Spotlight On: Christopher Flood, Atlantic North Market President, Verizon
April 2025 — In an interview with Invest:, Christopher Flood, president of Verizon’s Atlantic North Market, discussed growth across the region, customer-centric innovation, physical and digital expansion, and the company’s people-first culture. “It all comes back to differentiating the customer experience,” he said.
What have been Verizon’s significant achievements in the Atlantic North market?
Going back to early 2023, we’ve seen consecutive quarters of growth. Our value proposition is really resonating, not just with current customers, but also with the new ones we’re bringing on board.
We’ve also implemented a new local market structure. This shift has empowered us to drive growth and become more present in the communities we serve every day. It has enabled us to be more engaged locally, and that has made a real difference. This structure has been especially impactful in the Northeast, where products like Fios are a key differentiator. We’ve seen strong results from our Fios activations, whether in how we install the service or refer it in-store. The local market structure has truly helped us transform our business over the past year while delivering a great in-store experience by meeting customers where they are.
How would you describe the state of the telecommunications industry, and what are some key trends shaping the market?
The industry is more competitive than it has ever been. Despite our growth since early 2023, the real differentiator for us is how we’re leveraging AI and emerging technologies to deliver a best-in-class customer experience. Companies that adapt quickly and innovate, while keeping the customer at the center, are the ones best positioned for success. I’m confident in the tools we have and in how we’re showing up for our customers. Optimizing AI, we ensure customers feel heard, appreciated and supported at every step.
What recent developments or expansions are you most excited about, and how do they align with the broader connectivity landscape?
Fios remains our best-in-class product, and customer satisfaction consistently backs that up.
Over the last year, we’ve improved distribution by making Fios available in nearly 1,000 locations across the North. This gives customers more opportunities to learn about the product and decide if it’s right for them. The increased flexibility, whether for service acquisition or something as simple as exchanging a set-top box, has significantly enhanced the customer experience.
We also are excited that Verizon recently became the first and only carrier in the industry offering new and existing customers a three-year price lock guarantee on home and mobile network plans. On top of that, all customers get a free phone with a trade-in, free satellite text-messaging on select devices, and Verizon-exclusive savings on streaming services. Those customer offerings are crucial, because in order to continue to be the best, we have to lead in new and exciting ways.
How is Verizon navigating economic challenges while continuing to invest in growth and customer experience?
Given the current economic environment, our value proposition becomes even more important.
We’re focused on expanding our retail presence, improving the customer experience, and investing in technologies that enhance lives, especially in places like New Jersey and throughout the Atlantic North footprint.
At the same time, we’re committed to maintaining a strong internal culture. That includes ensuring our compensation remains competitive and that our employees feel deeply connected to the communities we serve. It all comes back to differentiating the customer experience.
How do you see the role of physical stores and distribution points evolving alongside digital and self-service channels?
It’s all about tailoring the customer experience. We’re using AI tools to personalize service at the local level so customers feel understood and valued. When someone walks into a store today, we already have insight into their purchase history, allowing us to offer the most relevant products and services, whether it’s mobile, home, or bundled offerings. We also provide perks like discounts on Netflix or Walmart+ for eligible customers, which is a real differentiator.
If you’re a Verizon customer with both mobile and Fios, for instance, you’ll get a $15 monthly discount. It’s our way of showing appreciation.
Our local market structure empowers managers to truly own their communities. That means getting involved in local events and partnerships, such as those we’ve built with the Giants, Jets, and New Jersey Devils. We bring players into our retail locations for autograph sessions and co-brand our stores to show customers that we’re part of their world, and just as passionate about their favorite teams as they are.
How do customer behaviors and needs differ across the states, and how does Verizon tailor its approach accordingly?
Our strategy centers around showing up in the right places. For example, to better serve Latino communities from Maine to New Jersey to Virginia, we’ve been intentional about identifying areas where we lacked presence and taking steps to change that.
Representation matters, not just for our customers but also for our employees. We’re proud of our diverse workforce, and we want to ensure they see us actively participating in their communities. That starts with a physical presence, but it also extends to customizing our plans based on community needs. A lot of our progress has come from simply listening: understanding what customers want and delivering on that with meaningful services and experiences.
What role does company culture play in driving employee engagement and community impact at Verizon?
Culture is No. 1. Before sales or anything else, culture is the foundation. We recently overhauled our compensation structure to something we call “individual,” which allows employees to build meaningful careers, not just hold jobs. This new structure has empowered our store managers with the tools and authority to make decisions that satisfy customer needs.
We also encourage them to engage in local events like recent ones in Washington, D.C., or with the Hispanic Chamber of Commerce. Every partnership, including our sports affiliations, is about more than branding. It’s about bringing those experiences into our stores and communities.
We partner with charitable organizations too, like the Somerset County Food Bank, where we not only donate but also volunteer time to pack food and support local families. Everything we do is about action and inclusion, ensuring our employees are part of the mission, no matter where they sit in the Atlantic North.
What are your top priorities for Verizon’s Atlantic North market?
First, we’re in growth mode. We plan to continue expanding our distribution footprint over the next 12 to 18 months, especially in communities where we currently have a minimal presence.
We’re also focused on enhancing the customer experience. There’s more we can do — and will do — to deliver a best-in-class, white-glove service every time someone walks into a store.
We’ll keep investing in technologies that improve the lives of our customers in New Jersey and beyond. We’ll continue to encourage each of our retail employees to live up to their full potential and grow their own business, and to continue to deliver for our customers anytime, anyplace. And above all, we’ll keep working on culture. That work is never finished, but it’s central to everything we do.
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