Thomas Lochner

Experience

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  PARTNOW, SHARROCK & TINDALL/CONDON, PARTNOW & SHARROCK, HELEN, PARTNOW & CONDON

  Jun 1987 - Jan 1998

  Senior Legal Assistant/Specialist

  Created a model which estimated the royalty owed by the producing interests on the North Slope. The model included multiple variable inputs to calculate the appropriate price or value of Alaska North Slope crude oil. The spreadsheet was used to brief the Governor, the Governor's Oil and Gas Policy Counsel, and the Legislature.Prepared and tracked an operating budget to litigate Department of Natural Resources and Department of Revenue claims of over $1.5 billion dollars for royalties and taxes owed on oil and gas produced from State lands. Worked directly with the managing partner on the preparation of monthly budget performance reviews to ensure that the tax matter stayed within the projected budget. Recommended changes in the budgetary allocations to ensure that necessary work was completed while not compromising the integrity of the State's cases.Audited all in-house bills as well as sub-contractors bills for accuracy. Created video, still graphic, and exhibit imaging used in the Alaska North Slope (ANS) Royalty Litigation and the SOA's "Formal Tax Hearings." Provided all in-hearing electronic presentation support for the State of Alaska.Organized and supervised crews of between 10 and 20 on document processing and coding projects involving over 1,250 boxes of documents. Show less

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  Alaska Communications

  Jan 1998 - Aug 2016

  Owned and drove the development of ACS' Hosted IP voice product line. Directed the product life cycles of ACS' enterprise product suites. Directed team responsible for creating new product lines. Successfully matrixed with Sales, Marketing, Operations and Engineering to develop products. Managed product lines to revenue targets. Final authority on all large bandwidth opportunity pricing. Created an efficient pricing and discount structure matrix to ensure the companies margin targets balanced against the pricing the sales team wanted to quote. Increased Enterprise revenue by 78% (check this) Streamlined both the product development and carrier contract processes. Reduced turnaround times by 18% and 60% respectively. Show less Made recommendations to the Executive team on appropriate courses of action based on the economic impact of pivotal product lines and critical business operations. Managed the Voice over Internet Protocol (VoIP) Enhanced 911 vendor negotiations and implementation, broadening revenue by 14%. Developed models and made practical and economical recommendations for providing "Best in Class" customer service. Successfully predicted labor resource allocations in the call centers.Developed manageable, reasonable, and automated performance metrics to balance the economic needs of ACS with the service needs of ACS' customers. Drove labor expense down by 5% while maintaining an acceptable service level.Director, Customer Support and Network Monitoring Show less Directed four major departments within ACS: Dispatch, Wireline Repair, 2Wire Switch Testboard, and Internet Technical Support. Fully utilized the company's trouble ticketing system and Internet Protocol phone system to chart and understand customer call trends, developed algorithms to predict call volumes, and evaluated staffing levels accordingly. Reduced call abandonment by 26%; reduced call wait times by 40%Integrated ACS' repair process from first call to final resolution, optimizing efficiency of staff, and brevity of customer inconvenience while maximizing the educational value via a knowledge-base system. Increased first call resolution by 7%Reduced product churn from 3.7% to 2.2% by revising the product collateral and customer setup disk for the ACS flagship DSL product. Additionally developed product literature for ACS' Internet products Show less Directed call center, quality management process improvement, and change management managers, covering order taking, billing and collections for all State of Alaska telecommunications covered under the State's comprehensive Telecommunications Partnering Agreement. Reduced order completion time for SOA telecommunications orders by 77%.Directed ISO 2001 quality management process certification of the service center.Directed the inventory of all State of Alaska's non-large Nortel PBX (option 81 and option 61) lines. This included approximately 4,000 lines in every state agency in every rural Alaskan community not on the state's three large PBXs (Juneau Show less Managed the Outside Plant Engineers and "Cutsheet" writers in Anchorage, Juneau, Fairbanks, and Kenai.Ensured optimization of the copper and fiber plant within the constraints of the capital and expense budgets.Standardized methods and records throughout the ACS system. Drove engineering and budgeting efficiency with Outside Plant EngineersComplete all scheduled work for the SOA/DOT and private developers (subdivisions) on time and on budget.With the legal department, ensured that the tariffs and policies of ACS were adhered to for the protection of ACS and its customers. Show less Prepared one, three, and five year network plans for the Central District (Anchorage and outlying areas).Worked with Network Planners for the other three districts to coordinate standardization throughout the ACS system. Implemented, with Outside Plant (OSP) and Inside Plant (ISP) engineering, long-term plant upgrades and retirement schedules for Anchorage.Created the ACS' copper plant-fill policy. Defended the policy to the Hearing Officer adjudicating the Unbundled Network Elements cases for Fairbanks and Juneau.Created a Plant Economic Feasibility model for all districts to evaluate various plant options. Including but not limited to single copper lines, larger copper cables, fiber, and digital electronics. Show less Created successful costing models to evaluate the product line profitability of ACS/ATU's regulated services.Developed pricing for ACS' broadband service offerings.Created all back-office calculations for the ACS 7.2 Unbundled Network Element model.Evaluated HAI, BCPM and HCPM costing models. Worked with Outside and Inside Plant engineers and ACS' consultants to develop ACS specific incremental pricing and engineering inputs for the various models.Evaluated new residential and business promotional offerings for profitability.Evaluated APUC assessment of a $1 million claim against ATU for untariffed services. Proved that the actual damages amounted to less than $100,000. Levy was reduced accordingly. Show less

  • Sr Manager, Carrier Sales

    Jan 2012 - Aug 2016

  • Director, Enterprise Product Development

    Mar 2009 - Dec 2011

  • Financial Analyst, Expert level

    Mar 2006 - Mar 2009

  • Director, Customer Support and Network Monitoring

    Jan 2004 - Mar 2006

  • Director, State of Alaska Telecom Partnership Service Center

    Jun 2003 - Jan 2004

  • Manager,Statewide Microwave Systems

    Oct 2002 - Jun 2003

  • Manager, Network Planning and Outside Plant Engineering

    May 2002 - Oct 2002

  • Senior Network Planner

    Jan 2000 - Apr 2002

  • Senior Product Costing Analyst

    Jan 1998 - Jan 2000
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  Arctic Slope Telephone Association Cooperative (ASTAC)

  Sept 2016 - Sept 2022

  • Evaluate and mitigate corporate risk• Develop corporate strategic plan to evaluate and determine, threats, risk, opportunities, and strengths,• Evaluate workforce for efficiencies, equity, inclusion, diversity to improve ASTAC’s overall positive impact in the communities,• Define objectives to gain market share and maximize profitability and execute plans to make those objectives achievable. • Matrix into leaders across the organization to take advantage of ASTAC and ASTAC Broadband, LLC's core competencies, and • Recognize when strategies under consideration do not align with those competencies and therefore represent undue risk. Show less As the Director of Strategic Development, I investigate and pursue value propositions associated with product or corporate acquisitions, introducing new services to markets, and expanding into new markets or strategic customer segments. I also define objectives to gain market share and maximize profitability and execute plans to make those objectives achievable. By partnering with leaders across the organization, it is my responsibility to take advantage of ASTAC and ASTAC Broadband, LLC's core competencies, and recognize when strategies under consideration do not align with those competencies and therefore represent undue risk. Show less

  • Chief Strategy Officer (CSO)

    Jan 2022 - Sept 2022

  • Director of Strategic Development

    Oct 2020 - Dec 2021

  • Director, Business Development/Sales

    Sept 2016 - Oct 2020
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  AdvisoryCloud

  Oct 2020 - Sept 2022

  Advisor
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  State of Alaska, Department of Commerce, Community and Economic Development

  Sept 2022 - now

  Director, Alaska Office of Broadband

  Expand broadband access and digital equity in the state through federal, tribal, and local partnerships; focus on broadband infrastructure projects that meet certain speed, latency, reliability, and scalability requirements, while maintaining technological neutrality within those requirements; identify scalable and sustainable technologies that meet the needs of state residents into the future and support broadband equity and affordability for all state residents. Prioritize broadband service expansion, by developing procedures for issuance of grants, make grants to eligible grantees and prioritize grants to grantees with in-state experience, qualifications, and expertise needed to deploy, operate, repair, and maintain broadband infrastructure, in the following order of the following priority: 1) unserved areas (Broadband less than 25Mbps download and 3Mbps upload; 2) underserved areas (25Mbps and 3Mbps upload, but less than 100Mbps download and 20Mbps upload; and 3) anchor institutions (a school, library, health care facility, health care provider, public safety entity, institution of higher education, public housing organization, community support organization, or other entity that facilitates greater use of broadband service by low-income individuals, unemployed individuals, or elderly individuals). Develop a procedure for adoption of broadband service maps that 1) incorporates the Federal Communications Commission maps developed in accordance with P.L. 116-130 (Broadband DATA Act) to define unserved and underserved areas; 2) allows for broadband parity adjustments; and 3) provides for a process to challenge adoption of broadband service maps, including a public notice and comment period. Review and consider the recommendations of the Statewide Broadband Advisory Board. Show less