From Engineer to Founder of a CRM Co. — A Portfolio in Motion

Haider’s Technical Journey

Introduction

Hi, I’m Haider. I’ve spent years working at the intersection of tech and operations—leading network upgrades, streamlining infrastructure, and building systems that teams can count on. Whether it’s re-IPing a region, coordinating CMTS rollouts, or launching automation tools through SYNCZE, I bring clarity to complex problems and help projects move forward with purpose.

I’ve learned a lot along the way—not just about technology, but about people, timing, and the value of keeping things organized, documented, and done right the first time. This is a look at that journey.

Chapter One:

Charter Communications – From Configs to Coordination

When I joined Charter’s Northwest region, I stepped into a world where even a single IP change could ripple across thousands of customers. My role? Keep things running while we rebuilt the plane mid-flight.

I started with the re-IP project—an effort to re-map and re-structure entire hub networks. We had two-hour maintenance windows, live CMTS environments, and zero room for error. If we weren’t 80% done by the ninety-minute mark, we rolled back. And those calls? They were mine to make.

I coordinated remote and field teams, created shared documentation, and built trust through clarity. When incorrect optics started showing up in shipments, I didn’t wait—I built a system to audit everything through inventory analysis, Linux scripts, and Excel automation. That little “side project” saved us weeks of delays and was passed to teams across the region.

Then came uplinks. We weren’t just plugging in cables—we were redesigning routes, validating the right transceivers (SR, LR), and aligning the work with evolving standards. When it got messy, I personally did the inventory and kept the project moving.

And finally, the CMTS upgrades. We were rolling out Gen 2 AERIS platforms, tuning OFDM, managing licensing, and doing it all in high-pressure environments. I led the IP planning, handled RF alignment, and created real-time dashboards in JIRA so senior leadership could track our progress without needing to ask.

I wasn’t just solving problems—I was building systems to prevent them.

Chapter Two:

APM Terminals – Leading in the Gray Areas

When I came on board at APM Terminals, the M2 project was already halfway through—with no documentation, no playbook, and a whole lot of pressure. Based right in the middle of the Port of LA—known as Silicon Beach for its blend of logistics and startup innovation—we were transforming a live shipping terminal into a smart, semi-autonomous operation.

As Technical Project Manager on the IT side, I had to build the structure while steering the ship. Wireless infrastructure, vendor coordination, inventory tracking, civil and IT team integration—it all fell under my scope. The pressure was real: any delay in this live environment could cost close to a million dollars per hour.

I worked with multiple vendors, some within my control, some not. I rebuilt the documentation from scratch using Microsoft Project, created line-by-line task lists across teams, and made sure if I wasn’t there tomorrow, the project wouldn’t stop. But it wasn’t easy.

There were moments of friction—vendors falling behind, teams overlapping work, and even tension with senior leadership when I had to push to keep things on track. I wasn’t trying to be difficult—I was trying to deliver. Sometimes that meant being the one to ask the hard questions, or press for accountability when no one else wanted to.

Still, I had support, and I leaned on it. We didn’t do everything perfectly, but we left the project better than we found it—and I made sure that whoever picked up after me had a clear, usable path forward.

We didn’t reinvent the wheel. But we kept it turning, even in the middle of the storm.