Bryan Flores — Commercial Strategy & Customer-Centric Transformation

About

I work where commercial strategy, operations, and capital decisions actually meet.

I've spent two decades as the trusted counterpart to CEOs, CFOs, CMOs, COOs/CCOs, Presidents, and PE and VC sponsors during consequential moments — M&A integrations, debt restructurings, PE carve-outs, and strategic repositioning.

I've worked across Marketing, Operations, Customer Experience, Product, Data & Analytics, and value creation — routinely pulled across functional lines because leaders wanted someone who would see the whole system, not just one lane.

“A rising tide lifts all boats.” The work I'm proudest of connects what customers are actually doing to the unit economics underneath it — and uses that connection to lift employees, customers, and the business at the same time.

The Pattern

The things that keep showing up.

My titles have always understated the scope

I've been pulled across Marketing, Operations, Product, Pricing, Finance, Network, CX, Data Architecture, and IT. A Marketing PMO role at TWC became a CFO/CMO-sponsored commercial turnaround. A VP remit at Frontier expanded into a GVP scope covering six operating pillars plus product roadmaps and pricing/packaging.

ii.

I build measurement systems that outlive me

In every operating role I've built a measurement system or analytical framework that made previously-hidden economics visible to senior leaders. Several went on to shape the industry — productized by vendors, adopted as industry-standard telemetry, or used to redirect enterprise-scale capital programs.

iii.

I'm the strategy partner C-suite leaders keep in the room

I've partnered directly with CFOs and CMOs on commercialization strategy; with COO/CCOs on company direction; with the entire c-suite on Frontier's fiber-vs-copper investment thesis; and then monthly with Apollo stakeholders on Brightspeed transformation plans.

iv.

Being someone people can count on

The work I try to do is the kind senior leaders remember in consequential moments — reliable, useful, and straight with the hard truths. The pattern that follows: vendors and partners I worked with on the enterprise side have, more than once, recruited me to join them afterward. And across Verizon, Frontier, and Brightspeed, the leaders I worked for and the people who worked for me regularly look for ways to work together again.

Direct marketing is where I learned commercial measurement

It's been the thread through every role: Claritas-backed household segmentation at TWC, then Eagle:XM's industry Relationship Enrichment Program, then Frontier's ground-up DM rebuild with Invoca speech-analytics attribution on 1st-party data — closing the loop from mail drop to site visit to inbound call to conversion to lifetime value.

The Work

Three chapters, plus the years that seeded them.

2023 — 2025Brightspeed

Head of Transformation & CX Strategy

Apollo-owned carve-out from Lumen · ~6M annual customer interactions in scope · ~$40M profitability lift in 12 months

An Apollo-owned carve-out from Lumen. I was brought in to lead a contact-center transformation covering roughly six million annual customer interactions. My first sixty days I spent mapping where the business was spending money it couldn't see — cost-transparency work that made me a standing counterpart to Apollo's operating partners. The transformation program was the only one in the portfolio delivering against its commitments.

2016 — 2022Frontier Communications

Group VP, Marketing & Strategy

I came to Frontier in 2016 through its acquisition of Verizon's wireline operations in California, Florida, and Texas — I'd been running consumer marketing and strategy on the California side. Six years later I left as Group VP over Marketing, Strategy, Pricing, and a handful of adjacent functions. The work that mattered most was building the customer-level economics the company hadn't seen before — fiber versus copper, market by market, channel by channel — and turning it into the case the executive team used to decide where to invest. That case anchored the strategic reset that preceded Frontier's debt restructuring and its repositioning around fiber. Eight million homes were reached with fiber availability during my tenure; the company was later positioned as a strategic re-acquisition target for Verizon.

2011 — 2016Verizon

Group Manager, Consumer Marketing & Strategy (California)

I ran consumer marketing and strategy for Verizon's California region; title lagged scope because I'd declined to relocate to New Jersey. Two pieces of work from this chapter outlasted the role: a speech-analytics churn-risk scoring approach I proposed and co-developed with Nexidia's data scientists inside a redesigned retention call center, which Nexidia productized into their commercial offering afterward; and flowshare — a longitudinal IP-based measurement of provider-switching that Comlinkdata later productized (and was subsequently acquired by OpenSignal) as industry-standard telemetry. On the commercial side, a California price-migration program I designed lowered prices on many packages while lifting average monthly revenue ten percent through up-tier pathing.

2001 — 2011Earlier Roles

Time Warner Cable & Eagle:xm

Before Verizon, eight years at Time Warner Cable. I started in product: DVR, VOD, and SVOD were brand-new categories and consumers hadn't yet lived with time-shifted viewing, so the work was as much about making the category approachable as it was about launching the products. I served as Co-Chair of CTAM's VOD Council during that period, helping develop the industry-wide brand that explained time-shifted viewing to consumers. From there I moved to PMO lead on the $17B Adelphia/Comcast integration, then to a commercial turnaround in Los Angeles. Between TWC and Verizon, two years at Eagle:xm commercializing a next-best-action lifecycle framework I'd built operator-side into the Relationship Enrichment Program — offered to service providers in the US cable industry.

The Impact

The scale I've worked at.

$17B

M&A integration PMO lead — Adelphia / Comcast properties into Time Warner Cable

$1B

Incremental revenue over three years from new product launches at Time Warner Cable

~$40M

Profitability lift in 12 months on the Brightspeed contact-center transformation

~6M

Annual customer interactions in scope across calls, chat, text, social, field at Brightspeed

8M+

Homes reached with fiber availability at Frontier during tenure

25 → 1

States consolidated from multi-tier census-block pricing to statewide unified fiber pricing

10%

Lift in average monthly revenue on reshaped CA product/pricing matrix at Verizon

~3%

Margin of error on the predictive acquisition/retention model at Frontier

Writing & Conversations

Working the ideas out in public.

Most of my work lives in the gap between what a system assumes about people and what people do. These are a few places I've worked through it, in writing and on mic.

The Survivors Essay

Medium · September 2026

Averages tell you who you had. They rarely tell you who stays. Telecom operators model fiber payback on average tenure and revenue, and those averages hide a copper base made of the customers who never left. About a third will move on their own... most of the rest need a reason.

You Are Not Your Thoughts: Expression, AI, and the Lost Art of Perception Podcast · Co-host

Chasing Joy, Ep. 47 · May 2026

Spencer Fischer and I on what happens to an economy built on attention once AI makes content nearly free to produce, and why I expect large language models to start eating into search.

Cognitive Surrender: When AI Starts Thinking For You Podcast · Co-host

Chasing Joy, Ep. 45 · May 2026

Cognitive load, fast and slow thinking, and how much of marketing leans on the mental shortcuts people use to get through a day. The faster the stimulus, the more we lean on them.

How To Use Data To Create Personalized And Scalable Experiences Podcast · Guest

The Modern Customer Podcast with Blake Morgan · as GVP Marketing & Strategy, Frontier

Every customer expects the same baseline (reliable service at a fair price), and each one needs something a little different on top of it. We talked about using data at both levels, and about putting customer history and regional trends in front of frontline reps so they could personalize at scale.

Understanding Organic Demand in the Broadband Industry Essay

Medium · December 2022

Most broadband sales come from people who move, and moves are getting rarer. Chasing switchers with discounts and speed upgrades buys growth that wears down margin, which is why organic demand deserves its own measurement.

More on Medium · All Chasing Joy episodes

Advisory

Helping shape product from the customer side.

Invoca — Customer Advisory Board Former

B2B SaaS · Conversation intelligence · VC-backed

As a deploying enterprise customer during my time as GVP at Frontier, I sat on Invoca's CAB — shaping the product with real-world deployment feedback and helping the company reframe its services positioning to its client base.

Google Contact Center AI — Early Enterprise Customer

Product-shaping input during the Brightspeed deployment

Brightspeed was among the initial enterprise customers of Google's Contact Center AI. I worked with Brightspeed's internal IT team to design the workflows and features that our developers then built with Google.

Board & Founder Roles

Work outside the day job.

JoyFindr Inc. Founder

2019 — present

A life navigation system I've been building since 2019. Most technology is tuned to capture attention; JoyFindr is my attempt at the opposite — technology that helps people notice their own patterns and align their choices with what actually matters to them.

Liminal Church of Ventura CFO

Finance and governance

Ventura Robotics Booster President

501(c)(3) nonprofit supporting local robotics programs

Recognition & Training

Recognition and training.

Credo Award — Verizon

Retention call-center redesign with the Nexidia speech-analytics churn-risk scoring model I proposed and co-developed.

Leading for Results — Verizon / BTS

Top-talent simulation cohort of 60–100 leaders annually. My team won the 2-day senior-leadership simulation competition.

Verizon Lean Six Sigma — Green Belt

My Green Belt project became the retention-center redesign that produced both the Credo Award and the industry-productized churn-scoring IP.

B.S., Economics

University of Southern California · 1997 — 2000

Industries

Telecommunications (primary, ~25 years) · Media & Entertainment · B2B SaaS / VC-backed enterprise technology · Private-equity carve-outs and transformations.

Functional depth

Marketing strategy and execution · Commercial mix modeling and marketing measurement · Pricing and packaging · Product commercialization · CX operating models and VoC · Unit-economics frameworks · Contact-center redesign · M&A and carve-out integration · Organizational design · Executive customer programs / CABs · AI and LLMs applied to interaction analytics.

Let's talk.

I'm open to executive operating roles in commercial strategy, transformation, and customer-centric GTM; to PE and VC operator and board engagements; and to advisory or Customer Advisory Board roles where the vendor wants a customer in the room who has actually deployed the thing.

Not ready for a conversation yet? Connect with me on LinkedIn and we can pick it up when the timing is right.

Email me Connect on LinkedIn

I make hidden customer economics visible — then help reshape the business around what shows up.