Opening: The Scale of the Challenge

This was not just another rollout. It was one of the largest and most complex AV modernization programs ever attempted. The initiative set out to retire hundreds of legacy video conferencing systems and transform them into modern Zoom-enabled collaboration spaces that met strict global standards. Outdated systems were creating inconsistent user experiences, slowing productivity, and straining IT resources. Leadership needed a rapid, global transformation that would restore confidence in collaboration technology and deliver a seamless experience worldwide. The scope alone was staggering: 465 rooms, 28 sites, 10 countries, delivered in less than 12 months with 1% budget accuracy.

The Stakes: A Program at Risk

From the start, Mod '25 faced challenges. Budget approvals dragged on, putting the project months behind schedule. Risks quickly mounted: network readiness issues, facilities delays, supply chain hurdles, and the complexity of coordinating teams across continents and time zones. Even with a proven program management model, many believed the scope and timeline would be difficult to achieve.

The Turning Point: Making the Impossible Possible

To regain momentum, Level 3 Audiovisual and the client’s executive teams convened for a multi-day strategy workshop. Leaders from both companies rolled up their sleeves to rethink the program. Risks were acknowledged, tradeoffs discussed, and a path forward defined. Workflows were redesigned to enable speed and precision without sacrificing quality. The plan included accelerated staging and prefabrication to catch issues early, flexible system designs optimized for rapid rollout, and centralized procurement to control the supply chain and manage costs. The outcome was a refreshed strategy that restored confidence and put the team back on track.

The Response: Enterprise Program Management in Action

Program Management
Execution began with Level 3’s Project Management Office (PMO) acting as the command center of Mod '25. The PMO provided governance, centralized oversight, and regional project managers reporting into one framework. It maintained risk logs, chaired change control boards, and served as the single point of accountability for decisions. From day one of the reengineered plan, it established a consistent operating rhythm across every country and site. Standard tools, disciplined reporting cadences, and clear escalation paths gave leadership visibility and transparency. This governance structure tied directly to measurable outcomes, keeping delivery on schedule, controlling costs, and ensuring predictable results.

Unified Dashboard

A centralized program dashboard became the single source of truth. Leaders could log in at any time and see exactly where the program stood: scope, schedule, budget, and risks, all in one place. Burndown charts translated 465 rooms into daily and weekly throughput goals. Regional standups surfaced blockers quickly, while weekly steering meetings with leadership provided clarity and momentum for critical decisions.

Standards and Regional Discipline

Standards served as the foundation. Every room tied back to enterprise AV requirements. Each milestone passed through AV9000 quality gates, from design review through staging, site readiness, commissioning, and acceptance. Repeatable test plans ensured that whether a room was in North America, Asia, or Europe, the user experience would be identical. Regional challenges such as time-zone differences, site access restrictions, and financial scrutiny were addressed with consistent discipline.

Facilities and Network Readiness

Installations began only after power, cabling, mounting, and network configurations were validated. This eliminated costly rework and kept the schedule intact.

Procurement and Logistics

Procurement and logistics operated like a global supply chain engine. Equipment flowed into Level 3’s Arizona facility, where racks were prefabricated, labeled, and quality checked. From there, shipments moved in waves aligned with site readiness. Customs paperwork and compliance were handled upstream so crews never sat idle waiting for gear to clear.

Installation and Commissioning

Trusted local partners executed installations while Level 3 engineers provided oversight and commissioning. Standard rooms could be brought online remotely in hours, while complex, high-value spaces received in-person engineering. Acceptance packages with as-builts, configurations, and quick-guides closed the loop and accelerated support onboarding.

Financial Precision

All of this was held together by financial discipline. Cost controls, change management, and proactive pacing against the burndown plan resulted in reconciliation within 1%, a rare achievement at this scale.

The Outcome: A Defining Success

The results spoke for themselves:

• 465 rooms delivered, exceeding the original 428-room scope.
• 28 sites across 10 countries completed within the fiscal year.
• Budget variance under 1%.
• 40+ custom spaces modernized alongside hundreds of standardized rooms.

Internally, the program was recognized as one of the most significant in Level 3 Audiovisual’s history. For everyone involved, Mod '25 stood out as a milestone: a complex project that tested processes, demanded resilience, and ultimately delivered results at a scale rarely seen in the industry.

Lessons Learned

For technology leaders considering similar global rollouts, Mod '25 offers lessons tied to measurable outcomes. Quality standards and AV9000 gates ensured consistent performance across regions and reliable user experiences. A single source of truth through dashboards, burndowns, and transparent reporting gave leadership real-time visibility, improving decision-making and risk oversight. PMO depth was critical, as multi-country programs required an integrated office of program managers to maintain accountability and control. Just as important, leadership alignment from the outset enabled fast, confident decisions when challenges arose and kept delivery on schedule and within budget.

Mod '25 demonstrated predictable delivery at scale. It proved that with the right structure, large-scale modernization can achieve financial discipline, minimize risk, and deliver consistent, high-quality outcomes across a global enterprise.

Closing Mod '25 and What Is Next

In the end, Mod '25 was more than a successful project. It was a defining chapter in a long-standing partnership. What began as a difficult challenge became a story of global coordination, disciplined execution, and restored confidence in collaboration technology. Most importantly, it delivered a consistent, reliable collaboration experience to employees across the client’s global enterprise. With Mod '25 complete, Level 3 Audiovisual and the client now stand at the start of Mod '26, carrying forward the lessons and momentum of one of the industry’s most ambitious programs.