About William Gallagher

William Gallagher attended the University of Illinois engineering program and earned his degree in communications from Columbia College Chicago. He has nearly 20 years’ experience working in project, change and transition management roles with cRAN eNTERPRISE , at Unisys Corporation. Before that he worked 5 years at Allied Artists Talent Agency, as partner and business manager. More recently William has implemented ITIL Change Management and Transition services for large enterprise networks.

William has built a solid reputation as a good communicator and problem solver with a hands-on management style. He has project-managed small and large-scale projects, developed conceptual ideas into project proposals and maintained relations with clients, all while collaborating and mentoring teams to get the job done.

“I think success has a number of factors. The first is a satisfied customer where stakeholders defined needs and expectations have been met. Secondly, I want to not only deliver what’s expected but also surpass expectations by finding unique ways to add value. I need to feel that the final project represents my best work and that of my team. Producing a durable product, outcome or service that will be valuable for a long time, is what success is all about”.


William Gallagher launched cRAN eNTERPRISE  in 1995. The business, based in the greater Chicago area, was initially a value-added reseller (VAR) as well as offering network and project management services. Additionally, cRAN provided just in time (JIT) project team resources for projects being managed, both in the private and government sectors. The business is now more tightly focused on project management of large-scale migrations and deployments, system-wide upgrades and the required transition, process improvement and infrastructure change management.

A key objective is to provide the absolute minimum interruption to your business. Change can be painful. These realities are recognized and deliberate action is taken to temper the ‘pain of change’ with the predictability of set procedures, facilitating planning while remaining flexible enough to handle changes as a project unfolds. I am often asked what didn’t go as planned and sometimes the answer is nothing goes as planned, but everything needs to be in the scope of what was prepared for. The focus remains no surprises.

Generally speaking, the strategy is a predictive/creative initiation, plan and design phase, and then to kick off execution and proceed with an adaptive approach.  Rolling wave planning is utilized and critical chain scheduling constructed to facilitate keeping pace with the fluid nature of realizing the stated business outcomes.

Projects Planned with Precision and Executed Dynamically
To Realize Your Business Outcomes