Ting's fiber install process required manual phone calls to schedule customer appointments. Onboarding team would call customers multiple times to schedule, manually copy details to spreadsheets, Google Calendar, and Slack. This was time-consuming, unreliable, and couldn't scale.
Phase 1: Accelerated Scheduling (SHIPPED - Q1 2023)
- Identified the scalability constraint: manual phone scheduling
- Couldn't get full self-scheduling approved immediately (org resistance — customer support valued phone calls as brand differentiator)
- Designed intermediate solution: automated SMS sent immediately after order placement
- Coordinated across IS, Care, and Field Ops teams to build and ship
- Built WoW dashboard to track results
Results:
| Week | Orders | SMS Sent | Eligible % | Responses | Response Rate |
|------|--------|----------|------------|-----------|---------------|
| 12 | 248 | 95 | 38.3% | 36 | 37.9% |
| 13 | 225 | 97 | 43.1% | 36 | 37.1% |
| 14 | 312 | 169 | 54.2% | 58 | 34.3% |
Phase 2: Self-Scheduling Discovery (Q2 2023)
- Led discovery with Design, Research, IS, and Field Ops (NEFO)
- Technical feasibility work with ServiceMax, Amazon Lambda
- Created manual baseline reports to justify investment
- Defined pilot scope: 100 customers in North Carolina markets
Phase 3: Self-Scheduling Pilot (Q3 2023 - planned)
- Designed pilot criteria and success metrics
- Transitioned to IS/Migration team before pilot launched
"I identified a scalability bottleneck in our fiber installation scheduling — we were manually calling every customer to book appointments, which was time-consuming and didn't scale with our growth. I couldn't get full self-scheduling approved immediately because the org valued phone calls as a brand differentiator. So I broke it into phases. I shipped Phase 1 — an automated SMS system that caught customers right after they ordered. We achieved 35%+ response rates and reduced outbound call volume. I then led discovery for Phase 2/3 to build toward full self-scheduling, coordinating across Design, Research, Engineering, and Field Ops, before transitioning to lead a major platform migration."
/Users/andreachan/Downloads/Ting:Tucows work files/Images from Ting Internet Product Info Hub.pdf — OTI operational flow diagram/Users/andreachan/Downloads/Ting:Tucows work files/Copy of Accelerated to Self Scheduling V1 2023.pdf — Full project deck with timeline and metricsFrontend Redesign + Brand Transition (May → Sep 2021, hit deadline)
- Replaced ancient monolithic website with modern frontend
- Design: Webflow
- Functional components (e.g., address search bar): Vue.js
- Championed accessibility throughout (ARIA labels, keyboard support, focus states)
- Handled stakeholder management for orphaned content (market-specific pages, business directories) — worked with each market manager to approve removals
- Led legal coordination: privacy policy and terms rewrite, navigated Tucows parent company alignment, pushed for plain-speak language
- Coordinated brand transition with Marketing: gradual migration from ting.com/internet to ting.com as primary fiber brand, timed with Ting Mobile divestiture to Dish Networks
- Extended brand cleanup: Reworked legacy Ting Mobile branding across integrations (Zendesk help desk, etc.)
Net-New Strategic Page: "Why Fiber" Value Proposition
- Proposed and engineered https://www.ting.com/why-fiber
- Page didn't exist before — created core product messaging
- Still live today
Address Serviceability Fix (Backend Influence)
Despite pushback that it "wasn't her job," Andrea identified and fixed a critical data architecture problem:
| Before | After (Andrea's Influence) |
|---|---|
| Google Maps API with geographic centerpoint + radius | Discrete address list from GIS team |
| No source data — accepted any address in radius | Actual addresses where network was built or planned |
| Inaccurate, set wrong customer expectations | Accurate serviceability check with expectation management |
"I led the frontend redesign of Ting's customer-facing website — replacing an ancient monolithic application with a modern, accessible design system. This happened during a major corporate transition: Tucows had just sold Ting Mobile to Dish, but we kept the brand and domain. So beyond the technical work, I coordinated a brand transition with Marketing — gradually moving the fiber business from a subdirectory to the primary ting.com domain. I championed accessibility, managed stakeholders for content cleanup, led legal coordination on our terms and privacy policy, and proposed our 'Why Fiber' value proposition page which still drives conversions today. When I saw the backend wasn't going to be ready, I started consulting on architecture decisions. I identified a critical issue with our address serviceability check — it was using a radius-based Google Maps hack with no real source data. I brought in our GIS team to build a discrete address database and restructured the logic for better customer expectations. It wasn't officially my job, but it was the right thing to do."
⚠️ "Double-digit MoM growth" claim on resume cannot be verified. Consider softening or removing.
Last updated: 2026-01-08