President of Bell Residential Services
Published on: Mar 4, 2016
Transcripts - President of Bell Residential Services
President, Bell Residential Services, 2005 - 2010
I was recruited to “fix” Bell Canada’s consumer division, the largest and most profitable division of the 8
company in Canada. In 2005 the business was underperforming as a result of poor customer service, a lack of
product innovation, sloppy branding, unfocused distribution channels, and reactionary price discounting.
However, all the foundational pieces were there – at that time Bell was the only North American telco with the full
four-product bundle offering.
I assembled a new leadership team through internal promotions and two external recruits (marketing and
customer operations). We focused on household ARPU and up-sell rather than discounting. We overhauled IT
systems, field operations, and our call centers to dramatically improve both customer service metrics and
customer satisfaction (as measured by net-promoter). An improving revenue trajectory and lower opex (far fewer
calls and repeat truck rolls) allowed us to fund significant capital investment in product innovation – primarily
focused on improving broadband speeds. In an ambitious network modernization, we “groomed” 95% of our
network and deployed fiber-to-the-node.
We focused on television as the competitive differentiator to “pull” through the bundle (figure 1). We were the first
Canadian distributor to offer 100 HD channels and a whole-home PVR. We optimized every sales channel and
installation process to grow subscribers as well as ARPU. In this role I took responsibility for Canadian and U.S.
content acquisition, I purchased and deployed two satellites, and negotiated significant STB purchases. We
doubled TV revenue on a 43% growth in subscribers. EBITDA went from $(70)M to $400M and we turned cash
flow positive for the first time. During this time we also launched IPTV & ramped to more than 100K subscribers.
Our television results, combined with solid execution across home phone and high speed internet, allowed us to
outperform the rest of the telco industry (figure 2). By Q2 2010 we were #1 or #2 in North America on 10 out of
12 core operating and financial benchmarks (figure 3). These results were recognized by the investment
community, by our board, and our CEO. Equally important, my teams have a track record of delivering
commitments regardless of marketplace and competitive pressures (figure 4).
Bell Residential Services (BRS) Performance Benchmarking
BRS appearances in #1/#2 benchmark position in North America
Bell TV Revenue ($M)
Bell TV Subscribers
Bell TV EBITDA ($M)
Bell TV FCF ($M)
Our focus on Bell TV allowed us to beat the Cable incumbent, it also pulled through high
speed internet subscriptions with the bundle, and led to our overall leadership...