May 2019 Covers

May 2019 Issue 3

Ethics

& Values From corporate social responsibility, cybersecurity to data privacy, we’re all in this together.

LDP Connect Bridging the world of community, leadership & technology for AT&T's future

INSIDE THIS ISSUE

3 LETTER FROM THE TEAM

Andrew, Megan and the rest of the Connect Committee are back for their 3rd edition. This issue features CSR, ethics and values. Given the growing capabilities in leveraging data, AT&T and its competition has added moral responsibility... We'll explore these topics and more throughout this month's edition.   6 SOMETHING COOL LDPs welcome a new Cybersecurity business unit and WarnerMedia to the family. We also take a look at some of AT&T and its corporate peers' community volunteer efforts while spotlighting AT&T Believes. 13 SOMETHING INFORMATIVE Welcome to New York. We visit "the city that never sleeps," giving you a behind-the-scenes look at our Manhattan offices and stopping by the office of Xandr's CFO - FLDP alum Ray Carpenter. We then sat down for Q&As with LDPs in Cybersecurity and External Legislation, and take a deep dive into digital ethics. 22 SOMETHING EDUCATIONAL Let's explore compliance, data and leadership, Where are LDPS now? You asked for it and we provide the graphics. Ever wondered what compliance is all about? We have you covered.

29 SOMETHING INTERACTIVE

LDPs from the class of 1995 to 2018 reflect on their first rotation - it's funny how the more things change to more they stay the same. We again voted on TP discussion topics and held our 2nd edition of LDP Connect Conversation. Let's examine the key take- aways and also see what opportunities are up next for engaging with our fellow LDPs - both currents and alums.  

May 2019, Issue 3

ETHICS AND VALUES: WE'RE IN IT TOGETHER The Class of 2018's Letter from Leadership

LDP Community and Friends of the Program,

It’s great to have you back for our 3rd edition of LDP Connect.  As the summer approaches, we’ve decided to shine a light on the topics of corporate social responsibility, ethics and values.  We know what you’re probably thinking… “the fun stuff.” At first glance, that was our perception too. We then, however, realized after doing a little digging that these subjects are deeply rooted within some of the most interesting and rewarding work going on at AT&T.    Starting from our senior leadership down, we’re a company that believes in doing the right thing. We’re personally members of all the communities in which we operate. We’re all interconnected and strive to positively impact every aspect of our communities. It’s been that way since the beginning and now it’s our turn to carry that torch forward.   When it comes to the LDP, we’re a program made up of individuals from a diverse range of backgrounds and experiences. We come from all walks of life but still hold the same values at heart. Being in the positions that we are, we’re fortunate but at the same time, we have the huge responsibility of preserving these values. We preserve these values through our leadership roles and the decisions we make, no matter how big or small in the judgment calls we face each day. In the end, no matter what challenges and adventures we have, we’re hopeful our May edition serves as a nice reminder for us of what’s most important!

" Life ' s most persistent and urgent question is, ' What are you doing for others? '"

Dr. Martin Luther King, Jr.

Cheers,

Andrew & Megan Leadership Team, LDP Connect Class of 2018

LDP Connect Team

May 2019 Issue

Leadership Team Andrew Petillo Megan Shulby Editors/Content Marcus Jones Femi Olamalu Andrew Petillo Megan Shulby Jennifer Velasquez

Writers Toyyib Morakinyo

Femi Olamolu Andrew Petillo Megan Shulby Tariq Walker

Content Contributors Jennifer Britton Ray Carpenter Alice Jones

Kyle Lindner Saira Pasha Corey Rudolph Nikhil Sawney Jake Sisley

Design Megan Shulby

Design Support Andrew Petillo Nikhil Sawney

Photo Creds Sara Curry Elizabeth Hargrave-Thomas Amandela Jones Marcus Jones Alice Li

Saira Pasha Anisha Patel Brennan Weems

Every facet of our strategy is built on a foundation of world class connectivity.

- Randall Stephenson, Chairman and Chief Executive Officer, AT&T Inc.

A RISE TO ACTION: AT&T BELIEVES INITIATIVE M A Y 2 0 1 9 , I S S U E 3 Creating and Supporting Positive Change in Local Communities

by Toyyib Morakinyo and Femi Olamolu, Class of 2018

AT & T Believes isn ' t just a story of doing good in one office or city . It acts as an example for LDPs as we strive to actively make a difference across the country in the local communities that we live and work . Every year , the Atlanta Community Food Bank works with more than 600 nonprofit partners to distribute over 60 million meals to more than 755 , 000 people in 29 counties in GA , and this group of LDPs spent the day getting their hands a little dirty for this great cause as a part of the Atlanta chapter of AT & T Believes .

A local artist helping the youth in Atlanta find their voice through film and other forms of media; a Dallas-based ministry working to build long-term transformational relationships with the homeless community; a local program working tirelessly to help those in the Chicago community impacted by violence and conflict – these are just a handful of the initiatives our AT&T family has taken on. President Kennedy’s historic words “ask not what your country can do for you – ask what you can do for your country,” challenges us as a society to look around and contribute to the public good.

AT&T Believes mission is our answer to this challenge. It is our rise to action, striving to create and support positive change in local communities. In every aspect of its communal efforts. AT&T Believes captures the essence of our company’s values of “be there” and “make a difference.”   Inspired by our values, this new approach to community engagement started with a few passionate employees in Chicago who refused to give up on their neighborhoods impacted by gun violence and too few jobs. Their continuous efforts to improve their neighborhoods ignited a spark that inspired the entire AT&T community to do more. By the end of 2019, employees plan to launch

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local AT&T Believes initiatives in at least a dozen more cities. We’re already seeing “believers” from outside AT&T join our employees in these endeavors.  I recently had an opportunity to volunteer at one of these events within the program when the Dallas Global Fraud management organization (DGFMO), under the leadership of Doti Butler, spent the day at CitySquare. As a non-profit organization based in Dallas, CitySquare’s mission is to fight the causes and effects of poverty through service, advocacy, and friendship. Today, the CitySquare Food Pantry serves, on average, 250 neighbors a day.  The team and I spent the day volunteering in CitySquare’s food pantry where we helped serve a record-setting 293 neighbors. From loading and offloading produce to bagging fruits and vegetables to helping neighbors shop in the grocery store area of the food pantry, the DGFMO team was everywhere providing support. This volunteer event was more than just a team building exercise; it was a commitment by AT&T employees to “make a difference” in our community. When asked “What was the biggest impact about your work and time at CitySquare?” Sam, interim volunteer ambassador for CitySquare, replied “the people experiencing homelessness are no different than you and I. CitySquare is working hard to remove the stigma around homeless people so that we can see these individuals as our neighbors. Working and volunteering at CitySquare Food Pantry is impactful in the fight against poverty and homelessness.” From working with CitySquare in Dallas to igniting the creation of new local chapters across the nation, AT&T Believes initiative acts as a great way to show our commitment

“ Neighbors ” is how CitySquare refer to the people they serve , an important reminder that the individuals struggling with poverty and homelessness are our neighbors and we share a community together . to making a difference in the community but also in enabling employees to expand their mindsets and capabilities in an interconnected world. Rolling up our sleeves every now and again, we can all play a small part in making our country and world just a little better!

"Together we feed the hungry, heal the sick, house the homeless, and renew hope in the heart of our city."

- CitySquare Mission

Make a Difference.

LDPs in the Community

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GETTING TO KNOW EACH OTHER Exp l o r i ng t he many f a c e t s o f AT&T one bu s i ne s s un i t a t a t ime

WELCOMING THE NEW AT&T CYBERSECURITY Our northern California leadership group (including 6 LDPs) made an office visit to AlienVault’s headquarters in San Mateo, CA. Now known as AT&T Cybersecurity following our July acquisition, SVP Gary Olson gave a 60 minute presentation on the current affairs of cyber-attacks and how AlienVault provides a portfolio of proactive solutions through their robust platform.

Tak ing digi ta l threat management to the next l eve l . . . f rom Al i enVau l t to the new AT&T Cyber secur i ty team

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GETTING TO KNOW EACH OTHER Exp l o r i ng t he many f a c e t s o f AT&T one bu s i ne s s un i t a t a t ime

JOURNEY THROUGH CNN WORLD HQ IN ATLANTA Atlanta LDPs spent an afternoon touring the CNN Center and then had a chance to mingle with our colleagues at WarnerMedia. Some topics discussed were future collaboration on employee resource groups, innovation and of course the finale of Game of Thrones!

Go ing behind the scenes to see what goes into mak ing the news happen each and every day at CNN

Community Outreach in Corporate America Let's take a look at some best practices and what some of our peers are doing to promote CSR in the social media space

Xandr continues to execute and expand.  We’ve discussed many times the potential joint benefits of blending premium content with our data and distribution to take advantage of targeted and relevant advertising opportunities.  These agreements can help distributors , content providers and most importantly our customers.

- John Stephens, Senior Executive Vice President and Chief Financial Officer, AT&T Inc

May 2019. Issue 3

Conversat ion wi th Ray Carpenter and explor ing the wor ld of addressable advert i s ing A DAY AT THE XANDR OFFICES

by Andrew Pet i l lo, Class of 2018

For both Xandr and AT&T, I am incredibly excited about the progress we’re making to enable data.  This is the underpinning of Xandr’s mission, Make Advertising Matter, and the key to continued product improvements and sales growth for our company overall.

- Jake Sisley, Director, Product Development, Xandr

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INSIDER'S VIEW: XANDR IN NY

WHERE DATA - DR I VEN ADVERT I S I NG AND CONT ENT MEE T

One of the greatest things about the development programs here at AT&T is the sense of community and family created across our vast organization Through the launch of LDP Connect Conversations, Ray Carpenter, CFO of Xandr and  a development program alumnus, expressed interest in engaging with the LDP Connect Leadership team and discussing long-term collaboration. One such way provided me with the opportunity to visit the Xandr headquarters in New York City. Ray was kind enough to sit down with me to discuss his career path, advice for current development program participants and the rapid growth of Xandr. Ray’s team was very generous with their time during my visit to NYC and as a result, we’re taking each of you on a virtual visit to our offices in the “Big Apple!” The morning in Midtown started with coffee at Brooklyn Roasting Company just down the street from the office. Upon arriving at the “South” Building (as it’s referred to by AT&T locals), we uncovered a little history behind  the former AppNexus headquarters from a pair of long-time security guards whose tenure began in the 1970s.

1988 Academy Award-nominated “Big”, including the first shoot of what would become the now famous piano scene at the toy store, were filmed out of our AT&T “South” Building in Manhattan. The security guards had very fond memories of Director Penny Marshall inviting them to join the crew for food, and a young Tom Hanks stopping by their desks to tell a few jokes or extend an invite to fill an extra chair in a game of poker. We all know that our company has a long and storied history, but we can certainly now add this to the list of happenstance connections to the entertainment business long before adding WarnerMedia to the family. The afternoon was then spent at our AT&T “North” Building at 1 Rockefeller Center. Our offices overlook the iconic skating rink, which has to be a pretty special view come the holiday season when the area is decorated along with “the tree of trees” each December. One of the other highlights was walking by Xandr CEO Brian Lesser’s office and seeing first-hand the artwork on “the intersection of data-driven advertising and content.” It was an exhilarating day and the journey left me even more optimistic about our company’s very bright future, in New York, Texas and across the globe!

A good number of the office scenes from the

May 2019. Issue 3

Rescue an adorable pup at

Make Advertising Matter

M A y 2 0 1 9 , I s s u e 3

A CONVERSAT ION WI TH RAY L E AD E R S H I P ADV I C E F ROM A F L D P A L UM

THE DEVELOPMENT PROGRAMS AT AT&T CONTINUE TO CONNECT OUR LEADERS OF THE PAST , PRESENT & FUTURE ! I had the chance to sit down with Ray Carpenter, Chief Financial Officer of Xandr, in New York and have a conversation with him about the current happenings at Xandr, future plans and his advice to active LDPs.

"The key to our strategy is to distribute really good content over our reliable network while paying close attention to new unique ad formats."

What excites you the most about the future of Xandr and AT&T as a whole?

- Ray Carpenter, Chief Financial Officer, Xandr

Our company has the right assets and capabilities to connect brands with consumers, bringing value to the market by exposing inefficiencies. Our intent is to go from 16 minutes of ads to 4 that are more powerful, less disruptive and more personalized. The key to our strategy is to distribute really good content over our reliable network while paying close attention to

MAY 2019, ISSUE 3

new, unique ad formats. Given low switching costs in today’s competitive environment, it is essential that ads be relevant. In launching our new direct- to-consumer model post-acquisitions, we’re in a very unique position to serve linear addressable advertising converged with digital advertising.

How did the LDP/FLDP program shape you, both personally and professionally?

The development program at AT&T improved my ability to be comfortable with change. We’re in a dynamic industry and work environment, with the consistent expectation of creating value. I became comfortable developing and executing plans quickly, while never getting complacent with the status quo.  I’ve realized that value is not necessarily just a product of functional expertise.

A broader understanding of operational complexity, along with financial and legal

implications of decisions is essential for long-term success.  That includes a keen awareness of cash and value resulting from each business decision we each make.

What advice do you have for future leaders of the company? 

Set up regular meetings with the finance support team and understand how they view profitability. Ethics and integrity are essential, as quick wins just aren’t discussed here. We value being upfront and transparent, so that customers have control of their own information. The rate of change will be high and embrace what the future brings.

May 2019, Issue 3

DIGI TAL ETHICS AS A NEW AI STANDARD IN 2019

by Megan Shulby, Class of 2018

An op i n i on

The days when Silicon Valley and the tech industry had the ability to leave its audience awestruck are wearing thin. Fake news, threats to elections and public health, data breaches and more are driving the public's growing skepticism of tech companies and their wide reach. 2018 proved this to be true especially with FAANG (Facebook, Apple, Amazon, Netflix, Google). Facebook faced several customer information data breaches. Amazon, Google, Microsoft and others faced employee backlash over enterprise support of artificial intelligence (AI) applications in implementation of the General Data Protection Regulation (GDPR) in the European Union started a much- needed worldwide discussion on government participation in digital identity protection. And on and on . military, government and surveillance affairs. The

In 2019, the market is seeing a shift from digital compliance to digital ethics...

May 2019 , I ssue 3

18

and on goes the stories of tech scandals, mishaps and more in 2018.

Regardless of the topic, all these stories center around a common theme -“digital ethics.” Gartner listed “digital ethics and privacy” as one of the Top 10 Strategic Technology Trends of 2019, citing that “people are increasingly concerned about how their personal information is being used by organizations in both the public and private sector, and the backlash will only increase for organizations that are not proactively addressing these concerns.” " Proactively addressing these concerns "… that phrase is key to the attitude of 2019 . It is no longer sufficient and acceptable for companies to merely curtail poor digital habits or processes to achieve compliance or establish skeletal best practices as an afterthought. In 2019, the market is seeing a shift from digital compliance to digital ethics; digital ethics involves not only proactively addressing the concerns of compliance – privacy, data usage, etc -but also fundamentally doing the “right thing” with the data. What does “doing the right thing” with the data mean? It is looking beyond the obvious technical, financial and economic ramifications of decisions made in data usage internally and externally to how specific data sets usage could impact human behaviors, lifestyles and cultures.

Digital ethics highlights a company's responsibility to protect the public's data.

Due to the increasing expectations of customers and business partners alike, “doing the right thing” encapsulates both the physical and digital worlds. AT&T took a stand by publishing its “AI Guiding Principles” in mid- May 2019. As business thought leadership shifts from viewing AI interactions and securities as “nice- to-have” features to being core product requirements, the human right to privacy and protection needs to be a priority. AI guidelines or guiding principles like the ones put forth by AT&T suggest a needed change in mindset, one that will dictate the future of interactions between humans and machines. This shift might sound daunting, but it provides an exciting opportunity to pursue a new level of creativity that improves the lives of those around us as well as blurring the lines between the physical and digital. It has never happened before on as great of a scale as it is now. The future truly is in our hands. How do we want to pursue it? Digital ethics might be a guiding light along the way.

Gartner's Top 10 Strategic Technology Trends of 2019 1. Autonomous Vehicles 2. Augmented Analytics 3. AI-Driven Development 4. Digital Twins 5. Empowered Edge 6. Immersive Experience 7. Blockchain 8. Smart Spaces 9. Digital Ethics and Privacy 10. Quantum Computing

I love the innovation that’s happening in our organization.  The ability to take something that works and bring it to scale in such a short period of time.  It used to take us $1 mil and 13 months to open a store.  It’s now $300k and 60 days.  Every one of those things helps us go out there into the market and compete.

- Rasesh Patel, Senior Executive Vice President, Digital, Retail & Care at AT&T

5 FACTS ABOUT CYBERSECURITY

38% OF WORLDWIDE CYBER ATTACKS HAPPEN IN THE US, MAKING IT THE #1 TARGET IN THE WORLD CYBERSECURITY IS NOT JUST A TECHNOLOGY ISSUE, BUT ONE FOR THE ENTIRE ORGANIZATION. BELOW ARE SOME QUICK- HITTING FACTS THAT MAY HELP FRAME OUR COLLECTIVE PERSPECTIVE ON ITS IMPORTANCE IN TODAY'S WORLD. #1

11 seconds

CYBERSECURITY VENTURES PREDICTS THAT THERE WILL BE A RANSOMWARE ATTACK ON BUSINESSES EVERY 11 SECONDS BY 2021.

#1 $7.91 million

THE AVERAGE TOTAL COST OF DATA BREACHES IN THE US, COMPARED TO A GLOBAL AVERAGE OF $3.86 MILLION (IBM SECURITY REPORT)

$300 billion

THE GLOBAL CYBERSECURITY MARKET IS SET TO EXCEED $300 BILLION BY 2024, UP FROM $120 BILLION ACCORDING TO GLOBAL MARKET INSIGHTS

$6

CYBER-CRIME DAMAGES ARE EXPECTED TO COST THE WORLD $6 TRILLION ANNUALLY BY 2021 ACCORDING TO CYBERSECURITY VENTURE.

Quick Hits: Q&A with AT&T Cybersecurity

What are our goals and biggest opportunities going forward as the AT&T Cybersecurity business unit? It will be very important to leverage our strong distribution and brand awareness. Given the value instilled in the history of “Bell Labs,” we shouldn’t be shy in communicating that AT&T Cybersecurity is “powered by Alien Labs” following the AlienVault merger. Alien Labs will deliver a great deal of value through its threat intelligence platform, unifying security management through simplified security and data analytics. These capabilities allow us to protect other companies’ networks as well as anyone else in the industry on a global scale (leveraging the assimilation of AlienVault’s 1,200 employees across 16 countries).

AT&T Business has again joined forces with AlienVault to create the new AT&T Cybersecurity. To learn more about the this new endeavor, we connected with Senior Manager Kyle Lindner (Class of 2017), and his colleague and Director, Jennifer Britton. What’s the key message and differentiator behind the AT&T Cybersecurity business? In the current landscape with many of our competitors, securing your business requires 30+ different providers. AT&T Cybersecurity is a “one-stop- shop.” Business clients of all shapes and sizes can view their business’s security health and identify areas of weakness through one easy-to-use dashboard.

AT&T Cybersecurity is a “one-stop-shop.” Business clients of all shapes and sizes can view their business’s security health and identify areas of weakness through one easy- to-use dashboard.

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IMPACTINGCOMMUNITIES THROUGH REGULATIONANDLEGISLATIVE AFFAIRS

Q&A with Saira Pasha, Area Manager - Regulatory Affairs, Class of 2013

Interview by Andrew Petillo, Class of 2018

Ever wonder what goes into partnering with state and federal governments? There's a lot more to it than meets the eye. And all of it impacts millions of lives on a daily basis. We had the opportunity to sit down with Saira Pasha, Area Manager - Regulatory Affairs and LDP Class of 2013, to get a better understanding of how her work on a day-to-day basis works to bridge the digital divide and promote universal access to communication resources in Northern California.

Can you elaborate on your position and some of the key day-to-day challenges that are part of your daily responsibilities? I oversee AT&T’s participation and compliance in California’s second largest public policy program in Communications - The California Teleconnect Fund (CTF). The program focuses on promoting universal access and bridging the digital divide by providing advanced communication technology to schools, libraries, hospitals, community colleges and about 7,000 non-profits across the state by offering a 25% off voice services and a 50%

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discount on selected broadband products. My day-to-day challenges run anywhere from influencing mindsets to thinking outside the box when creating solutions to making sure we do not get audited. What’s the most rewarding aspect of your role and what impact does your work have on the broader community outside of AT&T? Personally, being able to put form and shape to a state public policy program that impacts schools, libraries, non-profits, community colleges and government hospitals across California is enormous. That being said, it comes with a tall order of responsibilities but understanding the On the broader community outside of AT&T, I would say “access.”  Many schools and libraries cannot afford high price tags on advanced communications, and the ability to participate in a program like CTF allows these entities to receive services and keep up with present day communication services. This is where impact shows vertically. As many of us have heard, northern California at AT&T has somewhat of a unique culture. Can you elaborate on that for us, including why it may have played a role in our decision to purchase AlienVault? Being situated in the Bay Area and in arm’s length of Silicon Valley, it’s a melting pot of innovation, technology and leadership.   macro impacts it has towards these entities makes my work rewarding.

AlienVault’s office is just a quick 30 minute drive from San Francisco which is great for our collaboration over the months and years to come.

Starting in the LDP program at AT&T like our readers, can you expand upon how ethics, values and corporate social responsibility have helped shape you as a rising leader in the organization? Ethics, values and corporate social responsibility play a big part in my role but putting it into action is key. I practice and apply these non-negotiable ingredients consistently which, in return, grants me credibility and trust.

Did you know...

CTF program established October 25, 1996

According to the California Public Utilities Commission, "In this decision, the California Public Utilities Commission reaffirmed its commitment to universal service, and created the CTF program in accordance with state and federal directives."

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WHAT IS THE CHIEF COMPLIANCE OFFICE?

A LOOK INSIDE THE BUSINESS UNIT THAT FACILITATES POLICY

AND CONTROL STANDARDS ACROSS AT & T

by Tariq Walker, Class of 2018

“The clean desk inspectors are HERE!”

controls to prevent, detect, respond and predict risks. Sounds like a lot, huh? Those were my thoughts exactly. As you may be aware, AT&T consists of multiple operating companies: AT&T Communications, AT&T Latin America, WarnerMedia and Xandr. These companies sit under AT&T Corporate. Within each operating company and their supporting organizations, there are regulatory requirements and business risks that must be closely monitored to minimize negative impacts to our customers, brand or financials. The CCO comprises several programs that align with the highest risks related to where and how our company does business. These programs include, but are not limited to, Anti- Bribery and Anti-Corruption and Data Protection and Privacy. Each program is customized for each respective business. Together with the CCO, the business develops an action plan to mitigate risks. Although the CCO plays a significant role in identifying and monitoring risks, it relies heavily on partnerships with the business to drive success. Ultimately, the CCO serves as an internal consultant throughout the implementation process.

Everything short of a smoke signal surges through the call center to warn others that the inspection has begun. If you’ve worked in a customer-facing environment at AT&T, I’m sure you can relate. However, have you ever asked yourself, “Why are (sometimes painful) policies necessary?”. “What value do our policies add?” or, better yet, “Who generates the policies?” To be honest, answers to these questions eluded me until I joined the Chief Compliance Office (CCO) earlier this year. Soon after starting my new role as a Lead Compliance Analyst within the strategy team, I quickly learned the CCO is composed of many different functions (not just training) and is always adapting with purpose. But let’s take a step back to develop a better understanding of the CCO. “What is the CCO?” is a question I often get. The CCO is the group that oversees compliance risks, including all regulatory requirements and internal policies and procedures. Simply put, the CCO enables the business to be successful by assisting it in identifying and creating the necessary 

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Ask yourself, “If the policies and controls didn’t exist, how would we make sure our

In some cases, the model helps automate several manually intensive tasks, giving back time to focus on higher value work. To help reach these results, we’re looking into implementing a Governance Risk Compliance (GRC) tool. This would not only serve as a data repository, but also serve as an end-to- end risk management tool using data from different sources to drive decision making. At the end of the day, the CCO strives to prevent AT&T from being the next bad headline. So, when you think of a policy that you considered “painful” to follow, ask yourself, “If the policies and controls didn’t exist, how would we make sure our company is in the headlines for all the right reasons and not the wrong ones?”

One of the efforts of the strategy team is to help the CCO define success and effectiveness. Despite the qualitative nature of the results the CCO produces, we’ve been tasked with quantifying the CCO’s value. Our team is working on implementing a Compliance Maturity Model to help answer that question. This model consists of five levels that define success and lays out the steps required to get there. Through this model, the CCO is shifting our company from being reactive to proactive.  company is in the headlines for all the right reasons, and not the wrong ones?”

It's about our ability to build common solutions we can take to the community, making it easier for them to on-board, build and create new products and solutions around 5G. This is a way for us to solidify our position and continue our leadership on a global stage.

- Chris Penrose, Senior Vice President, AT&T IoT Solutions, on our IoT automotive industry partnership with Vodafone

Reflections on First Rotation

Compiled by Andrew Petillo and Nikhil Sawhney Class of 2018 We all have a story to tell

Everyone remembers their first rotation - whether it was climbing a pole or speaking to customers in a call center.

Here are some reflections from first rotation shared by members of the LDP community that we can all relate to in one way or another.

“ Everyone has a unique story, and everyone has something to contribute. Be open. Listen. Learn as much as you can. Ask questions. Make an impact” - Karla Enriquez, Class of 2000

“I learned that nothing important can be accomplished without team work, and team work cannot be accomplished without taking the time to get to know people.” – Sara Curry, Class of 2018

“The relationships and experience from working the front line with some very hard working and dedicated team members is something I’ll never forget! My first day at AT&T was spent in a manhole with a splicer who (thankfully) let me ask him a million questions. He appreciated my sincere interest in his craft.” – Jack Laskowitz, Class of 2006

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“People don’t care how much you know until they know how much you care. Help someone grow and performance takes care of itself. Embody what you hold others accountable for. Lead by example.” - Charles Stein, Class of 2016

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“A big takeaway is that frontline managers get the work done that moves AT&T’s day-to-day business forward. I learned that effectively getting work done requires the right mix of knowledge, connections, and empathy to maximize your team’s efforts. Expertise, alone, will not be enough at some point. This was a key learning applicable to all individual contributor roles I’ve held thereafter. There is always knowledge/information you undoubtedly will need that resides somewhere within AT&T. Your ability to find it is a function of your motivation, the relationships you’ve built or are quickly able to build, and your transparency/sincerity.” - Eli Trowbridge, Class of 2016

“My first supervisor bled patience, and cared more about me than making sure everything was perfect. She gave me direction and then let me run free. I’m sure I overstepped and understepped, but that didn’t bother her. On one occasion, when I was having a hard time getting someone to call me back, she told me to march across campus, and campout in front of that person’s office until he was ready to talk. It has been fun swapping Christmas cards with her for the last 18 years. She recently retired and will be missed.” - James Hecker, Class of 2001

“My first rotation was about connecting with people. My challenge centered around stepping away from the numbers in order to boost the numbers. I was able to connect with my team and build relationships that will last throughout my career.” - Brennan Weems, Class of 2018

“My first rotation was during a surplus, so I learned that change is constant. There’s no one formula that works in all situations. Make sure that you have strong support system, including fellow LDPs and individuals in your business unit such as your boss. When it comes to your boss, it’s important understand their goals and de-construct how your role fits in. Always look broader.” - Saira Pasha, Class of 2013

“I learned to be the boss while also taking a learning approach. Being positive and persistent was key. Doing little things while getting my hands dirty, such as carrying the ladder or pulling fiber, helped earn the respect of my team.” - Kyle Lindner, Class of 2017

“My biggest learning from my first rotation is that I had to lead and manage in a way that was authentic and natural to me. I spent the first several months leading in a way that was established for my work group, which didn’t work. Changing my style to on that fit my personality led to better relationships with my team and improved results.” - Jake Sisley, Class of 2010

“In looking back on my first rotation, my most important takeaways had to do with people. I learned that by getting to know and volunteering to help others, personal satisfaction and business results often follow. As long as your approach is genuine and for the right reasons, great things can happen that you’d never expect.” - Andrew Petillo, Class of 2018

Stay tuned for July's edition of LDP Connect Conversation

The telepresence topic will be:

A hobby or interest that's important to you outside of the office.

Why does that hobby stand out to you? Has it brought anything special in terms of creativity or perspective to the workplace? Was there a time that your hobby made a real impact in the community? Event and telepresence details are to follow, so please keep your eyes peeled for the invite and hope you can join us.

Thanks to everyone who attended March's Connect Conversation

From learning about foreign cities to rediscovering the love we have for our hometowns, we traveled the world in March's Connect Conversation.

Big shout out to those who were a part of it!

Yury Adamov – Class of 2015 Christine Cage - Class of 2003 Jason Campbell – Class of 2018 Stan Craft – Class of 2017 (FLDP) Bryant Daley – Class of 2018 Jessica Hazelwood – Class of 2018 James Hecker - Class of 2001 Cheril Krenkel – Class of 1995 Toyyib Morakinyo – Class of 2018 Anisha Patel – Class of 2012 Andrew Petillo – Class of 2018 Jamal Pope – Class of 2017 Lisa Savage – Class of 1997 Megan Shulby – Class of 2018 Phillip Spencer- Class of 2018 Brennan Weems – Class of 2018

Gio Welch – Class of 1995 Ryan Wilson - Class of 2012

WHERE ARE THEY NOW? You asked fo r i t and we gave i t t o you . Whe r e a r e LDP ac t i ves and a l ums?

LDP

< 5 LDPs

< 10 LDPs

Hub

19 STATES. 450+ LDPS. ENDLESS POSSIBILITIES.

WHERE ARE THEY NOW? By bus i ness un i t ?

LDP

9 BUSINESS UNITS WITH 20+ LDPS. 450+ LDPS. WE'RE MAKING A DIFFERENCE EACH DAY IN ALMOST EVERY AREA OF OUR BUSINESS.

More than 17 million people have tuned into the season premiere and to date, more than 27 million people have watched the episode.  In fact, we’ve added more HBONOW subscribers in the week leading up to the season premiere of Game of Thrones than in any other week in the service’s history.

- John Stephens, Senior Executive Vice President and Chief Financial Officer, AT&T Inc., on HBO's Game of Thrones final season

May 2019 Issue 3

LDP Connect May 2019