HRO Today June 2015 - 42

HR Exclusive
All Sides of the Business
Having several roles at the same organization positioned
Laurinda Pang for success as CHRO.
By Kim Shanahan
Some people say they do it all-and some people actually
do. Laurinda Pang falls into the latter group. As executive
vice president and chief administrative offi cer for Level 3
Communications, she has global responsibility for human
resources, corporate strategy, corporate development,
corporate communications, investor relations, and
corporate social responsibility. She is also executive
sponsor of the company's global diversity and inclusion
initiatives. Here she explains her long journey into her
role in HR and how her approach is creating an engaged
workforce.
You didn't start in human resources. Describe your
journey to your role now.
Pang: My career didn't follow a predetermined path.
I started in telecom in the heyday of telecom, cold
calling and slinging long distance in New York for
Allnet Communications. After being promoted to a
new role, I started taking on project-based work in
business operations. I loved the variety within that space
and its direct connection to the business. The revenue
and cost budgets for the Northeast were part of my
responsibilities and from that experience I gained a
deep business orientation and understanding of how
the organization made money. From there, I helped
establish our business in the UK, handling everything
from hiring sales, operations, and marketing employees
to establishing our presence in the industry. When I came
back to work in the United States, I had full profi t and
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HRO TODAY MAGAZINE
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JUNE 2015
loss (P&L) responsibility (sales, marketing, and customer
service) for our small business group and then as the
product management leader for the enterprise voice
product P&L, which was $1 billion at the time.
Two acquisitions later, I eventually moved back into a
staff function as chief of staff to the CEO when Global
Crossing was in bankruptcy. There was a lot of strategy
and restructuring work-channels of distribution,
divestitures, engagement with the board of directors, as
examples-and it was a great learning experience. The
CEO then put me in charge of investor relations (IR) as
the company emerged from bankruptcy. When I told our
CFO at the time that I didn't know the fi rst thing about
IR, he said the company needed someone who could tell
our story. It was an intimidating experience but one that
I wouldn't trade for anything. I learned something with
every interaction and had a lot of fun along the way. We
focused a great deal of our efforts on the fi xed income
side as we raised fi nancing. But our growth story was
obviously more interesting to the equity investors. It
was a tough role but after three years of hard work, I
am proud of the fact that we helped turn around Wall
Street's perspective of Global Crossing.
From there, the CEO asked me to look at our customer
experience. During bankruptcy, the company had gotten
very profi cient in doing whatever it took to serve our
customers and they appreciated the service we provided
to them. In order to maintain our differentiated position

HRO Today June 2015

Table of Contents for the Digital Edition of HRO Today June 2015

HRO Today June 2015 - 1
HRO Today June 2015 - 2
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