Bryan Flores.
Commercial Strategy · Customer-Centric Transformation

Making the hidden economics of customers legible — then acting on them.

Bryan Flores builds the measurement artifacts that change how executives, boards, and capital sponsors allocate — and uses the resulting clarity to reshape commercial strategy, operating models, and go-to-market execution at enterprise scale.

Ventura, California · bjflores@gmail.com · Two decades of work
Positioning

Operator-strategist at the intersection of commercial, operational, and capital decisions.

Two decades as the trusted counterpart to CEOs, CFOs, CMOs, COOs/CCOs, Presidents, and private-equity and venture sponsors during consequential moments — M&A integrations, debt restructurings, PE carve-outs, and strategic repositioning.

Bryan operates at the intersection of Marketing, Operations, Customer Experience, Product, Data & Analytics, and Enterprise Value Creation — routinely pulled across functional lines because he is the person leaders trust to see the whole system, not just his lane.

“A rising tide lifts all boats.” Bryan's defining strength is designing and operationalizing systems that connect customer behavior → unit-level business economics → enterprise value — systems that elevate employees, customers, and the broader organization at the same time.
Career Signature

Five patterns repeat across every chapter.

Individually each is a capability; together they are the through-line that explains the impact.

i.

Polymath operating across role boundaries

Formal titles consistently understate scope. 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 to a GVP scope spanning six operating pillars plus product roadmaps and pricing/packaging at the CMO's request.

ii.

Measurement artifacts that outlive the engagement — and reshape markets

In every operating role, built a measurement system or analytical framework that made previously-hidden economics legible to senior leaders. Multiple artifacts went on to shape the industry itself — productized by vendors, adopted as industry-standard telemetry, or redirected enterprise-scale capital programs.

iii.

Trusted counterpart to C-suite leaders and capital sponsors

Partnered directly with CFOs and CMOs on commercialization strategy; with COO/CCOs on company direction; with a Bain-partner CMO and then the CEO on Frontier's fiber-vs-copper investment thesis; and biweekly, then monthly, with Apollo partners on Brightspeed transformation plans — all without holding the C-title.

iv.

Referral-driven trajectory

Nearly every major career move has come by way of a senior leader who wanted to work with Bryan again: former TWC CIO referred him into Frontier; former Verizon SVP recruited him into Brightspeed; Invoca's CEO recruited him as a repeat presenter and host; Apollo has since asked about additional portfolio-company engagements.

v.

Direct marketing as career through-line

DM is the entry point and the thread: Claritas-backed household segmentation at TWC → Eagle:XM's industry Relationship Enrichment Program → Frontier's ground-up DM rebuild with Invoca speech-analytics attribution on 1st-party data, closing the loop from mail drop to inbound call to conversion to lifetime value.

Selected Work

Five chapters, one through-line.

Customer behavior → unit-level economics → enterprise value. The shape of the problem varies; the operating pattern does not.

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

Recruited personally by the former Verizon SVP who had seen his retention-center redesign firsthand. Built 60-day cost-transparency artifacts — customer value chains and fixed/variable cost decompositions — that exposed where the company was blind to its own spending. Became direct strategic interlocutor to Apollo partners (biweekly, then monthly).

  • Redesigned the operating model for ~6M annual customer interactions across calls, chat, text, social, and field. The only program delivering against predicted commitments; the President of Consumer oriented her entire 2024 compensation to this program's improvements.
  • Built the four-pillar Voice-of-Customer system (Capture / Contextualize / Score / Utilize) and a lightweight high-frequency CX measurement system that moved baseline CSAT and surfaced systemic process gaps.
  • Initial enterprise customer of Google's Contact Center AI — engaged directly in shaping CCAI's product design and feature set from the deploying-enterprise side.
  • Declined an expanded CX remit on judgment grounds — the organization lacked the upstream enablers required. After his separation, a majority of the C-suite turned over within 90 days; Apollo continues to inquire about further portfolio engagements.
2016 — 2022Frontier Communications

Group VP, Marketing & Strategy

Entered with underdeveloped marketing capability · left a company repositioned for strategic re-acquisition by Verizon · 8M+ homes reached with fiber during tenure

Joined as AVP over Media; built a predictive acquisition/retention model at ~3% margin of error. When the incumbent CCO dismissed the work and the Head of Marketing backed it, the CCO was replaced within 90 days. When the new Bain-partner CMO met the five VPs in his org, all five pointed back to Bryan — he was elevated to GVP above his former boss on the strength of that consensus. Presented the fiber-vs-copper economics directly to the CEO; within 90 days, that CEO was replaced. The successor leadership adopted the strategy wholesale; debt restructuring and fiber-focus repositioning followed.

  • Customer-level margin & profitability framework — foundational analytical IP that anchored the fiber-vs-copper investment thesis and became the case the executive team used to govern capital allocation and company direction.
  • Productive Media Measure (PMM) — dynamic fiber-density × serviceability index refreshed daily, with a 25% threshold governing paid-media on/off across Shared Mail, Digital, Mass Media, OOH, and D2D.
  • Market Pricing Unification — consolidated 21 of 25 states to statewide unified fiber pricing; only 4% of 4.3M fiber-capable addresses experienced any change, with projected annualized revenue impact of ~$10K loss in exchange for dramatic alignment with zip- and DMA-level media.
  • Commercial mix model with Analytic Partners incorporating flowshare — media-channel-level marginal CAC resolving attribution-stealing versus true incrementality, refreshed near-real-time.
  • Red Ventures paid-social program with holdout-based MMM — high-velocity version testing paired with test/control holdouts so that media-mix modeling resolved true marginal contribution, not correlational lift.
  • Movers-vs-switchers demand decomposition — deconstructed flowshare into organic (moving-in) and inorganic (switching) demand; established win-share as a common yardstick for market-level accountability.
  • Direct-mail rebuild with Invoca speech-analytics attribution on 1st-party data — multivariate testing on creative and offer; non-conversion calls converted into a remarketing signal.
  • Unsupervised ML pattern detection (pre-LLM) — algorithmic surfacing of patterns across operational and customer data to refine process and program design.
2011 — 2016Verizon

Group Manager, Consumer Marketing & Strategy (California)

Credo Award · BTS Leading for Results winner · Verizon Lean Six Sigma Green Belt

Hired to bring the strategic capability the regional marketing organization lacked. Remained at Group Manager level by choice — declined relocation to NJ — and was given exceptional trust, freedom, and scope by the regional president in exchange. Title lagged scope deliberately.

  • Proposed and co-developed the speech-analytics churn-risk scoring model with Nexidia (now NICE) data scientists inside a redesigned retention call center as his VLSS Green Belt project. Nexidia productized the approach afterward. Won the Credo Award.
  • Originated flowshare — longitudinal IP-based provider-switching measurement — which Verizon later productized with Commlink/OpenSignal as industry-standard telemetry.
  • Created the FiOS TV Challenge free-month promotion that proved long-term retention beat higher monthly charge for CLV — changing how the business thought about retention ROI.
  • Proposed and implemented a CA price-migration program: lowered prices on many packages while generating a 10% lift in average monthly revenue via up-tier pathing.
  • Selected into the Leading for Results top-talent cohort; team won the 2-day simulation competition.
2009 — 2011Eagle:xm

Sr. Director, Strategy & Solutions

Cable-industry direct-mail execution agency printing and mailing for most US cable operators

Recruited out of TWC to productize his Customer Touchpoints IP — the next-best-action lifecycle framework he had built on the operator side — into the agency's flagship Relationship Enrichment Program. A next-best-action engine integrating call-center, field, billing, and sales interactions into a unified customer-event model that triggered DM sequences.

  • ~5× predictive lift over traditional triggers; correctly anticipated ~78% of voluntary churn in 8-week windows.
  • Sold to Comcast, Charter, Cox, CableONE, Bresnan, Mediacom, and HBO.
  • Established the pattern: the enterprise operator a strategic vendor recruits to shape product and reposition services to the buyer community.
2001 — 2009Time Warner Cable

Product Leadership → M&A Integration → LA Turnaround

Launched DVR, VOD, SVOD · PMO on $17B Adelphia/Comcast integration · LA Division turnaround

Early career at the intersection of consumer-behavior change, technology commercialization, and go-to-market strategy — helping bring time-shifted viewing into the mainstream. Appointed by the CMO as PMO for the marketing and operations integration of the ~$17B Adelphia and Comcast properties acquisition. What began as a PMO assignment became a multi-year commercial turnaround.

  • Investigated a $100Ms revenue miss in LA after the West Region president rejected external help. Built a diagnostic tool that localized the miss to pricing/packaging misalignment; the regional president was replaced as a consequence.
  • Partnered with CFO and CMO to redesign commercialization strategy; after creditors and debtors ratified the new strategy, partnered with incoming Sales leadership to build the GTM approach end-to-end.
  • The data architecture rebuild required to diagnose LA became a north star for the enterprise — redirecting a $200M enterprise program.
  • Customer-level monthly margin metric (built with Finance and Data Architecture) exposed value-destructive pricing behaviors and authored the defensive strategy vs. Verizon FiOS. The underlying measurement IP was subsequently productized industry-wide as the Relationship Enrichment Program.
Scale & Complexity

The rooms these decisions are made in.

$17B
M&A integration PMO lead — Adelphia / Comcast properties into Time Warner Cable
$200M
Enterprise data-architecture program redirected on the strength of the LA diagnostic
~$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
Advisory & Governance

Where he sits on the other side of the table.

External advisory

Invoca — Customer Advisory Board Former

B2B SaaS · Conversation intelligence · Bonfire Ventures-backed

Served as a deploying enterprise customer during GVP tenure at Frontier. Meaningfully shaped Invoca's product offering. Personally engaged by the CEO to present at the company annual meeting and to reframe Invoca's services positioning to its client base. Guest of the CEO at Upfront, the LA VC summit.

Google Contact Center AI — Early Enterprise Customer

Product-shaping input during the Brightspeed deployment

Brightspeed was among the initial enterprise customers of Google's CCAI. Engaged directly in shaping CCAI's product design and feature set from the deploying-enterprise side — another instance of the vendor-product-shaping pattern.

Board & founder roles

JoyFindr Inc. Founder

Founder, Chief Joy Cartographer · 2019 — present

Human-centered venture focused on purpose, meaning, and wellbeing. Reflects the through-line belief that improving employee and customer capability improves customer experience, which improves enterprise outcomes, which benefits communities.

Liminal Church CFO

Finance and governance

Ventura Robotics Booster President

501(c)(3) nonprofit supporting local robotics programs
Recognition & Training

Formal markers. The work is the record.

Credo Award — Verizon

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

Leading for Results — Verizon / BTS

Top-talent simulation cohort (60–100 leaders annually). Bryan's team won the 2-day senior-leadership simulation competition.

Verizon Lean Six Sigma — Green Belt

Green Belt project became the retention center redesign that produced both the Credo 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.

The work is a conversation. Start one.

Open to exec operating roles in commercial strategy, transformation, and customer-centric GTM; to PE/VC operator and board engagements; and to advisory and Customer Advisory Board memberships where a deploying-enterprise perspective sharpens the product.

Email Bryan