Background
A national telecom infrastructure provider was expanding rapidly across the U.S., delivering dark fiber and broadband services. With operations spanning four major regions and a growing portfolio of Outside Plant (OSP) construction projects, the company faced mounting pressure to deliver consistent, high-quality service while managing complex regulatory, financial, and operational demands. Leadership recognized that fragmented project management practices and siloed regional operations were stifling growth and exposing the company to risk.
At a Glance
What Mattered Most
Unify regional construction teams under a single delivery model to improve operational efficiency, reduce financial reconciliation time, and provide leadership with real-time visibility into risks and performance
What We Noticed
Key Metrics
under a unified
delivery model
status update cycle
PMs, & Engineering
staff trained
Command Center
interactive
dashboards
Challenge
The organization struggled with inconsistent project execution, limited visibility into field construction activities, and a moderate level of standardization. The COO desired real-time insights into project status. Regional teams used different tools and methods. End of cycle financial close-outs were manual and time-consuming, and morale was affected due to poor collaboration. Leadership also wanted their investment in a new Project Management Information System (PMIS) to deliver strategic value.
Solution
RW King partnered with the client to lead a two-phase transformation focused on PMIS adoption, operations standardization, and team effectiveness.
- Conducted “Insight Interviews” with VP, COO, Engineering, and Construction teams to identify gaps and opportunities
- Led and “What’s Possible” workshop to identify concerns, opportunities, clarify next steps
- Conducted process and requirements workshops with OSP SMEs from pre-sales engineering, Finance, Construction, and management
- Standardized construction lifecycle model across four U.S. regions; unify planning, engineering, construction, close, key milestones
- Designed and configured a PMIS tailored to organization’s unique construction workflows
- Developed dashboards and reporting tools to provide real-time visibility into project status, risks, and financials.
- Led adoption and change management, including executive debriefs, group training, 1:1 coaching, weekly office hours
- Drove weekly status update rhythm ensuring project leadership received timely updates
- Created 360° view of Operations: including schedules, Right-of-Way, and financial data
Outcome
OSP teams gained a clear understanding of their roles and responsibilities, while executives obtained better control over project outcomes. This maturity in project delivery capabilities allowed all participants (Sales, Operations, Finance, Customer Service, etc.) to view project status, plan strategically, be well-prepared, and understand their contributions.
- Unified national operations under a standardized project management framework, improving delivery predictability and financial performance
- Reduced month-end financial close-out time by days, accelerating cash flow and customer invoicing
- Executive 360-degree activity view: Enabled end-to-end visibility across all construction activities, from sales handoff, to light up, to financial close
- Empowered leadership with proactive decision-making via real-time dashboards and drill-down insights
- Elevated PM maturity from Level 1 to Level 3, enabling consistent delivery and cross-regional collaboration
Conclusion
With embedded project governance, real-time analytics, and change leadership, Operations gained the control and visibility needed to deliver with precision—nationwide. The result: a scalable, resilient engine that accelerated growth and helped drive a $1B acquisition.
