Chris Arnos

About Chris Arnos

I\'ve spent my career building and scaling the service delivery infrastructure behind 850K+ device installations in the telematics and fleet technology industry — from the ground up, through acquisitions, and across six cellular network technology migrations.Over 25+ years, I\'ve gone from field service representative to leading a 51-person, four-country organization delivering 8K new installations, 750 service calls, and 500 de-install/reinstalls monthly. That operational foundation — built through process discipline, kaizen, and continuous improvement — is what enables my teams to absorb disruptions like network migrations (385K+ devices), M&A integrations, and platform sunsets without breaking stride.I\'m the person who gets engaged to develop the operating model, design the organization, build the process, implement the tools, and deliver the result. And when a function is in distress — whether it\'s customer success during a high-risk migration or professional services through a cross-regional reorg — I\'m the one who gets pulled in to stabilize it.I lead lean teams that punch above their weight. I\'m direct, I value clarity over complexity, and I believe most operational problems are measurement problems, handoff problems, or accountability problems that get solved through process and transparency.

Experience

1. Director of Service Delivery

   Teletrac Navman

   Oct 2020 — Present · Chicago, IL, US

   I lead a 51-person service delivery organization across four countries, covering order management, platform provisioning, hardware fulfillment and warehousing, field service, and telco subscription management. The teams deliver around device installations a month, manage service calls a year, and coordinate another de-install/reinstalls. The role expanded to global scope in 2023. In 2025 I redesigned the organization — promoted a strong bench hire into ANZ leadership, narrowed field service and fulfillment focus to US/UK/MX, and kept order management and telco as global functions.Most of this period has been about absorbing disruption without the customer feeling it. Customer order processing time moved from 3.8 days to 1.3 on a 35% leaner team while we worked through the Australia 3G migration volume decline. First-time install success held at 98% through the restructure. We kept roughly devices on-network across four network technology sunsets — Verizon CDMA, AT & T 3G, Telstra 3G, and NZ 3G — and delivered churn reduction targets two years running. A hardware management program I launched around returns and asset recovery delivered $4.6M in Year-1 cash impact and continues to contribute $3M+ annually. In 2025 we delivered 105% of Policy Deployment commitment — more than $4.3M — through the most significant restructure of my tenure.Through this same period I took on Customer Success leadership for roughly 27 months across the AT & T 3G migration rebuild, and Professional Services for six months during a cross-regional reorganization, while continuing to run order management and field service. Those weren\'t organizational reassignments — they were trust-based requests from my leader when a function needed stabilizing. That pattern is a big part of how I think about my work.

Skills

• Management