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Work experience


Manager of Service Management & Network Quality Engineering


Restructured and directed a 17-member team of Project Managers and Voice, Text Messaging and Data Engineers responsible for end-to-end network service performance and customer experience.  Proactively led and drove the resolution of chronic issues and identified areas of risk for customers and the network. Established specific data analysis processes focusing on improving the customer experience through CPM (Customer Performance Measures), improving the overall customer experience.


Launched a Nationwide Network Performance Process to resolve market impediments, resulting in a 40% reduction of customer complaints and 30% reduction of network faults

Developed and executed a program based on Six Sigma's Lean principals to prove alternate functional and organizational alignments reducing the Mean-Time-To-Repair (MTTR) by 36%

Managed Sprint's network and service performance to "Best Ever" network and service performance

Improved network quality from 4th place to 2nd place in Consumer Reports study in a 12 month period

Trimmed resources and expenditure by 40% while achieving best ever levels of service performanc

Established a process to set customer experience target objectives towards network enhancement and customer experience

Restructured and excelled team to the Service Management's top position of performers


Manager of Network Operations Center (NOC)


Recruited to build, hire and direct a 12-member team of Senior Network Engineers responsible for Tier II break fix support of all iDEN/GSM wireless network elements. Lead a 7x24 team responsible for trouble shooting, planning, maintenance, upgrades and problem resolution for complex services of network equipment and infrastructure. Implemented Network Operations process improvements and a Tier I technician development program. 


Developed a Technician Development Program, which provided training to the Network Operations Center (NOC) Tier I technicians, resulting in a 70% resolution of all network element issues and service impairments, preventing escalations to higher support levels

Developed and executed a ticket procedure on Network Trouble Management (NTM) Clarify System, that set ticketing standards and increased the Tier II support team's efficiency by more than 15%

Utilizing Netcool, established and employed a Knowledge Management database that compiled corrective actions for common network troubles, empowering NOC technicians to resolve network troubles, resulting in reduced MTTR and an increase in technician skills and knowledge base

Directed the modifications to Network Operations Trouble Management Processes and set clear roles and responsibilities for all support levels resulting in the decrease of the MTTR


Senior Manager SS7 Operations


Directed a 12-member team of Tier II and III Engineers accountable for large network installation, sustained engineering, and operational support and testing of heterogeneous switches, servers and routers.  Provided protocol analyzer development and administration as well as Wireless Number Portability (WNP) systems support. Audited and maintained point code routing and global title translations.


Reduced global title translation work errors to zero through the implementation of  an audit process which ensured accuracy in SS7 routing

Negotiated vendor maintenance contract for Tekelec element support from a $3 million proposal to a  $2 million agreement

Implemented a standardized notification and escalation policy to ensure established service level agreements and under pinning contracts were met for both the WNP and SS7 networks

Selected to head several cross-functional and liaison positions due to a coherent approach towards teamwork and positive attitude towards collaboration to accomplish objectives

Directed analysis and evaluation on all aspects of the planning, programming, budgeting and execution while building consensus between Operations, Engineering and Vendor regarding project indicatives


Manager of National Technical Support (NTS) Switch Services


Directed a 10-member team of Tier II and III Engineers accountable for break fix, performance and maintenance of Nextel's Switching Network.


Awarded the Circle of Excellence award for effective leadership in assembling diligent and productive teams that demonstrated outstanding teamwork

Developed a prioritized issues tracking process that significantly improved the communications between Regional and Headquarters teams

Implemented a streamlined vendor ticket initiative which enabled vendors to prioritize issues

Organized and implemented the restructuring of the NTS Switch Services team resulting in improved alignment, communication and support to our customers

Significantly reduced duplication of effort and re-work by creating communication processes that ensured all levels of management were involved prior to the implementation standards


Senior Network Engineer


Accountable for Tier III break fix tasks, switch performance and day-to-day operations of 80 Nortel DMS switches.

Provide technical support to subordinates as well as to peers, upper management, and outside vendors.

Developed MOP's to facilitate pro-active monitoring of Nortel Switches by completing daily health checks, monthly health checks and database audits.

Ensured Nortel switch operational and engineering requirements were met.

Chaired regional/market technical review calls with all Nextel Mobile Switching Office managers monthly.


Manager Defense Switch Network

U.S. Army

NCOIC (Non-Commissioned Office in Charge) of a team of 30 technicians and switch operators for three Defense Switch Network switching offices.

 Identified a gap in training due to lack of experience and then developed a training program focused on Digital Switch Maintenance through formal channels resulting in a more complete career development program.

Manage day-to-day staffing matters including hiring, training, performance plans and reviews and disciplinary issues. 

Ensure installation quality standards and network equipment capacity requirements are met and maintained. 

Develop performance guidelines, MOPs and SOPs.



U.S. Army

Communications Chief 10th Combat Support Hospital                                                                                  US Army, Fort Carson, CO - NCOIC of all field hospital communications installations and operations

Shift Manager NATO Communication Operation Center                                                                                  US Army, NATO Headquarters, Mons Belgium - Ensured for the availability of voice communications

Lead Digital Switching Specialist

US Army, Fort Ord, CA - Lead the deployment and operation of field digital switching equipment




US Air Force Telecommunications

Community College of the Air Force Certification - Digital Switching U. S. Army Certifications - Digital Switching and Management Telecordia Certifications - SS7 Protocol and Maintenance/Operations Motorola - iDEN/GSM trainedBusiness Applications - Proficient with MS Excel, Word, Access, Project, Visio and Outlook


Reduced Operating Cost
Technical leadership
Network Operations
Leading teams
Group productivity




* Network Operations/Optimization              * Technical Leadership            * Process Development

* Project Management/Implementation        * Results Oriented                  * Customer Experience Measures

* Vendor Contract Management                     * Team Development             * Service Level Agreements


"Outstanding manager who is not afraid to think outside the box. Would jump at the opportunity to work for/with him again." August 28, 2007

Will Hernandez , SSG , US Armyreported to Mark at Ft Buckner, Okinawa US Army


Traveling, Golf, Football, Home improvement


"Mark is an exceptional leader dedicated to the business, the customer and to his team. Mark's leadership and flexibility were clearly demonstrated by the success we had as a technical team that filled a niche of doing what others did not or could not do. Anyone can be a manager, but being a leader takes the skills that Mark obviously has in spades." April 23, 2009

Frank Lahoz , Program Service Manager , SPRINT NEXTELreported to Mark at Sprint/Nextel


Extensive leadership experience in Network Engineering and Operations environment. Proven track record for success in building positive and productive teams.  Ability to maximize resources to achieve customer satisfaction, increased productivity and facilitate complex projects from concept to completion. Adaptable to change while maintaining high level of productivity. Collaborative leadership style.  Experienced mentor and coach with strong interpersonal qualities.  

Target Market Area


Washington DC metro area within a radius of 50 miles from my home

Types of industries:


Information Technology

Size of Organization:

Over 500 employees for a telecommunications operations company

Organization Culture:

Entrepreneurial mindset

Flexible career path

Demonstrated development opportunities


"I worked with Mark over 5 years and in that time he has impressed me with his perseverance, ability to drive results and lead his team. Mark's leadership skills are natural. His teams follow him because they want to not because they are required to. Mark's background is telecommunications, but my experience has shown him to be able to deliver no matter what the task. He attracts the talent he needs and then leads them to the result. Mark is an outstanding team player and dedicated individual." March 22, 2008

Bryan Tye , Sr. Manager , Sprint Nextelworked with Mark at Sprint/Nextel


"I highly recommend Mark McDonald for your management needs. I had the unusual experience to have worked with Mark while he was one my direct reports as well as to have been one of his direct reports. I hired Mark into Nextel, where he reported directly to me for one year until I transferred out of Operations. I ended up reporting to Mark a few years after transferring back into Operations. I reported to Mark under one of the most stressful times that Sprint had gone through. It was a period of time where there was much turmoil after the merger of Sprint and Nextel. Because of Marks management style and experience, his team was one of the few teams that had exceeded all its goals and objectives. Over a three year period, Marks team was highly recognized as consistently meeting or exceeding goals and objectives. Mark was identified as a manager in the lowest five percentile of the company measured for employee turnover as well as being listed in the top 10% of Managers on employee surveys. If given the opportunity I would both hire and work for Mark again." April 27, 2009

Jim McDonough , Engineer , Sprint Nextelreported to Mark at Sprint/Nextel


"Mark was and is a hoghly respected Technical Manager. He is very detail oriented. Many of the other teams from Mark's group failed to notify the NNOC managers of the impact of the upgrades they were doing. Mark always let us know what his team was doing. This meant that we did not open unnecessary tickets as a result of their work. Mark was also always willing to have his engineers come in and train my technicians on new processes and procedures. This resulted in a very low error rate from my team. In addition Mark was a good friend and advisor. He allowed himself to be my sounding board when I needed advice. His reccommendations were always apt and allowed me to deal with employees and my management in a professional manner." March 13, 2009

Thom Beran , NNOC Manager , Nextelworked with Mark at Sprint/Nextel