Full Circle: What I Learned at U.S. Cellular—And Why I’m Grateful Today

“Change is inevitable. Growth is optional. Acronyms are non-negotiable.” — (Probably every telecom leader, ever)

Over ten years ago, I made a bold move. After 18 fast-paced years at a high-growth tech company where agility was the air we breathed, I accepted a role at U.S. Cellular.

Today, as U.S. Cellular completes its transition and sale to T-Mobile, I find myself pausing to reflect on the past. For me, this marks more than just a corporate acquisition—it’s the closing of a meaningful chapter in my career.

And like many chapters in leadership, it was filled with learning, challenge, unexpected growth… and a lot of acronyms.

The Interview Marathon—and the CEO Lunch

Getting there was its own adventure. The interview process took six months, which gave me plenty of time to think through the transition—and possibly qualify for a minor endurance award.

Shortly after joining, I had lunch with the CEO, Jack Rooney. He welcomed me warmly, then looked at me sternly over the top of his glass and said:

“You kind of snuck in here without meeting me first. I don’t usually like you Operations people—you’re all about efficiency.”

I smiled and replied: “Well, I interviewed for six months so I'm not sure how I missed you. But here’s a little secret—I’m not really an operations person. I’m a customer-first leader who likes things that work well for people.”

He laughed and said, “I think we’ll get along just fine.”

That exchange set the tone for what I appreciated most at U.S. Cellular: frank conversations, caring leadership, and a culture where values mattered.

Culture That Walked the Talk

One of the things the company truly got right was its commitment to culture. Values weren’t just framed on the wall—they were part of daily decisions, team norms, and leadership expectations.

They also invested in people in real and meaningful ways. I had the privilege of participating in two off-site leadership retreats that focused on self-awareness, leadership, business acumen, and decision-making. It was some of the most thoughtful leadership development I’ve experienced—and it left a lasting impact on how I show up.

The Great Acronym Avalanche

Every industry has its lingo, but U.S. Cellular had what felt like its own language entirely. Acronyms were everywhere—MPR, TLR, QOS, OPC, RMC, SLA, EBC... I half expected someone to hand me a laminated glossary with my laptop.

In meetings, I’d sometimes have to raise my hand and say, “Can we rewind? I lost the plot somewhere between the QBR and the CFT update.”

To keep things light, I wrapped up my first quarterly team meeting with a motivational speech made entirely of acronyms. It got some smirks, and then a lot of laughs. Humor can be a bridge—and in this case, it became one of my favorite icebreakers.

“Team, if we align our KPIs, improve QoS across our BSS and OSS, and stay accountable via our RACI framework, we’ll crush our QBR and reduce churn. We’ll drive ARPU up, keep EPM dashboards glowing green, and ensure our CRM is SLA-compliant and fully API-enabled. Our EBC presentation will make the EC proud—and yes, it’ll be VPN-secure and ERP-integrated. Let’s be the MVNO of mindset: agile, customer-first, and 5G-fast. Let’s do this.”

Curveballs and Growth

Like any real-world role, this one didn’t play out exactly as planned. Between my final interview and the start of the job, the situation changed. My team had already been hired before I arrived, and the scope of my role had changed. The way the company I had come from operated very differently than the company I had joined. And coming in at a higher-level leadership role, while working hard to learn the business, was really hard.

In my high-tech experience, I was used to empowered decision-making and rapid execution. At U.S. Cellular, rooted in telecom, I learned to operate in a more deliberate environment where building alignment was essential and timelines moved differently.

All of this really challenged me—and grew me. It reminded me that leadership is never about control. It’s about influence, clarity, adaptability, and trust.

While the pace was different and the role unexpected in some ways, my time at U.S. Cellular gave me gifts I still carry:

• Self-awareness is the foundation of strong leadership
• Trust is crucial for leading others well
• Culture only thrives when it’s consistently lived
• You can’t always choose your team, but you can always choose how you lead them
• Empowerment may look different—but your impact can still be powerful
• Leadership matters A LOT
• Acronyms are universal—and humor helps

As the Chapter Closes…

Today isn’t just a headline—it’s a moment to honor the people, values, and efforts behind U.S. Cellular. To the leaders, teammates, and mentors I had the joy of working with: thank you.

Leadership is shaped in moments like these—when we’re asked to stretch, adapt, and grow in unexpected ways. I’m grateful I got to be part of that story.

And yes, I still remember what ARPU stands for.

Here’s to the lessons that last, the teams who shape us, and the organizations that help us grow—even when they’re no longer here. 💙📶

#leadership #BOLDleadership #Culture #Trust #Selfawareness #Transitions