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When Marcelo Claure became CEO of Sprint in August 2014, he wanted to transform many things for the company and restore brand loyalty. Just 14 months later, things are headed in a very positive direction at Sprint.
“I think the culture has changed,” Claure said during the Sept. 17 Goldman Sachs 24th Annual Communacopia Brokers Conference, according to Seeking Alpha. “It is so important to lead a company that employees believe in. And when I came in we did a survey that asked people how were they feeling about Sprint? And only 43% of them were feeling good, which is not a good thing when half of your employee base are ones that are not willing to recommend Sprint. Fast-forward and we’re at the highest I think we’ve ever been from an employee morale perspective (86%). Our employees strongly believe in a great future for Sprint.”
Claure wanted to accomplish three things in his first year.
“First, we talk about competitive positioning,” Claure said. “I wanted to make sure that Sprint was back in the game. I think when I came this must have been a really fun industry for my three competitors because everybody took customers away from Sprint. It’s good that a year later we’re back at taking customers away from them, so that feels really good. We’ve been a pretty aggressive carrier, able to steal most of AT&T and Verizon customers, so if they came to our stores we were going to be able to cut their bill in half.”
Sprint is catching up to Verizon and AT&T, regarding overall network performance, Claure said.
“We have a great network plan and I’ve been very public in saying that, by the end of 2017, I want Sprint to be the No. 1 or No. 2 network in most major markets and that is because we have a very clear plan,” Claure said.
Tarek Robbiati was hired as Sprint’s new CFO; Guenther Ottendorfer the new COO; and John Saw was promoted to CTO.
“It is fair to say that we have replaced 100% of the most important positions in the company,” Claure said. “From a technology perspective, I have selected Guenther. Guenther has worked at deploying network in pretty complex environments in Australia, in 17 countries in Europe and, especially, Germany. And I think as we’re about to embark on one of the most important deployments that Sprint has ever done, I wanted to make sure that we had a leader that had the discipline in terms of deploying network and I am very lucky to have Guenther.”
Claure reiterated the booming company culture.
“Today, we have the culture in which employees are encouraged to speak freely, are encouraged to bring ideas, are encouraged to try new things and fail, which is something very different than what I encountered when I came in,” he explained. “So we think morale is good. We had a culture of transparency. We have a culture of innovation and people are eager to try new things.”
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