTEL Cellular, an analog cellular service provider. Although a separate company was formed, the initial research, market planning and business modeling was done in the existing wireline service territories.


Senior Engineer, Inside Plant

My work as Transmission Engineer supporting digital switch replacements earned me an opportunity to receive training on digital switch engineering and promotion to Senior Engineer, Inside Plant. This role combined Transmission Engineering and Switch Engineering to further the efforts to replace all electro-mechanical switches.

In this role I touched every system within the central office, including floor space, air conditioning, standby generator, DC power conversion and batteries, cable racking and support structure, cable protection, grounding and alarm systems. I worked with building engineers on expansion and renovation of central office buildings.

One of my central office replacement projects included the upgrade of an existing mobile telephone system. The existing system was obsolete, trouble prone and incompatible with the digital switch. I selected a new base station and specified the interface to the digital switch. The system was cut over along with the central office.


Engineer, Transmission

A Transmission Engineer for CONTEL provided equipment selection, job estimate, installation documentation, contract labor rfp and award, records update and continuing property record updates for electronics used to transmit telephone signals between central offices and between customers and the central office.

My early efforts included adding capacity to analog cable carrier and microwave radio systems, adding analog subscriber carrier and subscriber concentrator equipment. Analog cable carrrier and microwave was obsolete at the time requiring use of refurbished equipment. Later work included T1 and T1C digital span line design and digital subscriber concentrators.

Cable protection systems also fell within the Transmission Engineering discipline.

I provided short wavelength and long wavelength fiber optic cable specifications for Outside Plant, inlcuding calculating power and dispersion budgets. I selected and engineered installation of fiber optic systems ranging from 6Mbps to 565Mbps capacities.

During this time I designed and managed the replacement of two microwave radio networks, one point-point single hop and one 4 stations, six hops with two passive repeaters. The single hop network was damaged in a hurricane. I replaced an analog system with a 2GHz digital at 45 Mbps. The six-hop network was a 600 channel analog system that was at capacity and manufacturer discontinued. I replaced it with digital radios at 6GHz and 11GHz. Along with initial engineering, I provided FCC license revision paperwork and project management.

Design efforts included rack space selection for electronics chassis, floor space for new racks, power distribution augments if needed, cable racking and support structure extensions as needed. Documentation created included detailed cable runs, option selection, integration into alarm systems and proper labeling. I created concrete pad designs and AC power pestal specifications for new digital concentrator installations.

CONTEL launched a multi-year effort to convert all electro-mechanical voice switches to digital switches and upgrade all transmission equipment to digital and fiber optics. I participated in designs for placing new equipment, cutting over and removing the old equipment without interrupting service to customers.


Junior Engineer, Outside Plant

This was my first job after graduating from college. I worked with one other engineer to keep up with the telephone cable plant for 4 small telephone exchanges in South Carolina. My first task was to post completed construction jobs to schematic diagrams of the exchange with ink on mylar. Within a few weeks I was performing field engineering for small plant extensions on my own. This involved selecting locations for new telephone poles, obtaining permission to attach to power poles, selecting locations for buried cable pedestals, measuring the cable runs, drawing construction diagrams and assembling bill of materials for job estimating.

I was part of a team of outside plant engineers that traveled to North Georgia in the summer of 1980 for a large special project. For 4 months we went, 2 weeks on and 2 weeks off, to survey 2 telephone exchanges for a complete rebuild of their cable plant. Pairs of engineers walked every foot of plant, measured cable runs and drew construction diagrams. My 2-man teams were able to survey 4 miles per day.

My last two accomplishments were solo designs for re-build of major cable runs in the Simpsonville exchange. For one, I completed all the construction drawings, including cable loading calculations and load coil placement, estimated the job and got managment approval for construction on my own. For the other I completed an economic selection study considering three different plans for re-build, one of which included subscriber concentrator electronics. I submitted the recommendation for approval prior to final engineering just before I left.

My work in North Georgia and on the two final projects garnered me an offer to go to the Gulf Division office in Atlanta as an Engineer, Transmission which was a promotion.


Rational RequisitePro
I use Rational RequisitePro to create Business Use Case documents containing requirements for software development.
I have used HTML in various ways from raw HTML in a text editor to HTML development platforms. Most of my efforts have been in editing existing websites.
I have used several Graphic Information Systems to create sophisticated drawings with many layers. I have the most experience with AutoCAD and Microstation.
Microsoft Office
I am a power user of Microsoft Office products, including Excel, Word, Powerpoint, Outlook and Visio. I have done some VBA programming, primarily in Excel.   I have also used Sharepoint extensively.


John McAleer

John and I worked closely together to find ways for Telcordia Technologies and Cox Communications to partner for mutual benefit.

Jim Lakin

Jim has been a principle at Arris for over 10 years. I was involved on a strategic level with Arris from its inception. Jim and I spent many hours discussing strategic direction for the Cable Industry and Arris.

Mark Davis

Mark was a colleague at CONTEL. When he went to work with Cox he recruited me. He was my superior at Cox from 1993 to 1999.

Dick Mueller

When I first went to Cox, Dick was my boss' boss. Organizational changes made us colleagues and in 2000 I became a peer.