General manager Wayne Knapp says he wants the new eatery, which opened Oct. 29, to be “the most upscale dive bar in town.”
Restaurant owner Todd Wample and three other partners acquired the property when it was down to the bare walls and original wood floors. From start to finish, the renovations took nearly 10 months.
They added an elevated stage, surrounded the bar with flat-screen TVs, put up brickwork and diamond plating décor, and installed custom lighting over the bar.
The bar itself was improved with new woodworking and mirrors, as well as a real fire hydrant at the center of the bar dispensing locally-brewed draft beers.
“If you could have seen the bathrooms before versus now, they’re phenomenal. We get so many compliments. It’s like something you’d seen in a five-star hotel,” Knapp said. “Everyone’s just been floored by the changes.”
The property most recently was 707 Sports Bar & Grille. The establishment closed after the October 2011 death of owner Carey Flynn, who was hospitalized after an after-hours fight with bar patron Cyle Walker.
Flynn and an intoxicated Walker later scuffled when Flynn caught Walker urinating outside the bar around closing time.
Flynn suffered internal injuries and died at the hospital. A medical examiner ruled his cause of death was homicide.
A Worcester County judge found Walker, 27, guilty of involuntary manslaughter. Walker is currently serving a one-year jail sentence for that conviction.
According to Knapp, Station 7 owner Todd Wampler had been looking for another spot to expand his restaurant chain, which already has locations in Pittsville and Laurel, into the Ocean City-Fenwick Island area.
Flynn’s family decided to close 707 Sports Bar & Grille after his death. In the middle of the new restaurant, under dining room tables, the old 707 bar logo remains painted on the floor. Knapp said the bar owners decided to keep it, to pay homage to Flynn and the former establishment.
There’s going to be a focus on homemade food. Entrees and sauces will be made from scratch, including smoked meats, pulled pork, and fresh hand-sliced beef for cheese steaks.
The old 707 had a staunch history of being a Pittsburgh Steelers bar. Knapp said they hope to still bring in a crowd for Sunday and Monday night football games, but for now, there won’t be any favorite team.
There’s another one whom he also can’t name who lost several million dollars in one month because one of the operator’s partners found another way to route content to end users.
“He found out only when he got a bill”, because the bilateral agreement that covered the traffic was no longer as balanced as it had been previously. “He had no visibility of what was happening. The operator just didn’t see it coming.”
Understandably, the CFO was not happy. “Our analytics could have shown him what was happening the same day the deviation started, predicted the impact and automatically issued alerts. The company would have seen what was happening and adjusted their business to avoid or minimise the loss.
“Something could have been done at the time, but weeks later it’s not so easy to tackle,” says Brooks.
And there’s a third operator — again, no names — that invested over $40 million worth of network assets, only to find they were all still stuck in warehouses six months later, unused.
“Operators today are acutely aware of concepts like time to value, and return on assets; without an accurate analytics mechanism to holistically monitor all stages of asset lifecycle, procurement and daily network changes, operators have virtually no accurate visibility into those factors.”
In several cases, Subex’s programme has identified millions of dollars worth of equipment that seem to have disappeared entirely. “The warehouses think those assets are deployed, yet there is no sign of them on the network,” says Brooks. That’s something plaguing most operators today — but now they can tighten up management of the supply chain of spare parts.
“Our concept of the ROC has evolved considerably in the past three to four years,” he says. It was a revolutionary concept from the start — giving telecoms operator executives the ability to monitor revenue-critical aspects of the network and act on them in real time.
“At first the ROC was focused on metrics — and we used the metrics for applications such as revenue assurance, fraud detection and cost management.” It was an excellent system — and still is — for identifying problems that have already happened.
The significant change in the approach took place when Subex started using the data not just to analyse past behaviour in the network but to predict activities and vulnerabilities into the future. This approach is founded on analytics and insights. “What can I predict will be the effect on existing products and customers? What insights can I derive from that prediction and effect?”
Subex took the original unifying platform of the ROC and built it into a suite of products call ROCware, with built-in analytics.
“We have an approach that focuses on outcomes — not just tools. Our advantage is that we understand telecoms. All we’ve done for the past 20 years is telecoms and the financial aspects that drive operators’ businesses every day.”
By understanding the industry and its vital data, Subex is able to understand the parameters. “We know what features you’re trying to analyse. ROCware includes tailored analytics to answer the problems the telecoms industry wants to know about.”
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