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|CHARTER COMMUNICATIONS, INC. /MO/ filed this Form 425 on 06/16/2015|
So time is passing, years are passing and then I went to Austin. And by this time I was, I had done well and had, because of the background I came from and the business, I knew the operations. I actually knew how the plant worked and I was always a marketing-oriented, growth-oriented manager. And the reason I was, was because my first experience was this overbuild. And when you have real competition every day, you think about every kind of way to compete. How you build the plant. How you service the plant. How you take care of the customers.
So that was sort of my learning experience and the other thing about it that was interesting was, because it was so weird, other managers in the company stayed away from it. And I was sort of on my own and that gave me some confidence that I could ultimately compete, and gave me the sense that this business could be a great business and that we could win in the marketplace.
RM: Came in handy years later when you had to deal with FiOS as basically the first guys, when you were at Cablevision.
TR: It did. And I knew exactly what I wanted to do as I saw them coming and it doesn’t mean competition is easy or that people can’t beat you at different times. But we have a great business in my view and we have great capacity, and we just need to take advantage of it. And we can grow our business and I’ve felt that way all along.
I mean by the time I got to Austin, we had multichannel video providers. MMDS I guess…but it was microwave. And they had 36 channels on microwave so you know, it was beginning to come and then satellite was beginning to come. So I’m telling a long story because it is a long history.
I came into corporate as a regulatory strategist.
RM: Is that so? I never heard that story.
TR: Yeah, so the ’92 Act had been written and I was in Austin. And I read the whole Act and I read all the rulemaking and I came up with an operational strategy to take the company forward. Because you remember, they rolled the rates back.
RM: I remember.
TR: And it was devastating to the industry for a while. And then I…and so we did a thing we called the Texas Two-Step, was the way it was named internally in Time Warner. And it was a way of taking a la carte for some services and selling them under the rules, and at the same time being rate regulated under other parts of the rules. But it allowed us to continue to grow and fund the upgrading of the plant which we were doing then.
TR: Then I did negotiating social contracts with the FCC…
RM: Oh yes.