We’re here to show up, stay aligned, and support Verizon and Frontier priorities, and we will continue doing that while maintaining BAU responsibilities.
That said, the current operating model is becoming highly inefficient due to significant duplication of effort. In many cases, it feels like multiple groups are running parallel versions of the same call, covering the same topics, and producing the same outputs independently rather than consolidating into a single streamlined effort.
From our perspective, this creates unnecessary repetition and makes it difficult to understand why workstreams are not being centralized or aligned into a single execution path. It also results in situations where multiple teams are effectively doing the same work in parallel rather than building once and scaling across groups.
We are also seeing limited alignment between operating approaches. Frontier teams bring established, proven ways of working that are efficient and well understood internally, but there does not currently appear to be a consistent mechanism to evaluate, adopt, or standardize those approaches across the broader Verizon-facing effort.
At the same time, we are being pulled between BAU responsibilities and multiple overlapping Verizon meetings, often without visibility into prioritization or coordination across groups. This creates conflicting expectations and makes it difficult to balance delivery without clearer structure.
We want to be clear—we are engaged and willing to support, but the current structure feels like “too many cooks in the kitchen,” and it’s not clear how decisions are being streamlined or who is accountable for reducing duplication and aligning execution.
We would appreciate clearer direction on meeting structure, decision ownership, and how leadership plans to consolidate parallel workstreams so teams can focus on execution rather than repetition, along with clearer prioritization across BAU and Verizon-led initiatives.