PHIL ISETT, MSOL
EXPERIENCE TIMELINE
2002
GENEVA COLLEGE
Beaver Falls, PA
M.S.O.L. Organizational Leadership
GPA: 4.0
Phil completed his graduate studies.
1981
HUNTINGDON TV CABLE CO., INC.
Part-Time Summer Employment
Huntingdon, PA
Phil, a seventh-grader, began to work part-time at the family business, a local cable television operation started by his grandfather in 1962.
Check-out the BACKGROUND TAB to see what motivated Phil to begin his career.
1990
GENEVA COLLEGE
Beaver Falls, PA
B.S.B.A. Business Administration
B.A. Economics
Summa Cum Laude | GPA: 3.98
Phil completed his undergraduate studies.
W.A. Bliss Economic Prize
The Wall Street Journal Student Achievement Award
HUNTINGDON TV CABLE CO., INC.
Director of Business Development
Huntingdon, PA
Customers: 6,500
After graduating from Geneva College, Phil began full-time employment. He established management systems for support processes and customer data.
Local-Origination: Developed two television channels, providing local programming and commercial content. Designed and edited on-air digital and video content.
Digital Media Services: Launched a company subsidiary that focused on designing client presentations. Three video productions were recognized as Telly Award™ Finalists.
"SPOTLIGHT" Show: Premiered and hosted over the 325 episodes of a local program that showcased the people, places, and events of Huntingdon and surrounding areas.
1999
"MASTERING CHANGE"
Phil co-developed and facilitated a change-management workshop for a non-profit community outreach organization. He utilized his M.A.S.T.E.R. Planning Model, a pragmatic approach for affirming an organization's purpose and ensuring alignment of its strategies and tactics.
ADELPHIA COMMUNICATIONS
Operations Manager
Western PA Area | Bedford, Huntingdon, and Lykens Systems
Customers: 24,675 in six counties.
Employees Supported: 28
Huntingdon TV Cable Co. Inc. was sold to Adelphia, and Phil assumed an Operations Manager role in 2000. He assisted the General Manager in planning and executing system objectives for three operations.
Western PA Leadership Conference: Co-developed and presented "Making It Fun," emphasizing the impact positive work environments have on productivity, creativity, and the bottom line.
Western PA Operations Assessments: By request of the Western PA Area VP, facilitated a S.W.O.T. Analysis with Bethel Park, PA system leadership to better understand concerns being raised by employees. In addition, he conducted a similar analysis for the Lykens, PA operation.
2001
ORGANIZATIONAL CULTURE ASSESSMENT
Phil conducted an extensive ethnography study of the Huntingdon County, PA Planning & Development Office, using qualitative research methods and providing his findings to the site's director.
ADELPHIA COMMUNICATIONS
General Manager
Western PA Area | Blairsville System
Customers: 37,200 in three counties.
Employees Supported: 53
Phil managed a cable operation with a $25M annual operating budget, overseeing fiscal, technical, customer service, personnel, and marketing functions.
Northeast Region's PowerPoint$ Incentive Program: Developed a $260k initiative to encourage and recognize superior sales and customer-retention performance.
Western Pennsylvania Area Task Force: Chaired a forum for area field operations, marketing, and affiliated call centers to discuss, debate, and act upon initiatives that would deliver exceptional customer care, maximize revenue, and improve operational efficiency.
2005
ADELPHIA COMMUNICATIONS
Director, Process Improvement
Corporate | Residential Customer Care
Employees Supported: 28
Phil supported the company's customer satisfaction and performance-management strategies and processes. He also assessed and addressed performance gaps in four key areas - internal communications, personnel utilization, customer responsiveness, and operational efficiency.
Policy Standardization: Assisted in the deployment of sixteen (16) national policies and procedures, standardizing expectations for work-order/payment entry, site-survey processing, credit adjustments, and promotion eligibility.
Customer Assistance Tool (CAT): Drove strategy, design, and implementation of an internally-developed, enterprise-ticketing system for issue escalations.
Customer Data Analytics: Led effort to develop a centralized, online data repository, Care Operations Reporting Environment (CORE).
2007
TIME WARNER CABLE
Director, Operations Support
Corporate | Care Support Delivery
Employees Supported: 20
In 2006, Adelphia was purchased and restructured under Comcast and Time Warner Cable, with Phil joining the latter's Customer Care Support Delivery Team. He led the group's Operations Support function, covering (1) project/process management, (2) accounting, (3) business measurements, and (4) call center telecom & technology.
2008 National Help Desk (NHD) Transition Plan: Over a three-month period, provided implementation support to migrate outsourced NHD call volume from U.S. and Canadian-based operations to offshore locations. $7M in savings were realized that same year.
Employee Engagement: Chaired initiatives to improve employee communications and strategic alignment, including the "Taking ACTion: A Response to Employee Concerns" Campaign and the "Living Our Mission Values" Project.
Standardized accounting procedures and centralized online budgeting environment for the department.
ADELPHIA COMMUNICATIONS
Interim Regional Director, Customer Care
Northeast Region
Phil was asked by the Northeast Region's Senior Vice-President to step-in and provide support to call center operations. He reviewed root causes of process breakdowns, communication deficiencies, and unsatisfactory interactions with customers.
Northeast Region Standardization Project: Implemented key customer-support procedures. Developed the “Are You Ready?” deployment campaign, which included designing the training materials around this theme. Conducted Train-the-Trainer sessions.
Northeast Region Customer Assistance Office (NERCAO): Established a centralized, regional support structure to address escalated customer issues in a timely manner.
2004
TIME WARNER CABLE
Director, Care Strategy & Implementation
Corporate | Enterprise Customer Care
Employees Supported: 12
In 2010, Phil transitioned to a new role, developing, communicating, and deploying Residential Customer-Support Strategies. Activities included (1) customer-support model planning, (2) knowledge content and platform management, (3) desktop applications development, and (4) tools adoption.
2010
Employee Engagement: Developed tactics to foster greater communication between Enterprise Customer Care’s three campuses in Buffalo, NY; Charlotte, NC; and Herndon, VA. Designed and distributed “Plugged In” Newsletter. Served as primary facilitator for Quarterly Video Conference Calls.
Digital Conversion Pilot: Designed and implemented a customer-support model for Time Warner Cable’s Digital Conversion Initiative (DCI) Pilot, serving as the blueprint for subsequent migrations. Over 90k pilot customers migrated to all-digital services.
Customer Support Tools: Provided strategic planning and prioritization guidance for $7.1M customer-support applications capital budget.
2011
GEORGE MASON UNIVERSITY
Fairfax, VA
EXECUTIVE LEADERSHIP PROGRAM
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2013
TIME WARNER CABLE
Director, Care Process & Implementation
Corporate | Care Shared Services
Employees Supported: 3
In the Fall of 2013, Phil's focus shifted to process improvement and addressing "customer-experience killers." He (1) provided customer-support model analysis, definition, planning, and execution for new products, services, and operating procedures, (2) supported process efficiency assessment and policy standardization, and (3) deployed call-center impacting projects and process improvements.
PRESENTATION WORKSHOP
Phil was asked to provide a "building-effective-presentations" workshop for employees. Subsequently, he developed and facilitated "M&M's: PowerPoint® Message and Method Tips to Munch On."
2015
2016
CHARTER COMMUNICATIONS
Director, Care Process & Implementation
Corporate | Shared Services Ops Readiness
Employees Supported: 7
In 2016, Time Warner Cable merged with Charter Communications; and Phil became a member of the Shared Services Operational Readiness Team. Phil provided strategic and tactical preparation-planning for initiatives impacting call center operations.
Pricing & Packaging Transition (2016-17): Supported a phased roll-out of Charter's pricing and packaging structure for merger-acquired residential and commercial customers. Within ten months, 43% of customers in these footprints were on the new plans.
Implementation Management (2016): Provided support for ~85 projects, with work related to customer account management, operational assessments, call reduction, product deployments, and policy/procedure standardization.
2017
PROSCI® Inc.
Warrenton, VA
CHANGE PRACTITIONER CERTIFICATION
Phil became certified in Prosci®'s Change Management Methodologies and Tools.
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Customer 360° Suite: Facilitated conceptual design, presentation, and overall program execution for deploying a collection of internally-developed desktop applications to improve customer-support experiences. Implemented to all internal Customer-Service personnel
National Credit & Adjustment Policy and Code Standardization: Led cross-functional team to standardize company’s Residential Customer Care Credit Adjustment Policy. Emphasis placed on real-time customer issue resolution, adjustment limits, and coding standards. Realized 15.9% decline in year-over-year adjustment dollars.
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FULTON BANK
VP, Organizational Change Manager
Corporate | Office of Change Management
In March 2021, Phil received a promotion and began leading Fulton's OCM. He currently partners with Business Lines and Shared Services to create and deliver change solutions that support their business strategies. Phil promotes a high-performing change management culture through the development of change management plans, learning programs, methodologies, and tools.
2018
FULTON BANK
Senior Change Management Partner
Corporate | Office of Change Management
In May 2018, Phil joined FFC's Office of Change Management. This group consults and collaborates with company stakeholders in the development of change management and change leadership initiatives, ensuring the organization maintains high-performance during times of change.
2021