Selected Work — Justin R. Greenbaum

01 · Operating model

60+ teams

under one portfolio operating model; the portfolio simplified from 111 queues to 61

Building the portfolio operating model across sixty-plus teams

Condition

A specialty customer-service portfolio of more than 60 teams, from regulatory response, privacy and executive escalation to social care and global partner operations, with new work arriving from across the enterprise.

Role

Built and led the roughly 70-person strategy and operations organization, stood up in 2023, and designed the operating model.

Operating change

Every request entered one intake and prioritization system. Requesting teams developed the financial case and assessed customer, business, employee, capacity and implementation impacts, which strengthened business acumen while creating portfolio-wide visibility, clear decision rights and a defensible way to make trade-offs or say “not now.”

What it demonstrates

That he installs structure rather than becoming it — the difference between holding an organization together personally and building something that holds without him.

intake and prioritization
decision rights
portfolio visibility

View the evidence

Actions

Integrated portfolio management, insights and analytics, quality and performance, financial and workforce planning, incentives, employee engagement, product response, technology enablement and global partner operations into one organization. Mapped the portfolio by risk tier and designed governance to match, with explicit decision rights, defined escalation and named ownership. Used the resulting portfolio view to align budget, workforce and incentives to measurable outcomes.

Outcome

The portfolio simplified from 111 queues to 61, freeing operations leaders to focus on delivery and performance, with an operating budget in the $200M range and thousands of partner agents across six countries.

02 · Global delivery

50 → 5,000

partner agents in one year, including a new site in Egypt

Scaling Xfinity Mobile care from pilot to global delivery

Condition

A mobile product growing faster than the operation supporting it. Fifty agents needed to become five thousand within a year, across global partners, without customer experience degrading during the transition.

Role

Led Xfinity Mobile care across sales, service, retention, digital and social channels, including the scaling and the new-market partner launch.

Operating change

A partner delivery model that held its quality bar while multiplying a hundredfold.

What it demonstrates

That he can build the delivery system behind a growth promise — the half most scaling stories skip.

work routing
quality ownership
partner operation

View the evidence

Actions

Treated it as a design problem rather than a hiring problem — establishing what had to be true before capacity was allowed to land: work routing, quality ownership, how a new site reaches standard rather than merely opening, and escalation paths across time zones. Stood up an entirely new partner operation in a market the organization had not operated in.

Outcome

50 to 5,000 agents in one year, including a new site in Egypt. During this period the business earned consecutive J.D. Power and ACSI customer-experience recognitions.

03 · Digital & social CX

150 → 450

people in 18 months, then a digital customer ecosystem reaching 33M community page views in a year

Evolving social care into a customer-intelligence capability

Condition

Customer conversation moving to public channels faster than most service organizations were staffed for it: social platforms, brand-owned forums, review sites and Reddit.

Role

Led the function from 2018 to 2025 as Executive Director, Vice President and Vice President 2, and served as buyer-side executive owner of the care platform.

Operating change

Social care became a digital customer ecosystem, then a customer-intelligence capability: communities, review channels, social listening, cross-channel analytics, a product-response function that turned customer signal into product fixes, a Reddit partnership and a 2025 AI-search strategy.

What it demonstrates

That he can grow a channel operation into a source of customer intelligence the rest of the company uses, and keep the platform underneath it modern while it runs.

communities
social listening
product response

View the evidence

Actions

Scaled social care from 150 to 450 people in 18 months while leading a live Khoros-to-Sprinklr migration as executive buyer. Expanded into brand-owned forums, the Xfinity support subreddit and social listening, and established a product-response function. Extended the model into review channels. In 2025, led Comcast's partnership with Reddit around the brand-owned Xfinity support community, with monthly AMAs and public closed-loop resolution summaries, and developed a strategy for how customers find answers through AI search.

Outcome

Brand-owned communities reached 33 million page views and 734,000 registrations in the year to May 2025. Social and digital CX operated as a customer-intelligence capability spanning communities, review channels, social listening and cross-channel analytics.

04 · Enterprise CX technology

2018 → 2025

seven years as the executive buyer of the platforms the operation ran on: Khoros to Sprinklr, case management to ServiceNow, RPA and AI pilots

Owning enterprise CX technology from the buyer's side

Condition

A care operation whose platforms were changing underneath it: a social-engagement platform contract, a legacy ticketing system across every escalation team, and an automation and AI program arriving across internal teams and a global vendor network.

Role

Executive buyer and business owner: procurement, Legal and Security review, then business requirements through deployment, operational readiness and adoption.

Operating change

Platform decisions were made and owned by the operation that had to run on them. Khoros migrated to Sprinklr live, then expanded into forums, additional channels and review channels. The case-management platform that replaced legacy ticketing across every escalation team later carried the specialty portfolio onto ServiceNow. AI-supported chat and voice pilots, back-office automation and intelligent IVR routing ran in the portfolio first.

What it demonstrates

That he can sit on the buyer's side of an enterprise platform decision, carry it through Procurement, Legal, Security, Product and Engineering, and be accountable for whether the operation actually adopts it.

procurement
deployment and adoption
automation and AI pilots

View the evidence

Actions

As executive buyer, led the social-engagement platform through Procurement, Legal and Security review and a live Khoros-to-Sprinklr migration, then owned the platform's implementation, expansion and roadmap across brand-owned forums, additional channels and review channels. Launched the case-management platform that replaced legacy ticketing across every escalation team, and later owned business requirements through deployment, operational readiness and adoption for the specialty portfolio's move onto ServiceNow. Led the customer-operations automation and AI program from 2018 through 2025: AI-supported chat and voice pilots, back-office automation bots, intelligent IVR routing and deflection, and AI language pilots across internal teams and the global vendor network.

Outcome

Platforms the operation adopted because the operation owned them: one social-engagement platform across the property portfolio, one case-management lineage from the first replacement of legacy ticketing to ServiceNow, and an automation and AI program run inside the portfolio from 2018 through 2025.

05 · High-trust operations

0 → 23

a Privacy Center of Excellence built from nothing ahead of CCPA, recognized in its first year

Launching a Privacy Center of Excellence ahead of CCPA

Condition

A new privacy law with a dated deadline, customer privacy requests arriving at national scale, and no operating function yet built to handle them.

Role

Built and led the function as Executive Director, with the Chief Privacy Officer, Legal and Compliance.

Operating change

A 23-person specialist team and a governance framework, hired and stood up from zero ahead of the CCPA deadline, inside the same organization that ran executive care, regulatory response and social care.

What it demonstrates

That he can stand up a high-trust function against an external deadline and hand it over as a working operation, not a project.

privacy
governance framework
regulatory deadline

View the evidence

Actions

Built the function from zero with the Chief Privacy Officer, Legal and Compliance: hired a 23-person specialist team, built the governance framework, and stood the operation up ahead of the CCPA deadline inside an organization already running executive care, regulatory response and social care.

Outcome

Operating ahead of the CCPA deadline. Recognized with Comcast's Circle of Innovation Award in its first year.

06 · Complaint & regulatory response

D → A+

Better Business Bureau rating, through systematic complaint tracking and corrective action plans

Building a national complaint and regulatory response operation

Condition

Complaints filed with the FCC, the Better Business Bureau and state utility commissions, arriving at national scale and handled across divisions and regions. The company's BBB rating was D.

Role

Led regulatory compliance and executive customer relations from 2016, as Senior Director and then Executive Director, and centralized the national regulatory operation in 2018.

Operating change

Response time became the critical measure: every complaint logged, assigned, tracked to resolution and measured on how quickly it was resolved, with corrective action plans that addressed patterns across products, policies and markets. FCC, BBB and state commission work was centralized into one national operation in 2018, and a shared case-management platform replaced legacy ticketing across the escalation teams.

What it demonstrates

That he can build an accountable complaint-resolution operation: fast response, every complaint tracked to resolution, causes corrected at the source, and Legal and Compliance kept in view.

complaint tracking
corrective action
regulatory response

View the evidence

Actions

Built systematic complaint tracking, with each complaint logged, assigned, tracked to resolution and measured on response time. Established corrective action plans that addressed patterns across products, policies and markets, with monthly compliance readouts to the Chief Legal Officer and Chief Compliance Officer. Centralized FCC, BBB and state commission complaint work into one national operation in 2018. Led the rollout of a shared case-management platform that replaced legacy ticketing across every escalation team.

Outcome

The company's Better Business Bureau rating improved from D to A+ during this tenure, with response time the critical factor.

Leading and transforming customer operations.

Six pieces of work — and what each one demonstrates.

Building the portfolio operating model across sixty-plus teams

Scaling Xfinity Mobile care from pilot to global delivery

Evolving social care into a customer-intelligence capability

Owning enterprise CX technology from the buyer's side

Launching a Privacy Center of Excellence ahead of CCPA

Building a national complaint and regulatory response operation

Applied AI, published as it happens.

The engineering detail lives at Greenbaum Labs.