Drew Briggs

About Drew Briggs

I solve the problems that keep operations and service leaders up at night: inefficient processes, margin leakage, inconsistent execution, and organizations that struggle to scale.Over the past decade, I’ve led operational transformations across service, technology, and enterprise functions—turning reactive, fragmented teams into disciplined, measurable, and scalable operations. At Network Coverage, I rebuilt a struggling service organization into a high-performing operational model by applying Lean Six Sigma and modern operating principles:• Eliminated 85% of long-aging backlog within five months• Reduced resolution cycle time by 33%• Designed and scaled a global delivery organization to 140 employees across 13 specialized teams• Increased productive utilization to 80%+ through workflow and capacity optimization• Improved proactive customer engagement by 90% through process redesignMy operating philosophy is straightforward: remove friction, measure what matters, and hardwire accountability into the system. I apply DMAIC rigor to operational challenges—Define, Measure, Analyze, Improve, and Control—to ensure improvements are durable, not episodic.Prior to Network Coverage, I delivered measurable operational and financial outcomes at Pioneer Natural Resources and NCH:• Saved $1.5M in annual man-hours through process optimization and automation• Eliminated 1,400+ hours of recurring manual work via workflow automation• Reduced enterprise database footprint by 52%, avoiding $300K+ in licensing costs• Led Oracle ERP implementations across 15+ countries• Executed cloud migrations to Azure and Oracle Cloud Infrastructure• Reduced delivery lead times from two weeks to six days using agile operating modelsWHAT I BRING:• Business and service operations transformation• Operational excellence and continuous improvement (Lean Six Sigma, DMAIC)• Organizational design, capacity planning, and team restructuring• KPI architecture and performance management• Customer experience optimization tied to operational efficiency• Margin improvement through disciplined executionI’m focused on building durable organizations, not hero-driven teams. I launched and led a company-wide mentorship initiative to develop future operational and technical leaders.Open to conversations centered on operations leadership, business transformation, operational excellence, and center-of-excellence roles.

Experience

1. Director of Service Operations

   NetCov

   Jul 2023 — Present · US

   Co-led enterprise rollout of global ticketing platform migration (ConnectWise → HaloPSA), standardizing intake, workflows, prioritization, and operational reporting• Rebuilt service organization using capacity modeling and KPI-driven performance management to align execution with parent company strategy, financial targets, and operating standards• Designed and launched a 24/7 international operating model to improve delivery continuity, reduce operational risk, and support ~250 clients at scale• Maintained workforce stability while reducing COGS, improving margin performance across all service delivery teams• Drove documentation and process standardization initiatives, resulting in 74% of all SOPs being updated within one year• Controlled COGS through strategic capacity planning and forecasting models supporting resource demand across 13 distinct operational teams• Reduced high-hour, long-aged work-in-progress by 85% in five months through KPI implementation, queue governance, and accountability ownership• Implemented standardized communication operating procedures across subsidiary organization, driving a 90% increase in proactive customer communications• Restructured service organization of ~200 employees into dedicated, book-of-business-aligned teams using Power BI analysis and historical demand trends• Consistently met or exceeded executive-defined KPIs, achieving 100%+ four-week closure rates and sustaining 80%+ billable utilization across all teams• Led company-wide mentorship program initiative, working closely with HR to roll out and establish initial structure• Reduced Average Time to Resolve by 33% and Average Time to Acknowledge by 24% by eliminating process inefficiencies and enforcing operational accountability using Lean methodology• Delivered a 6% increase in realized billable rates by applying Lean principles to remove waste and standardize daily technical workflows

Education

• Southern Methodist University

  BS, Markets and Culture

  2005 — 2008

• Weatherford College

  Associates Degree

  2003 — 2005