Jeff Eissinger

• Supply Chain reporting was limited, outsourced, and resulted in disparate metrics across BUs. I was determined to reorganize internal teams and invest in an internal offshore development team. Despite complications from COVID-19, I led the offshore team to develop a list of operational reports required, prioritize work, secure funding for resources, review reports in UAT, and provide feedback on visualizations/output. We aligned on a core supplier dashboard with SLAs and KPIs to track… Show more

• Supply Chain reporting was limited, outsourced, and resulted in disparate metrics across BUs. I was determined to reorganize internal teams and invest in an internal offshore development team. Despite complications from COVID-19, I led the offshore team to develop a list of operational reports required, prioritize work, secure funding for resources, review reports in UAT, and provide feedback on visualizations/output. We aligned on a core supplier dashboard with SLAs and KPIs to track performance, and I also consolidated reporting. This refined management of vendors/processes has since reduced operational expense as now serves as the foundation for all enterprise supply chain reporting. Show less

• As the business transformed toward more self-installs, the need arose to reduce operational and personnel costs. I presented and won Division CFO approval to spearhead a “Digital Spoke” (unmanned warehouse locations) initiative. I leveraged industry peer connections to formulate a plan and a business case. Over the next 6 months, I used data & analytics to improve the model, and led the division through technology investment, budgeting, prioritization, communications, and new workflows. This… Show more

• As the business transformed toward more self-installs, the need arose to reduce operational and personnel costs. I presented and won Division CFO approval to spearhead a “Digital Spoke” (unmanned warehouse locations) initiative. I leveraged industry peer connections to formulate a plan and a business case. Over the next 6 months, I used data & analytics to improve the model, and led the division through technology investment, budgeting, prioritization, communications, and new workflows. This enabled the reduction, enhanced efficiencies, and was replicated. Show less

• COVID-19 caused a spike in demand, but complications arose within retail store closings and technicians unable to enter customer homes. Together with my team, created a plan and managed daily operational calls with vendors, field partners, and divisions/regions to ensure alignment, along with daily COVID response calls, safety protocols, and multiple operational risk assessments. I also partnered with procurement to centralize PPE sourcing, and established a PPE warehouse/ordering process for… Show more

• COVID-19 caused a spike in demand, but complications arose within retail store closings and technicians unable to enter customer homes. Together with my team, created a plan and managed daily operational calls with vendors, field partners, and divisions/regions to ensure alignment, along with daily COVID response calls, safety protocols, and multiple operational risk assessments. I also partnered with procurement to centralize PPE sourcing, and established a PPE warehouse/ordering process for frontline employees. This alignment enabled Comcast to meet its 200%+ demand through self-installs, and labor/device shortages/safety issues were mitigated without business disruption. Show less

• For 3 years, all the customer device Swap Programs were siloed and used outdated tracking methodologies, resulting in a negative customer experience. The SVP Financial Operations tasked me to establish order. I lobbied and won stakeholder approval to build a new campaign management system to synthesize all customer data with agent facing tools, with reporting functionality, and the ability to track customer response rates in real time. In addition, I wrote business requirements and partnered… Show more

• For 3 years, all the customer device Swap Programs were siloed and used outdated tracking methodologies, resulting in a negative customer experience. The SVP Financial Operations tasked me to establish order. I lobbied and won stakeholder approval to build a new campaign management system to synthesize all customer data with agent facing tools, with reporting functionality, and the ability to track customer response rates in real time. In addition, I wrote business requirements and partnered with IT/Developers to create the platform. This established order within 6 months and provided full visibility into the customer journey/collision points; this is now SOP for the company’s device swap programs. Show less

• Since inception, formal supply chain training/development had been neglected. To reverse this, I crafted a strategy, reviewed proposals, delivered advisory, secured funding, and empowered the team. This resulted in a Supply Chain Mentorship program and Digital Training program within just 180 days. Within a year, the program evolved into a Supply Chain Learning Academy, and all job codes were standardized with market wage adjustments. This ensured top talent was attracted and retained for a… Show more

• Since inception, formal supply chain training/development had been neglected. To reverse this, I crafted a strategy, reviewed proposals, delivered advisory, secured funding, and empowered the team. This resulted in a Supply Chain Mentorship program and Digital Training program within just 180 days. Within a year, the program evolved into a Supply Chain Learning Academy, and all job codes were standardized with market wage adjustments. This ensured top talent was attracted and retained for a world-class supply chain organization. Show less

• Although part of the same finance organization, supply chain and self-install BUs were siloed with disparate cultures. When the new CFO initiated a reorganization to unite the teams, I was tasked to join them under one organizational structure. Over 90 days, I aligned the team to support underserved areas, established a Center of Excellence and a sustainability focus, placed staff accordingly to fill talent gaps, and replaced underperformers. This alignment resulted in the “Integrated Supply… Show more

• Although part of the same finance organization, supply chain and self-install BUs were siloed with disparate cultures. When the new CFO initiated a reorganization to unite the teams, I was tasked to join them under one organizational structure. Over 90 days, I aligned the team to support underserved areas, established a Center of Excellence and a sustainability focus, placed staff accordingly to fill talent gaps, and replaced underperformers. This alignment resulted in the “Integrated Supply Chain Operations” team, which doubled over the following 4 years with 60% new hires. Show less

• In a cost reduction initiative, Comcast shifted toward equipment self-installs. I was recruited by the SVP, Financial Operations to drive self-install percentage growth. Over 2 years, my team and I crafted a marketing and communications plan, built KPIs to track progress, engaged stakeholders, and held Self-Install Kit seminars nationwide. This transformation significantly reduced OPEX within the first few years. Today self-installs encompass the majority of installation activity and have… Show more

• In a cost reduction initiative, Comcast shifted toward equipment self-installs. I was recruited by the SVP, Financial Operations to drive self-install percentage growth. Over 2 years, my team and I crafted a marketing and communications plan, built KPIs to track progress, engaged stakeholders, and held Self-Install Kit seminars nationwide. This transformation significantly reduced OPEX within the first few years. Today self-installs encompass the majority of installation activity and have become SOP. I was promoted to division Executive Director as a result. Show less

• When a vendor made an unauthorized attempt to sell used Comcast gear, it revealed the need for a formal process to reuse/resell network assets and presented financial/audit/reputational risk. The SVP Financial Operations charged me to create a mitigation plan. I built a strategy, assigned a team to execute, and facilitated Field & Executive stakeholder communications, vendor and RFP selections, and budgets. Then, we selected 3 National recycling partners for asset destruction, and established… Show more

• When a vendor made an unauthorized attempt to sell used Comcast gear, it revealed the need for a formal process to reuse/resell network assets and presented financial/audit/reputational risk. The SVP Financial Operations charged me to create a mitigation plan. I built a strategy, assigned a team to execute, and facilitated Field & Executive stakeholder communications, vendor and RFP selections, and budgets. Then, we selected 3 National recycling partners for asset destruction, and established an Asset Recovery Center to test, refurbish and reuse/sell equipment. This introduced a sustainable recycling program and has exceeded 2021 targets for both resell and redeployment of used assets. Show less

• Inventory and asset control processes were manual making a large portion of inventory unverifiable, which frustrated leadership. I built a business case and assigned appropriate resources, acted as executive sponsor, coached the team, and won stakeholder buy-in. Technology enhancements/process & compliance reporting provided visibility to inventory, which was available to other regions and eliminated the need to purchase new equipment that saved millions. These management techniques are now… Show more

• Inventory and asset control processes were manual making a large portion of inventory unverifiable, which frustrated leadership. I built a business case and assigned appropriate resources, acted as executive sponsor, coached the team, and won stakeholder buy-in. Technology enhancements/process & compliance reporting provided visibility to inventory, which was available to other regions and eliminated the need to purchase new equipment that saved millions. These management techniques are now benchmarks and are pacing to lower balance by millions ($-confidential). Show less

• For half a decade, it was known that Supply Chain infrastructure could not support changing business demands. Within 120 days, I identified gaps, investment needs, and created a roadmap. In addition, I aligned stakeholders, established a Supply Chain domain governance process, acquired funding, and I regularly communicated progress with the ELT. This standardized all part number creation, removed non-active parts, and a new planning application delivered improvements with managing supply and… Show more

• For half a decade, it was known that Supply Chain infrastructure could not support changing business demands. Within 120 days, I identified gaps, investment needs, and created a roadmap. In addition, I aligned stakeholders, established a Supply Chain domain governance process, acquired funding, and I regularly communicated progress with the ELT. This standardized all part number creation, removed non-active parts, and a new planning application delivered improvements with managing supply and demand. Without increasing stockout rates, these efforts reduced on hand inventory by in stores and Comcast is now re-imagining its direct to customer fulfillment network, final mile network optimization and more. Show less