Leadership Spotlight: Robert Dapkiewicz, Executive Vice President and General Manager, MetTel
Robert dapkiewicz, first vice-president and general manager of MetTel, recently spoke to ExecutiveBiz on a range of topics surrounding the company, its prestigious history and key initiatives that move forward in the publication’s most recent Executive Spotlight interview.
During the interview, Dapkiewicz discussed MetTel’s upcoming 25th anniversary and how the company continues to differentiate itself in today’s federal market, the last decade of growth in the federal sector to establish the company’s position, MetTel’s customer-centric business model for success and adapting to the data challenges that lie ahead.
“The strategy and philosophy that propelled MetTel commercially has proven to be applicable to the federal government as well. Our recent $ 2 billion in earnings have shown that the managed services approach we’ve refined is a desirable change from what these agencies are used to. “
You can read the full Executive Spotlight with Robert Dapkiewicz below.
Executive : As the company’s 25th anniversary approaches, how do you think MetTel has continued to differentiate itself over the past two and a half decades to be able to compete for work in such a competitive industry?
“MetTel partners with all major telecommunications providers and has a large ecosystem of partners, providing us with the best solutions across the spectrum of telecommunications, broadband, network equipment and software. We have automated our business operations with our partners, integrating with large operators and leading solution providers, over 100 in total. We represent the best in the market with a unique, fully managed service.
Our agility is another key differentiator. Our ability to respond to changing market dynamics and customer needs is far more flexible than that of our largest competitors. I like to say that we can run our speedboat faster than our competitor’s liners.
For example, we were among the first to adopt SD-WAN and bring it to market. Ditto for managed mobility. SASE (Secure Access Service Edge) is next.
Gartner, the world’s largest IT research company, named MetTel a leader in the first-ever Magic Quadrant for Managed Network Services, in part based on our ability to adapt to market conditions and innovate quickly. We were most advanced in the Vision category, which represents innovation, in recognition of our cutting edge use of artificial intelligence (AI). “
Executive : Specifically, how has MetTel been able to stimulate and maintain its success in the federal sector over the past decade? How has your growth strategy and philosophy led the company to win government contracts and high sales figures?
“We took a dip in the USDA account about 10 years ago. We started with the US Forest service by consolidating the myriad of voice service providers under the MetTel umbrella, simplifying a very complex voice environment.
We quickly became a huge supplier to the USDA, taking on more and more activities, from the first sub-agency to almost 30 sub-agencies. They have become our best reference.
Over the following years, the application of this same customer-centric business philosophy allowed us to expand our customer base with awards from Marine Corps Recruiting Command as well as Navy Recruiting. At this point, we knew we could add significant value to other federal agencies.
In the federal sector, your success is directly proportional to the contracts to which you are added. MetTel targeted the 15-year, $ 50 billion EIS GSA contract and became one of nine vendors to do so. We have qualified to offer several types of services and have been accepted on other contracts such as GSA Schedule 70, Navy Spiral 3 and FEMA (for mobility).
Validating our approach are the federal sales we’ve made over the past 18 months – over $ 2 billion to date.
Visit ExecutiveBiz.com’s Executive Spotlight page to learn more about the most important leaders for government procurement (GovCon) and federal sectors and their experiences of growing, new business and capacity in the fiercely federal landscape. competitive.
Executive : How MetTel has been able to thrive with its customer-centric business model that attempts to simplify the complex innovation capabilities that federal agencies and other organizations work to meet the needs of your customers in an ever-changing technology landscape evolution ?
“We are really customer centric. While everyone is saying this, we can back it up. Our solutions and support are tailored based on established customer needs and preferences. We can adapt, evolve, or transform into whatever they need.
An example is the federal portal MetTel, based on our Bruin platform. Bruin was designed as a user-friendly dashboard, a single pane of glass to display and control all aspects of network services and communications.
Bruin was created based on customer feedback requesting such a tool which could be managed or fully automated to run on its own. We apply this same customer-centric / responsive mindset to develop SASE and deliver it into a fully managed service. Something no one has done yet.
MetTel is also one of the first to adopt and accelerate the application of artificial intelligence (AI) in telecommunications. Our Ticket Next Best Action process is driven by AI (called Intelligent Process Automation) which speeds up resolution of network problems much faster and more accurately than humans alone.
Another key to our federal success is our agility and adaptability. We can innovate or change direction quickly. As a leader in digital transformation (DX), we are able to deliver the talk as DX’s promise is to make operations flexible, responsive and resilient, regardless of the challenges and opportunities the market presents.
Executive : Looking ahead, how will the business strive to maintain its level of success by providing managed solutions for your customers as well as adapting to data service offerings and data challenges? who await the federal sector as a whole?
“The strategy and philosophy that propelled MetTel commercially has proven to be applicable to the federal government as well. Our recent $ 2 billion in earnings have shown that the managed services approach we’ve refined is a desirable change from what these agencies are used to.
As a managed service provider (and operator), we are privileged to have access to oceans of data on the functioning of networks across a large and diverse customer base. We can not only see what trends emerge from this data, but we can also apply business insights to these observations. We see this as another horizon for us.
One potential example is how we use AI to speed up problem solving. Today, our AI (called Intelligent Process Automation) can quickly identify a problem and fix it on its own or direct it to a human for resolution. This represents almost 80 percent of our trouble tickets.
Depending on how you feel about data as a service, AI remediation is one way we use data from the network to improve our offering and it’s the starting point for understanding how data can improve operation. of our customers’ business. . We know there is a correlation and we are working on it to improve our customer-centric service offering. “