Anthony Haley

I came to IT the way a lot of people did in the 90s and 2000s: by accident, and then by choice. I started as an Installation Technician with contractors for Comcast, showing up at people’s doors to build out cable and internet. It was honest work, and I was good at it. Over the next several years, I moved through roles quickly: Lead Technician, QA Manager, trainer, Supervisor, and eventually Field Manager. Each step taught me something different. As a Lead, I learned how to manage the chaos of a field operation. In QA, I learned to see patterns across hundreds of installations. As a trainer, I learned that what you know matters way less than how clearly you can teach it. And in management, I learned that the people part is always the hardest and most important thing.

But there’s a trade-off in that kind of work. The pace is relentless, and your schedule owns you. By the time my family started to grow, I knew I needed something different. I wasn’t ready to leave the technical side of things, but I was ready to leave the constant on-call grind. So I moved into structured wiring and Avaya phone system installations. That shift is what eventually brought me to PGH Networks.

I joined PGH Networks as a Senior Voice Engineer, contributing to the technical foundation that was building out. But pretty quickly, I realized I wasn’t interested in just being hands-on technical anymore. I wanted to help shape how work got done, build the systems that let us scale without sacrificing quality, and develop people. So I transitioned into the Dispatcher role, where I got my first real look at how tickets and projects moved through the organization and where the bottlenecks lived.

From there, I moved into the Project Manager position. That’s where I really started to understand the full scope of what it takes to deliver work at scale. I was managing timelines, budgets, scope, and making sure our teams and clients stayed aligned. Then I was promoted to Director of Professional Services, where I was overseeing how we delivered those projects and building out the systems and people to do it reliably.

The role I’m in now, Director of Support Operations, brings together project delivery with our NOC and SOC teams. I lead both the Projects team and our Operations centers. My focus is on three things: building processes that are repeatable and resilient, hiring and developing people who genuinely want to do good work, and making sure that every client engagement reflects who we are as a company.

What I’ve learned over 20-plus years is that operational excellence isn’t flashy. It’s the unglamorous work of documenting processes so they don’t live in one person’s head. It’s following up when things slip. It’s asking tough questions about why something happened and fixing the root cause, not just the symptom. It’s showing up for your team and your clients consistently, even when no one’s watching. That’s the kind of culture I’m trying to build across both project delivery and our operations centers.

Outside of work, I’m a husband and a father of two daughters. Nothing beats spending time with my wife and watching my oldest play in soccer games and tournaments, or cheering on my youngest at her dance competitions. That time with my family is everything to me. I also try to be an active person. I play golf, hike, bike, and shoot hoops. I’m based in Beaver PA, and deeply rooted here. I’m a big live music fan in general, and I catch as many shows as I can. Phish especially holds a special place for me. There’s something about live music that just clears your head. The combination of solid work and a full personal life is what keeps me grounded and sane.