A Career Built on People, Growth & Transformation

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Regional Vice President, Public Sector | Lumen

​Leading With Purpose

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  Dan's return to Lumen, formerly CenturyLink, brought his career full circle. After years spent building and leading organizations in both established technology companies and entrepreneurial environments, Dan returned with a broader perspective on leadership, growth, partnerships, and organizational transformation.

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Today, Dan serves as Regional Vice President of Public Sector, leading teams supporting government and education customers across the United States, Guam, Puerto Rico, and the U.S. Virgin Islands. His focus goes well beyond managing a sales number. Dan creates an environment where teams collaborate, challenge conventional thinking, build stronger customer relationships, and bring together the right people and technologies to solve meaningful problems.

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Public sector has also given Dan an opportunity to connect business results with something larger. The technologies and solutions his teams support can ultimately affect schools, government agencies, infrastructure, public services, and the communities that depend upon them. That connection has reinforced Dan's belief that great leadership is not simply about achieving a target. It is about developing people, creating opportunities, building lasting relationships, and leaving an organization stronger than you found it.

 

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Chief Revenue Officer | Patter

Building From the Ground Up

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   At Patter, formerly known as LetsAllDoGood and based in White Plains, NY, Dan Fields serves as the Chief Revenue Officer. Dan's time at Patter represented a very different leadership challenge. Rather than stepping into an established organization, he joined a young SaaS company that needed structure, leadership, clearer market positioning, and a foundation from which it could grow.

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The experience allowed Dan to operate much more like an entrepreneur. He helped build the sales, marketing, and customer-success organization while becoming deeply involved in branding, go-to-market strategy, operating systems, compensation, budgeting, customer acquisition, and the everyday realities of building a business.

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There were meaningful improvements in lead generation, sales performance, recurring revenue, profitability, and operational efficiency during that period. But the more lasting lesson for Dan was the importance of having the right people in the right roles. Patter reinforced a belief that has followed him throughout his career: strategy alone does not transform a company. People do

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Chief Revenue Officer | Graid Technology

​Turning Innovation Into Opportunity

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   At GRAID Technology in Santa Clara, CA, a manufacturer of data security software products, Dan Fields served as the Chief Revenue Officer from April 2020 to December 2022.

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At GRAID Technology, Dan experienced another side of building a business: taking an emerging technology company and helping create the commercial organization necessary to bring that technology to market.

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When Dan joined, the company was still at an early stage. His responsibilities expanded well beyond revenue leadership to include building teams, developing the company's market identity, strengthening its go-to-market strategy, helping establish its presence across international markets, and shaping the investor story behind its growth.

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The company ultimately grew from having virtually no product sales into a multimillion-dollar business, raised significant outside investment, and earned industry recognition. For Dan, however, the experience was another reminder that building something from the ground up requires a willingness to move between strategy and execution constantly. Sometimes leadership means setting the vision. Other times, it means rolling up your sleeves and helping build what does not yet exist

 

 

 

Vice President of Sales, Marketing, and Channel | QuadraNet Enterprises

Leading Through Change

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  At QuadraNet Enterprises in Los Angeles, CA, a company specializing in complex IT solutions and services, Dan Fields was Vice President of Sales, Marketing, and Channel from September 2019 to April 2020. The executive leadership team recruited Dan to address the company's challenges of high turnover, unstable culture, and declining revenues.

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Dan joined QuadraNet during a period when the organization was working through challenges involving culture, turnover, revenue, and its future direction. His role crossed sales, marketing, channel development, technology solutions, and go-to-market strategy.

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It was an environment that demanded both urgency and patience. Business results needed attention, but Dan also recognized that sustainable improvement required addressing the organization behind those results. That meant building teams, creating greater clarity, developing new routes to market, and helping people understand how their work connected to the larger business strategy.

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The experience strengthened Dan's belief that culture and performance are interconnected. Leaders cannot simply demand better results. They have to create an environment where people understand the mission, know what is expected of them, and believe their contribution matters.

 

 

 

Senior Director of IT Solutions  | CenturyLink

​Learning to Lead at Scale

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Dan's first chapter with CenturyLink, now Lumen, fundamentally changed the scale of his leadership.

His responsibilities expanded across network, data center, cloud, security, and IT solutions, while the organization itself was changing through major acquisitions and integrations involving TWTelecom, Level 3, and CenturyLink.

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Leading in that environment taught Dan that the skills that make someone successful leading a smaller team do not automatically translate to leading a large organization. At scale, a leader cannot be part of every conversation or solve every problem personally.

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Dan learned to place greater emphasis on developing other leaders, communicating a clear direction, building repeatable processes, and creating enough trust for people throughout the organization to make good decisions.

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It was an important evolution in his career. Leadership became less about being the person with the answer and more about building an organization capable of finding the answer.

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Years later, when Dan returned to Lumen, he brought those lessons with him, along with everything he had learned since about entrepreneurship, partnerships, transformation, and executive leadership.

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Regional Director of Sales  | Iron Mountain

Transforming the Sales Model

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Iron Mountain became one of the defining chapters in Dan's development as a transformational leader.

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Dan entered an established organization with established ways of selling. But he believed the existing product-focused model created unnecessary complexity for both customers and salespeople. Instead of accepting the process because “that is how we've always done it,” Dan and his team began developing a more customer-focused approach.

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The idea was relatively simple: customers should have a stronger primary relationship with someone capable of understanding more of their business rather than being passed between different salespeople for different products. The model proved successful and was ultimately expanded beyond Dan's organization.

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That experience helped establish a mindset Dan has carried throughout his career: never confuse an established process with the best process.

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When something creates unnecessary friction for customers or employees, leaders should be willing to question it, simplify it, and build something better.

  

 

 

Dan Fields' early career was marked by significant roles at Time Warner Cable and Ganz, where he demonstrated his burgeoning talent in sales and account management.

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Senior National Sales Manager | Time Warner Cable
Learning to Lead Others

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Dan's years with Time Warner Cable were where a career in sales began evolving into a career in leadership.

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The organization itself changed considerably during that period. Dan's journey began in cable advertising and continued through multiple mergers as the industry and its advertising capabilities evolved. At the same time, Dan expanded from focusing primarily on his own performance to developing and supporting others across a multi-state territory.

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That transition taught him an important lesson: being good at something and helping someone else become good at it are very different skills.

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Leadership required Dan to listen differently, recognize that people were motivated differently, set expectations, provide support without removing accountability, and ultimately accept responsibility for results that were no longer entirely his own.

It marked an important change in how Dan thought about success.

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The question gradually shifted from“How do I win?” to“How do I help us win?”

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That distinction would influence every leadership role that followed.

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Territory Sales Representative | Ganz
Where the Journey Began

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 Before technology, cloud, cybersecurity, SaaS, executive leadership, or public sector entered Dan's professional vocabulary, there was Ganz.

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Dan began his career working directly with retail businesses across Southern California. The job was fundamentally about relationships: find opportunities, understand what customers needed, introduce products, manage accounts, follow through, and earn the opportunity to do business together again.

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There were no large organizations to lead or transformation strategies to build. Success depended on something far more basic and ultimately far more enduring: trust.

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Those early customer conversations established principles Dan still carries today. Listen before proposing a solution. Ask good questions. Understand the customer's business. Follow through on commitments. Never take an existing relationship for granted.

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The products became more complex. The organizations became larger. The responsibilities became greater.

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The fundamentals never really changed.

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Education & Continuous Learning

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Dan's professional development includes studies at Saddleback Community College in Mission Viejo, California, covering areas including organizational theory, global leadership, career development, managerial accounting, business ethics, and marketing research.

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Dan's career has also provided extensive practical leadership experience across telecommunications, technology, security, SaaS, cloud, data center, advertising, marketing, and other business environments.

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For Dan, learning is not limited to a classroom or a certification. Continuous development means remaining curious, learning from customers and teammates, understanding emerging technologies, challenging assumptions, and being willing to change course when a better solution becomes clear.

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Beyond the Numbers

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Revenue, pipeline, market share, quotas, and growth are important measures of business performance, but they are not the only measures of leadership.

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Dan believes some of the most meaningful measures are the people given an opportunity, the teams that became stronger, the individuals who developed into leaders, the customers whose problems were solved, and the organizations left stronger than before.

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After more than three decades of professional experience, titles, industries, technologies, and organizational size have changed considerably.

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The purpose has not.

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Lead people. Build teams. Solve problems. Create growth. Make a difference.

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Dan is a Southern California native and lives with his family in Yucaipa, California.

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Higher Together

Bigger Impact. Stronger Communities. Brighter Tomorrow.