SUMMARY:

• I work with clients to understand their problem statements and develop solutions that deliver on their “value appetite” for strategic transformation, culture change and experience adoption
• Transformation leader experienced in passionately supporting enterprise client’s organizational change journeys, exceeding $500m in budget, at the intersection of business/ IT and human capabilities
• Functional experience in strategy, program/ project management, management advisory consulting, technology, change management, human capital management
• Practice area fascination: Digital transformation, leading - edge business and operating models, venture design & entrepreneurship, emerging technologies (Ai, Cloud, Machine Learning)
• Thought leadership focused on change integration, customer experience, and continuous improvement; building, leading, coaching teams to deliver exceptional outcomes whilst improving business effectiveness
• Inspiring vision for change through collaboration across functions to promote operational funnel prioritization, effective partnerships and shared responsibility

SKILLS:

Areas of expertise: Team Leadership, Strategy Execution, Large-Scale Transformation, Portfolio Management, Cross-Functional Team Building & Facilitation, Mergers & Acquisition, Business Restructuring, Business Model Innovation, Organizational Design & Change Management (OCM), Program/ Project Management, Roadmap Development, Business Process Management, Enterprise Architecture, Value Analysis and Business Case Development, Service Design & Metrics Definition

Technical Competencies: Altassian Tools (Confluence, Jira), Agile Methods (Scrum, Kanban), Change Management (ADKAR), Lean Six Sigma (PDCA, DMAIC), IT Service Management (ITSM-ITIL), System Development Lifecycle (SDLC), Program Delivery Life Cycle (PDLC), Project Management (PMBOK), Zachman Framework (TOGAF)

RELEVANT WORK EXPERIENCE:

Confidential

Program Manager

Responsibilities:

• Guided and executed on a program vision for operating model transformation across CIOO/ CIO lines of business and the Technology Operations team
• Facilitated cadence and synchronized at the leadership and team levels to re-align platform-centric structure to a portfolio-aligned IT support structure
• Responsible for defining, re-aligning and implementing service planning (intake), transition (concept-to-day 2) and delivery (day-to-day) processes and procedures; recruiting, coaching and guiding portfolio-assigned teams through run book ramp up in administering CIOO/ CIO $bn spend (projects, initiatives envelope)
• Owned client engagement, assisting Head, Portfolio Technology Services and senior leadership in backlog grooming of the annual business plan, including implementation of new initiatives: CI/ CD project intake process consolidation, Cloud operations initiation, Mainframe shared infrastructure consolidation, technology currency decommissioning, online banking Go-Live project, IT Service Management (ITSM)
• Advocated for a broader view of initiatives, promoting focus on agreed plans, contributing technical advice to the Key Performance Indicators (KPI) negotiations, compiling and reporting on performance results
• Managed risks and dependencies across organization and broader enterprise, constantly seeking opportunities to improve operational processes, improve consistency of delivery and customer satisfaction
• Provided leadership to 35+ team members, coaching and guiding portfolio-assigned teams in ensuring milestone delivery, information transparency, knowledge transfer propagation, risk/ issue mitigation and team practice consistency

Confidential

Manager, Business Change

Responsibilities:

• Led the creation of iterative change management strategies and plans that drive accountability of people leaders in maximizing employee engagement and adoption
• Leveraged co-creation as the preferred approach to identified change impacts, stakeholder development strategies and plans, based on size and complexity of change and the nature of the delivery approach
• Advised leaders (Executives, Directors, and Managers) on the changing role and expectations of leaders in the context of change and coached in expected mindsets and behaviours
• Thought leadership and subject matter expert in change methodology focused on driving change acceptance, strategic consultation to leadership, and as a practice leader with the HRBP Community
• Conducted Change Impact Assessments, identifying risks to product delivery; articulating practical and actionable mitigation hyper/ after care activities

Confidential

Organizational Effectiveness Consultant

Responsibilities:

• Divisional lead, translating business strategy into scalable programs that facilitate alignment, integration, and collaboration in the functional review and analysis of priority areas ( corporate procurement, contract management, supply chain, fraud and carrier safety enforcement)
• Recommended expansion of operational support, strategic policy augmentation, centralized branch coordination, load balancing for peak service periods based on best practice; addressing design principles and leveraging cross-program capabilities in transitioning carrier safety branch to future state structure
• Promoted continuous value delivery through implementation of fully enabled value streams, consolidating operational processes from 4 to 1 Line of Business (LOB); decreasing by 9.4% workforce requirement in the design of a tiered contact center service delivery model aligned to Confidential corporate standards
• Increased Full Time Equivalent (FTE) baseline compliment by 12%; rationalizing roles by introducing appropriate span of control ratios and layer sizing, updating job families - streamlining roles, ensuring consistency in classification levels and providing opportunities for succession planning
• Visualized and depicted deep conceptual understanding of technical concepts pertaining to technical problems, recommending highly effective strategies to promote new service design
• Accountable for leadership coaching to guide adoption, methodology approach in mapping business capabilities, recommending options consistent with the strategic focus, establishing jurisdictional reviews, and impact analysis, business model design and preparation of consultation artifacts (reports, presentations and briefing materials)

Confidential

Business Improvement Consultant/ Project Manager

Responsibilities:

• Co-led the development of an innovative enterprise architecture roadmap and technology plan to support a $50m ERP Peoplesoft Oracle system deployment
• Managed the definition phase of a $4.5m HR grievance case management product to determine appropriate architecture for integrating product into the existing environment, realizing an 88% fit-gap
• Directed and formulated recommendations and obtained stakeholder buy-in, provided solutions to complex business problems for assigned areas of responsibility
• Guided and consulted with IT Cluster teams through various gating cycles, exercising thought leadership and process governance in the interpretation of client needs
• Created and communicated business case, training manuals, communications strategy, corporate gating, enterprise checkpoint artifacts
• Authored the HRO IT strategy roadmap based on a re-aligned portfolio of IT initiatives, emerging service trends (shared service vs. regional model), understanding of policy and analysis of program profiles; optimizing business model to drive divisional modernization

Confidential

Management Consultant

Responsibilities:

• Facilitated ministry transformation and organizational integration, leading/ coordinating 8-12-person business review sessions in the negotiation/ validation of re/ designed programs, aligning functional capabilities with health system strategic priorities in meeting mandated 2.1% reduction
• Augmented cross-functional collaboration capacity by approximately 30% for ministry supply chain and procurement projects above $100,000 thereby addressing Auditor General’s requirements
• Redesigned divisional programs, including Capital Investment, Emergency Management, Accounting Policy, Controllership Management, DMO, etc.; articulating vision, future state options, operating models, organization design capabilities, process drivers, interdependencies; applying lean six sigma and enterprise business architecture methodologies in integrating services, consolidating processes and establishing Key Performance Indicators (KPIs)
• Provided strategic advice to the Executive, HR, IT vendor, facility partners in identifying structural implications to the redesign and migration of transactional functions to other ministry areas