Co. Defined

Founder

When a company's leadership reimagines the long-term vision by reframing its perspective and how it can influence the future, the company, its employees and its clients can triumph in an ever-changing world.

I thrive on working with leadership teams to solve the challenges that broaden horizons and transform people and companies for the better. 

I focus on guiding the creation of internal development strategies that work to build a strong brand position, identity and culture directly related to the company's business strategy. 

These strategies serve as an organizational principle to: 

-Drive growth and create coherent signals that turn into exceptional experience, value perception, and genuine authentic relevance.

-Assure the business through sustained and supported knowledge sharing.

-Unify the company and its clients through a clear purpose and vision. 

-Activate an inspiring company culture that is a business advantage to attract and retain talent.

Internal Development Consultant

Andersen in Switzerland

Andersen in Switzerland is an independent tax firm with a worldwide presence through the member and collaborating firms comprising Andersen Global.

My role as Communications Manager overlaps with that of a Client Relationship Manager and I am chiefly responsible for maintaining solid internal partnerships to lead strategic communications that meet business goals; and building the positive and productive internal organisation relationships necessary for business growth. My success in the role is demonstrated by my strong, continuous track record of meeting business needs through proposing and customising existing business communication practices; and of managing and identifying key communication initiatives closely aligned with business strategy and goals.

Additional Responsibilities

• Developing an understanding of both client needs and short- and long-term departmental goals and planned initiatives.

• Scheduling regular internal meetings and discussions, and proposing initiatives to strengthen client relationships, communications and business objectives.

• Providing Partner support and handling business communications effectively and discussing business needs with Managing Partners and collaborating with internal teams to address internal and external needs.

• Maintaining up-to-date knowledge about Swiss and International service lines and ensuring the firm and employees adhere to global brand guidelines.

• Acting as a point of contact for complaints, and escalating issues with Managing Partners as appropriate.

Additional Achievements

• Ensured the timely and accurate handling of requests and addressed identified concerns promptly and professionally.

• Recommended new ideas and initiatives based on research.

• Informed internal and external stakeholders about Swiss, European and global organisation updates, guidelines, policies and procedures.

• Developed and proposed new strategies to improve client satisfaction.

Communications Manager

Assistant to the Partners

ScuoLaLingua Sagl

Offering Professional Business English Support, I was primarily responsible for assisting professionals and high-level executives with communication and documentation for business English needs.

Business English Support

Hirslanden Klinik

The Klinik Hirslanden is a modern, private clinic in Zurich which belongs to Hirslanden, the leading private clinic group in Switzerland.

In this role, I was responsible for a team of Radiation Therapists in the areas of treatment planning and simulation; and engaged with all areas of clinical practice including the review, creation and implementation of strategy and protocols at a high level.

Advanced skills in the area of team and knowledge development strategies have been the greatest asset having being heavily involved in advancing the training of staff and students.

Radiation Therapist

Kantonsspital Winterthur

Kantonsspital Winterthur is a hospital and health care company located in Winterthur, Switzerland.

In addition to the standard areas of clinical practice, at this institution I was strongly involved in Quality Assurance and the development of team and knowledge strategies in practical application of new technologies.

Mater Radiation Oncology

The Mater Hospital is an international leader in patient care.

In a Senior Radiation Therapist role, I oversaw Quality Assurance roles for patient planning and treatment, as well as engaged with all areas of clinical practice pertaining to Radiation Therapy. As the Clinical Educator, I developed team and knowledge strategies to support real-time training to colleagues in the clinical setting. Particular interest in creating supported knowledge harmony in the areas of patient care and well-being as well as staff education were motivation to initiate, develop and implement 3 major programs; 

• PartiKidz- a program for pediatric patients, their families and treating staff. 
• Patient Information & Education- a face-to-face and interactive program for patients and their families. 
• Manual Handling & OHS- a program for staff education and assessment.

Radiation Therapist and Clinical Educator

How often do you wonder why leading with humanity at work goes unnoticed?

You hold your team together, care deeply, and give your best. 

Yet your impact is easy to miss in a world that rewards something else.

You are not imagining it.

Most workplaces simply are not built for human-first leadership, even though it is needed more than ever.


I know what it means to want more “human” at work while juggling real life and leading in a way that feels right.

I moved from working in oncology, where being human was the norm, into corporate, where it is rare. And as a mum to a five-year-old with autism, I live this commitment every day.


You do not have to toughen up or become someone else to be recognized.

You deserve to have your way of leading valued and supported, without burning out, without asking permission.

You also deserve a safe community to share and grow. That is exactly what I have built and continue to build for leaders like you. 

It is a zero-noise community for human-first leaders who are done being overlooked.

If you want your impact to be visible, your well-being to come first, and your leadership to create real results, I can help.


Here is how I help individual leaders like you:

- Translate your invisible work into business language and metrics others understand

- Provide practical tools to help you capture, share, and advocate for your real wins

- Support your well-being and growth, with steps that fit your life and energy


If you are ready to stop being overlooked and want practical, private support from someone who truly gets it, I invite you to connect.

Send me a DM with the word "UNIFIED" to start a real conversation about making your impact visible and your leadership sustainable. 

No permission needed. This is a space dedicated to your personal growth and well-being as a human-first leader.

Laurie Banfi

I stopped defending caring as "the right thing."

I accepted it without apology as who I am.

And the relief was immediate.


I'd been exhausting myself building cases.
Justifying every empathetic decision.
Apologizing for prioritizing people.

Always trying to prove caring had business value.

I was defending caring as right instead of translating it into results they could see.


Then I just... stopped arguing morality.

I accepted: I'm a caring leader.

I started showing the real results instead.


→ That's when my confidence shone.
→ That's when my clarity returned.
→ That's when I refused to accept anything less.


I made caring decisions without preamble.

Adjusted workloads when I saw burnout coming.

Protected boundaries without explanation.

Not because I convinced anyone.

Because I knew it was right. For me.


Here's what shifted:

When I stopped defending, 
↳ I relaxed.

When I led with inner confidence,
↳What mattered to me followed.

When I trusted myself,
↳ I started growing again. The way I wanted to.

The ROI appeared when I stopped trying to prove it.


Three steps that take guts at first, but you'll be so glad you did!:

1️⃣ Name it out loud: "I'm a caring leader."
Make it your daily mantra. Say it until you believe it.

2️⃣ Make one decision this week from that place.
No justification. No case-building. Just decide.

3️⃣ Notice what happens when you stop apologizing.
Track it. Your confidence changes everything.


Self-acceptance as a human leader where your inner power lives.


What would you do differently if you fully accepted your caring leadership style?


♻️ Repost for the leader done defending who they are.

💾 Save for when doubt creeps back in.

🔔 Human-First Leaders: Connect and Follow me, Laurie Banfi, for leadership grounded in self-acceptance, not approval.

I help human-first corporate leaders who are quietly cracking end the recognition gap | Build proof of your impact, advocate without exhaustion & decide (stay/grow/go) with peace | Oncology-trained. Corporate-tested.

What happens when you're building trust in a culture that only rewards charisma?


You become invisible to the people making decisions.

I've navigated this for years in corporate.

And like the leaders I work with, I've learned:
↳This is where translation actually matters.


1️⃣ First you watch charisma win.

→ The flashy leader gets included.
→ The loud voice gets the promotion.
→ How do I compete with that?

2️⃣ Then you realize you're building something different.

→ They come to me when things are actually broken.
→ My team tells me the truth, not what I want to hear.
→ Wait, isn't trust more valuable than performance?

At this point, some leaders accept being undervalued.
If not...

3️⃣ Then you think trust should speak for itself.

→ My work is solid.
→ My team would walk through fire for me.
→ Why do I need to explain this?

4️⃣ Finally, you realize translation gives YOU clarity.

→ "Strong team relationships" feels vague even to me.
→ "Team delivered €2M project ahead of time with zero escalations" 
→ Now I can see my own strategic value.
→ Translation isn't for them. It's for me to accept what I'm actually doing is valuable.


And on the other side, here's what happens to you:

✅ You finally stop fighting yourself.

The relief is real. You accept quiet isn't broken. It's strategic.

Your confidence returns because you're not performing anymore.

✅ You reconnect with who you were before loud culture told you to change.

That leader is still there.

Still effective. Still building trust. Still you.

✅ You start growing again. The way you want to.

Not louder. Not performing.

Just leading from who you actually are with clarity about why it works.


Yes, translation feels completely uncomfortable at first.


But the human-first leaders I work with all say the same thing:

"Once I accepted quiet as strategic instead of their definition of broken, my confidence returned. That's when I started growing again. My way."


Which stage are you in right now?


♻️ Repost for the quiet leader navigating loud culture.

💾 Save for when trust feels invisible to decision-makers.

🔔 Human-First Leaders: Connect and Follow me, Laurie Banfi, for strategies that translate authentic leadership into recognition.

You hit the targets. 
You deliver above expectation.
You lead for your people, first.

Everything to be proud of.

So why does it feel meaningless?


I've been talking about this with several clients recently.

The pattern is eerily consistent:

→ They spent years putting the business first.
→ Doing what was right. For people. For the company.
→ Delivered the holy grail. The strategic milestone the exec team desperately needed.

And then... Absolutely nothing.

The business got the win.

And they're left. Empty. In a void of nothingness.

With this quiet panic: 

"If THIS wasn't enough, what will be?"



Here's what they finally understood:

The depletion isn't from the work itself.

It's from pouring everything into building success that the business couldn't even see - even as they benefited from it.

↳ They got their strategic outcome.
↳ They moved forward with what you built.
↳ They didn't understand the magnitude. Or value what made it possible.


And that realization? It's a blow.


It's time to get clear on what success means to YOU.

Here's the steps I took to find that clarity:


1️⃣ Name one achievement that left you feeling empty.

The strategic milestone. The crisis you solved. The outcome they needed.

Write it down. 

Let yourself feel the disappointment honestly.


2️⃣ Ask: Who was I building this for?

The exec team? The business strategy? The outcome everyone needed but no one saw?

The answer shows you where the misalignment lives. Not where you've failed.

This is the clarity that lets you choose differently going forward.


3️⃣ Identify what you were hoping this would give you.

Recognition? Visibility? Proof that your work matters at that level?

That's your real need underneath. Name it clearly.


4️⃣ Define what would feel meaningful if it was just for you.

Not impressive to leadership. Not strategic for the business. Just true.

What would you build, learn, or become? Start there.


5️⃣ Reflect: What has this taught you about YOUR version of success?

What does the nothingness reveal about what you actually need?

What can you learn right where you are about redefining what matters to you?

Let the answers guide what comes next.



My experience is:

Your spark doesn't come back by achieving more for them.

It comes back when your version of success gets a seat at the table too.



What would success look like if it only had to matter to you?



♻️ Repost for the human-first leader ready to redefine success.

💾 Save this before you chase another win that isn't yours.

🔔 Human-First Leaders: Connect and Follow me, Laurie Banfi, for honest conversations about leading on your terms.

Manager asks "What did you accomplish this week?"

Blank stare. Complete silence.


This is what I call Achievement Amnesia.

It happens to human-first leaders constantly.


Monday: You prevented a team crisis.

Tuesday: You coached someone through a breakdown.

Wednesday: You restructured priorities to support the business strategy pivot.

Friday when someone asks what you did? 

Nothing. 
Blank.


Your brain literally can't retrieve wins when you're focused on everyone else's progress.


What changed everything for me: 

My 10-Minute Weekly Win List.

Not for performance reviews.

Not for LinkedIn bragging.

For training your brain to notice and value my work while it's happening.


Here's my practice:

Every Friday at 3pm (before weekend mode kicks in), I open one doc and write:

1️⃣ What I solved (not just completed - what actually got fixed)

2️⃣ Who I supported (specific names, specific moments)

3️⃣ What I prevented (the crises that didn't happen)

Three categories. Three minutes each.

No filter. No polish. Just capture.


The shift isn't about documentation.

It's about rewiring your brain to register your impact as it happens.


My client did this for one month, and when asked what she'd achieved:

She didn't freeze.
She didn't minimize.
She didn't say "just keeping things moving."

She had actual examples. 

In 10 seconds, not 10 hours of memory excavation.

Best of all, she experienced sheer relief.


That's not arrogance.

That's refusing to let your work disappear into the daily blur just because you're too busy caring about everyone else's wins to notice your own.

Your brain needs weekly proof that what you do matters.

Otherwise, it stops registering it entirely.


Take away: 
You can't advocate for work your brain has already forgotten existed.

Will you try it?


♻️ Repost for the leader who goes blank when asked about their achievements.

💾 Save this for Fridays at 3pm 

🔔 Human-First Leaders: Connect and Follow me, Laurie Banfi, for practical ways to make your invisible work visible without changing who you are.

Every no came with three days of guilt.

That's not boundaries. That's exhaustion.

I'd set the boundary.

Then spend the next three days second-guessing myself.

Did I say it wrong?
Are they upset?
Should I have just said yes?


Here's what I finally understood:

Grace isn't about how you deliver the no.

It's giving yourself permission to move on after.

Without grace, my no became:
↳ Three days of mental rehearsal
↳ Checking Slack to see if they're cold
↳ Pre-emptive explanations in the hallway
↳ Sunday night spiral about whether I damaged the relationship

With grace, my no became:
→ Clear decision made
→ Clean conscience after
→ Full capacity preserved
→ Able to show up fully engaged for what I said yes to


The leaders I work with don't struggle to say no.

They struggle to stop carrying it.

That's what grace solves.


2 simple steps that makes it possible:

1️⃣ Name what you're protecting (not what you're declining)

Without it: "I can't. I'm just really busy right now."
(Vague. Feels apologetic. You'll question it for days.)

With it: "I can't. I'm protecting my capacity for the board papers due Friday."
(Specific. You know why. Clean conscience.)

When you're clear on what you're saying yes to, the no stops feeling guilty.


2️⃣ Close the loop in one sentence

Without it: "I can't right now, but maybe we can revisit?"
(Dangling. They'll follow up. You'll feel guilty saying no again.)

With it: "I can't. Talk to John. He's got context on this."
(Done. They have next step. You can move on.)

Open-ended nos create open-ended guilt.


Notice this:

They're not perfect words.

They're not conflict-free delivery.

But they do give you the ability to say no and actually have it work: 

✅ To protect capacity without paying for it in guilt.

Because a no that leaves you depleted with second-guessing didn't actually save you anything.


What helps you move on after saying no?


♻️ Repost for the leader who says no but can't stop thinking about it

💾 Save for the next time you need permission to move on

🔔 Human-First Leaders: Connect and Follow me, Laurie Banfi, for honest talk about protecting capacity that actually works.

Everyone's saying "people-first" now.

But if you're actually living it, you know.


The difference between saying it and living it:

Saying it gets you likes.

Living it gets you questioned.

Every budget conversation.

Every time you defend why development matters.

Every decision that prioritizes long-term people over short-term numbers.


That's not a hashtag.

That's genuine daily leadership.


And here's what matters:

The phrase became popular because it works.

And it works because leaders like you have been living it.
↳ Before it had a "name".


You already knew that investing in your team wasn't optional.

That retention starts with relationships.

That people do their best work when they're not just surviving.


The phrase caught up to what you've been doing all along.

That's not luck. That's leadership.


Thank you for your courage.


♻️ Repost for the leaders who were people-first before it was trending.

🔔 Connect and Follow me, Laurie Banfi, for more on human-first leadership.

You have all the data you need.

So why can't you decide?


It was a struggle I had for the longest time. 

Now:

Every Saturday, before I check my phone, 

I do what I call my Emotion Inventory.

Not just for big decisions. 

For whatever's been circling in my head all week.


Here's what it looks like:

→ Pick the thing that won't leave you alone.

→ Write down the options you're considering.

→ Then for each one, name the specific emotion.

Not "good" or "bad."

Actual words. Relief. Resentment. Excitement. Dread.


Because my body already knows something my spreadsheet doesn't.

This practice doesn't tell me what to decide.

It tells me what I'm actually deciding between.


Last month, I was circling decision for three weeks. 

Had all the data. Still felt unclear.

Saturday mornings. Named the emotions.

Option A: Relief
Option B: Anxiety and excitement

That's how I could see the pattern.

More importantly, I got really comfortable with it.


I wasn't choosing between two paths.

I was choosing between staying comfortable and taking a risk.


For me personally:

Clarity doesn't come from more information.

It comes from my emotional precision.


What decision has been circling in your head this week?

Try this!


♻️ Repost for the leader who needs this Saturday reminder.

💾 Save for next Saturday morning.

🔔 Human-First Leaders: Connect and Follow me, Laurie Banfi, for strategies that help you lead with clarity and confidence.

Your logic comes across hard and they can't hear you.

Hard to admit? - I know.


Here is the paradox I found myself in: 

Because you care, you want to fix it. 

So you bring the data, the plan, and the solution immediately.

And in return? 
→ You get the polite nod. 
→ Zero real acknowledgement. 
→ Zero forward movement.

It's a never ending exhaustion when it feels like you're speaking a different language.

And it's echoed by so many human-first leaders I talk to.


But neuroscience tells us that when your approach makes someone feel uneasy, their brain enters "threat mode." 

Logic bounces right off a threatened brain.

And by "uneasy" I don't mean you are an authoritarian pushing your approach.

I mean you are excellent at what you do. 

To you, their path is clear. 

But for them, they're surrounded by fog.


Here is what I learned working in Oncology about getting your thoughts across:

You don't need better arguments. 

You need to help their nervous system stand down so they can actually hear you.


My Attunement Toolkit to shift from "fixing" to "connecting" (so you can finally move forward):


3  simple scripts to "unlock" a stuck conversation today:

1️⃣ When they are venting/overwhelmed: 

Instead of: "Let's work out a prioritized list to help you." 

Try: "I can hear how heavy this workload feels right now. Before we solve it, what is the one thing causing the most noise for you?"


2️⃣ When they are resisting a change: 

Instead of: "Here are the reasons I've accepted this strategy is good for our team." 

Try: "I know this timeline shift is frustrating. It sounds like you’re worried about quality dropping. Is that right?" (Watch them exhale when you name their fear).


3️⃣ When the conversation is going in circles: 

Instead of: Re-explaining your point again. 

Try: "I feel like we are missing each other here. Let me pause. What is the most important part of this for you that I haven't acknowledged yet?"


Why this works: 

You aren't agreeing with them. 

You aren't caving in. 

You are signaling safety.

Once the brain feels safe (Attunement), 
the logic centers come back online (Solution).


My Formula: 

Safety first. Strategy second.

The Golden Rule: 

Spend the first 2 minutes validating the experience, so you don't spend the next 30 minutes arguing the facts.

Why? 

If you skip the first step, the second step will always feel like a battle.


Which of these scripts do you need most right now?


♻️ Repost to save a fellow leader from circular arguments. 

💾 Save this for your next high-stakes meeting. 

🔔 Human-First Leaders: Connect and Follow me, Laurie Banfi, for practical ways to lead without the burnout.

Scheidt & Bachmann USA, Inc.

With over 3,000 dedicated employees spanning nearly 50 nations worldwide, S&B stands as a global market leader in smart parking operations management. We deliver groundbreaking solutions, from ticketless entry and exit systems to intelligent guidance systems that optimize parking space utilization, and seamless, digital payment processing that transforms the user experience.

The next decade promises unparalleled innovation, and I am honored to lead S&B USA on a transformative journey. We are committed to building an infrastructure that meets the demands of tomorrow’s parking operations, positioning our customers to not just succeed but to dominate the future of smart parking.

Chief Executive Officer of the Parking Solutions Division 

Choice Operations, LLC

Transforming struggling organizations into monuments of operational consistency and efficiency through data exploration, process development, standardization, and operational alignment.

Founder & Consultant

Nutritional Coaching Institute

As the COO of a leading nutritional coaching company, I serve as the second-in-command, providing strategic leadership for day-to-day operations. Collaborating closely with the CEO, I actualize his vision by establishing a robust infrastructure, implementing efficient systems for growth, sustainability, and operational excellence in nutrition and fitness.

My notable achievements within this job role are:

•	Functioning as the chief consultant for nutrition and fitness entrepreneurs, providing expertise in overcoming operational challenges during the scaling process of their businesses.
•	Performed comprehensive P&L reviews with clients, ensuring strategic decisions aligned with precise data-driven insights derived from financial performance analysis.
•	Developed systems, procedures, and tools tailored for high-profile clients to elevate their business management capabilities.

•	Trimmed OPEX by discontinuing non-essential and underutilized subscriptions and services. Simultaneously, negotiated long-term commitment discounts with key service providers.
•	Enhanced the company's BBB rating from D to A+ through the implementation of effective customer complaint resolutions and the establishment of systems to prevent future issues.
•	Leveraged historical data and growth patterns to establish the organization's initial Key Performance Indicators (KPIs) for measuring business performance.
•	Overhauled the organization's data collection, analysis, and reporting processes, enhancing efficiency and effectiveness.
•	Led the initiation of multiple automation initiative, effectively eliminating manual tasks, significantly boosting productivity.

Chief Operating Officer

Precision Painting Plus

In my role as the COO, I offered organizational leadership on a national level ensuring that the day-to-day operations of the company ran smoothly and efficiently. This included overseeing various departments such as human resources, IT, account management, project management, and customer support. I improved management competence, optimized administrative processes, simplified reporting structures, and bolstered the company's internal control systems while fostering a collaborative workplace environment by recommending the ways of better management.

My notable achievements within this job role are:

•	Strengthened vendor onboarding procedures resulting in 100% attainment on documentation requirements.
•	Created scorecards and dashboards providing management teams with faster decision making capabilities.
•	Revamped the onboarding process improving the employee journey and retention rate from 7.9 to 2.3.
•	Refined and established processes and workflows that improved operational efficiency within 90 days.
•	Initiated a culture transformation by breaking down silos and fostering a culture of collaboration.
•	With legal counsel support, drafted and released the company’s multistate employee handbook.
•	Designed and documented 40+ end-to-end business processes paired with an electronic library.
•	Created an IT support reporting system that improved response and resolution times by 75%.
•	Researched and analyzed new business opportunities to support multistate expansion plans.
•	Led the efforts in securing 25 new office locations achieving 100% GMB verification status.
•	Improved expense reconciliation by 60% with the implementation of automated activities.
•	Instituted an employee compliance training program to reduce risk of workplace liability.
•	Formed a customer case escalation process reducing open and aging cases by 20%.
•	Negotiated long term lease agreements that resulted in a cost savings of 15%.
•	Authored a 195 page end-to-end Project Management manual.

In my role as EVP of Operations at Scheidt & Bachmann, I oversaw the company's nationwide operations in the areas of project management, customer service, technical support, contract administration, inventory, finance, and training.

At all times, I was a part of the team that planned out when and how to gather, examine, process, and present financial information.

I also assumed responsibility for establishing the policies and processes that underpin the company's strategic direction and facilitate the achievement of its immediate and distant objectives. 

I led cross-functional teams and was responsible for all budgeting, capital planning, staffing needs, and hiring decisions.

As a subject matter expert (SME), I gathered, cleaned, analyzed, and modeled data for all key business operations, as well as created data reports on customers and the market to manage risks and secure opportunities.

My notable achievements within this job role are:

•	Reduced employee turnover from 18% to 4% with the introduction of training programs and roadmaps.
•	Implemented new inventory control measures that increased availability of in demand components.
•	Restructured Operations departments to meet requirements with regards to timeliness and quality.
•	Traveled to project sites to assist with scope development and monitor quality of project progress.
•	Implemented procedure for compiling, reviewing, processing and reporting project financial data.
•	Launched a quarterly employee reward and recognition program celebrating staff achievements.
•	Led and coordinated the efforts on various companywide continuous improvement initiatives.
•	Built an internal training department and designed the annual employee training program.
•	Conducted studies on inventory demands eliminating over $1MM in nonessential goods.
•	Created new roles that resulted in more efficient management of staff and client needs.
•	Formed an aging due payments collection process reducing AR and bad debt by 75%.

Executive Vice President of Operations

While serving as Vice President of Services, I transformed a struggling project management organization by using Six Sigma and PMBOK principles to stabilize and organize the project team and project portfolio.

Within this job role, I leveraged predictive analytic methods to mitigate losses and increase revenue from current service agreement contracts.

In addition, I led the service department's restructuring efforts and the deployment of the national service contact centers, which resulted in faster response times, more even workloads, and renewed trust from customers.


I was also responsible for spearheading negotiations to extend and revise the terms of the organizations portfolio of service agreements.

My notable achievements within this job role are:

•	Created standardized project management templates for scheduling, scope development, change orders, etc.
•	Designed and distributed companywide PM performance report utilizing PMBOK Earned Value Management.
•	Boosted total contract profit margins from 21% to 64% by standardizing and  refining the renewal process. 
•	Transformed struggling project management organization applying Six Sigma and PMBOK principals.
•	Achieved PM cost management success rate of 90% with data analysis and accountability meetings.
•	Spearheaded an on-line customer portal launch resulting in a 56% increase in service revenue.
•	Implemented formal project management processes based on industry best practices.
•	Composed data reports on customers by market to identify threats and opportunities.
•	Renegotiated poor performing contracts and increased contract revenue by 15%. 
•	Renegotiated unfavorable vendor agreements reducing vendor costs by 40%.
•	Authored an internal 250 page end-to-end Project Management manual.

Vice President of Services

Ericsson

In my role as Project and Program Manager, I oversaw the creation of proposals in collaboration with the architect solution team to ensure that they followed all RFP guidelines.
It was me who would monitor project progress and team performance while continuously analyzing and completing performance reviews.
I was also the primary point of contact (PPOC) for administering budgets, communicating schedules, and consulting on the scope of ongoing projects, as well as preparing financial status reports on all programs and projects.

My notable achievements within this job role are:

•	Created a resource planning tool to aid in the assignment of matrix organization members to work on projects.
•	Drove the production of proposals with architect solution staff to ensure proposals are compliant with RFPs. 
•	Decreased invoice turnaround times using Six Sigma principles to eliminate bottlenecks in processing.
•	Managed a portfolio of large scale multi-million dollar projects through all phases throughout the US.
•	Served on the PMO competency improvement committee and mentored project management staff.
•	Oversaw construction services of new site builds, deconstruction efforts, and vendor site repairs.
•	Prepared and developed financial status reports on all programs and projects.
•	Monitored project team performance and conducted performance reviews. 
•	Coached and mentored newly hired project managers.

Project & Program Manager

Clearwire

In my role as Clearwire's Operations Manager, I steered significant efforts in recruiting, hiring, and training a team of technicians to ensure the successful pre-commissioning and operation of deployment to support the company's first 4G wireless networks in the Boston and Providence markets, ensuring the networks meet on-air launch schedule and supporting Clearwire achieves its milestones.
I was also responsible for keeping track of and reporting on operational and capital costs while managing a fleet of 25 units.

My additional tasks included, managing the construction services for brand new site constructions, monitoring deconstruction operations, and overseeing vendor site repairs.
I also assumed responsibility for the management of inventory of all market materials and equipment, including the monitoring of stock and container levels, as well as recording all stock movements and deliveries in the database and creating periodical reports.
Moreover, I steered efforts towards the implementation of recovery strategies for the infrastructure, switches, and microwaves in the aftermath of various disasters.

Operations Manager

Sprint

As Operations Manager for Sprint, I was In charge of being the go-to person for all matters pertaining to supplies, transport, and suppliers.
I had been monitoring the network operations and preparing reports for keeping senior leadership informed on the status of operational workflow on a regular basis.
In addition to the above job responsibilities, I was involved in reviewing system blueprints and updating them as needed or desired.

Among the selected contribution you will note:

-	Received recognition for maintaining a cost-effective wireless telecommunications infrastructure.
-	Planned and executed wireless projects and network enhancement activities in coordination with technical teams.
-	Facilitated clearing alarms and resolving a wide variety of network faults by leading tiger teams engaged in troubleshooting activities at tower top antennas and backhaul.

Yankee Steeple

Performed general repairs and maintenance on wireless communications towers.
Reviewed the scope of work and construction drawings with Crew Leader.
Reported any deviations from the scope of work/construction drawings to the Crew Leader.
Assisted in verifying that all materials for the project are taken to the job site.
Inspected all PFAS (personal fall arrest systems) prior to climbing.
Attended daily meetings to address daily tasks and safety issues.
Worked assigned maintenance tickets requiring antenna line sweeps & repairs.
Teamed up with other crews within the company to assist in meeting carrier on-air deadlines.
Coax routing, antenna mounting on buildings and towers, along with cellular BTS placements.

Wireless Field Technician

Tri-Wire Engineering

Responsible for installing Cable Television, High Speed Data services, Digital Telephone services and associated peripherals used in a LAN network in subscriber homes or businesses.
Completed scheduled installations, disconnects, and other activities associated with the operation and maintenance of cable, broadband, and telephony systems.
Repaired lines after storm damage and other area line problems, traveled to other areas in emergency situations.
Measured signal strength at amplifiers and at customer's terminal boxes, using field strength meter, and observed set to evaluate reception and determine cause of faulty reception. 
Answered customers' inquiries and complaints and explained cost and operation of cable service, providing hands on technical support and customer service.
Promoted to lead technician for my excellent work ethics and customer satisfaction, responsible for on the job training of new hires.

CATV Technician

Chief Operating Officer • An Ops Obsessed Data Maniac • Process Enthusiast • Numbers Interrogator • Culture Mechanic • Employee Hypeman • Financial Choreographer

Passion is defined as having a strong desire or devotion to some activity or concept. My passion lies in the field of Operations. To achieve mastery in any endeavor, having passion becomes essential, as it ignites an unwavering desire to continuously grow and improve.

I was immediately drawn to a career in operations by the variety in scope and the opportunity to pivot on a daily basis. I've been ops obsessed ever since I embarked on my initial position on the front lines. Starting as an individual contributor, I progressed through various management roles and eventually assumed positions as VP of Operations and COO, and now CEO. Along this journey, I have gained firsthand experience at every rung of the operations ladder, witnessing the essential elements necessary to inspire teams, effectively communicate expectations, and spearhead strategic initiatives.

I consider my three superpowers to be Data, Process and People! 

I'm a data maniac who loves to interrogate numbers of all shapes and sizes until I am told what I need to know. I take pleasure in extracting and evaluating sophisticated data and translating results into understandable terms and actions. Simply put, I tell stories and create action plans with numbers. 

I’m an operations guru, excellent at clearing operational headaches, creating structure and driving organizational alignment. I get a kick out of finding ways to make processes and procedures better, and I have found that the best way to identify areas in need of improvement is to document business processes from end-to-end. I take great joy in creating process manuals and workflows to capture all the activities that are necessary to streamline operations.

I prefer a hands-on approach to leadership. A team buy-in culture is extremely important to me and you do not arrive at that destination by standing on the sidelines. I believe in people empowerment and am always on the hunt to create opportunities that allow for a team stake in the decision making process.

Mentorships and development workshops are opportunities that I take great joy in organizing. It is my experience that the path to building high performance teams is through patience, one-on-one coaching and continuous improvement which can only be achieved when leadership fosters a culture of collaboration and transparency.

Connect with me today or send me an email at jjgaleas@gmail.com I'm always interested in making new professional acquaintances!

Joe Galeas, MBA, PMP

🚀☁️ The future of parking isn't coming, it's here. And, it isn't on the ground, it's in the cloud folks! Legacy servers and paper systems just can keep up with today's tech speed and rising expectations. Entervo Infinite is a true game changer, one that's built for today's pace, and ready for what's next!

CEO • Ops Obsessed Data Maniac • Process Enthusiast • Numbers Interrogator • Culture Mechanic • Employee Hypeman • Financial Choreographer

Parking management is undergoing a fundamental transformation: traditional systems with central servers and paper-based tickets are increasingly reaching their limits. Operators are facing growing demands - from shorter technology cycles and higher expectations for digital services to the need for more efficient processes and reduced hardware and maintenance costs.
With entervo infinite, a cloud-based, state-of-the-art platform is now available that addresses these challenges head-on.
entervo infinite enables the complete digitalization of parking management - reducing costs, increasing efficiency, and opening up new possibilities for future-proof, smart parking operations.
Digitalization is the key to overcoming todays and tomorrow’s challenges in parking management. With entervo infinite, an innovative cloud-native solution is ready to deliver clear benefits for both operators and users -driving the transformation of the entire industry forward.
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