I help organizations scope, scout, screen, design, validate, and deliver new and emerging technologies and concepts to improve quality, efficiency, and effectiveness.

Global leadership role providing thought and technical leadership to address critical operational challenges across Brazilian, Canadian, and Asian Operations via AI, Automation, Sensing, IIOT, Robotics, and strong partnerships with industry and academia. Trusted advisor to Executive leadership and industry partners.

An Executive Leadership team member with dual reporting lines to the Chief Operating Officer of Base Metals and the Global Chief Digital Officer. I led the development and execution of the Digital Strategy globally for Vale Base Metals. The blended execution team consisted of 120 resources (employees, contractors, and consulting partners) with a Program budget of over USD 500M. The program delivered significate business and operational capability leading to a safer and more productive business.

At 2km underground , SNOLAB is the deepest cleanest lab in the world t and has 5,000 m2 of clean space underground for experiments and supporting infrastructureSNOLAB’s science program focuses on astroparticle physics, specifically neutrino and dark matter studies, though its unique location is also well-suited to biology and geology experiments.

As part of the Digital leadership team and client partner, I delivered practical, innovative, and sustainable solutions for demanding business challenges.• Providing expert advice to clients to assist them in the creation and realization of Industrial and Operational Systems Strategy • Analysis of current state systems and solutions and providing recommendations to improve to unlock value and align to business goals.• Provide architectural leadership and systems design guidance to solutions delivery teams.

Providing advice, guidance and standards around Industrial and Operational systems (Mining, Refining, and Manufacturing) for existing and new operations globally. Internal consultancy regarding the use of technology to improve health, safety, environmental and productivity outcomes. > Provide advice to Executive Leadership on how to better use technology to maximize business outcomes. > Undertake solution and design reviews of Operational and Technical systems are designed to be secure, robust and reliable. > Provided advise and technical assurance for complex projects > Internal Thought Leader on Digital Transformation > Define robust, reliable and secure standard architecture and approaches to improve the speed of deployment and cost profiles across existing and new operations > Work with startup community and innovative vendors to evaluate their product and solutions offering and relevance to Rio Tinto > Define and execute Proof of Concepts and Proof of Technologies

To better address the convergence between IT and OT and to consolidate many disparate pockets of skills and capability, Rio Tinto set up a dedicated Industrial and Operational Technology (I&OT) Practice within its Global IS&T team.> Liaise with Product Group and Business Unit Leaders to maximize the benefits the Business can gain from their Operational and Technical Systems.> Engage skills in business acumen and functional and technical understanding of both the business operations as well as the systems which support them to identify opportunities to improve.> Optimize return on investment for existing systems by investigating opportunities for the business to gain benefit from new, additional and emerging technology.> Partner with the I&OT Delivery Team and the IS&T Service Lines proactively to fulfill identified needs. > Assess solutions to ensure achievement of benefits full business integration.

Added responsibility for Business Process Consulting Teams in Europe and Canada as well as Rio Tinto Marine IT (one of the world’s largest carriers of Bulk Product) in addition to previous job responsibilities.

Cooperated with Stakeholders and Leadership globally across the Business to understand the Business’ strategic direction and plans related to the ‘Manage Mining and Processing’ and ‘Contract to Cash’ business process.> Positioned SAP (RTBS) to adequately support business processes and their future direction.> Colluded with the SAP de;ivery team proactively to ensure work delivery was fit for purpose, adequately planned and prioritized to meet emerging needs.> Communicated with the three other Functional Business partners to ensure effective and integrated process and work practices.> Contributed to the Scope defining and evaluation team for the Application Right Sourcing Project (very large 2nd Generation IT outsourcing program), utilizing my skills and experience in the onboarding of CSC as part of the Castle Project and the GDC (Global Data Centre) Program.> Functioned as Senior IS&T Leader in Montreal and actively partnered with the RTA CIO across the full spectrum of IT topics.> Served as a key leader in the establishment of the Joint Rio Tinto / Accenture Innovation Centre.

Rio Tinto Energy is one of five Product Groups of Rio Tinto and consisted of both Coal and Uranium Divisions.Delivered Governance, Direction and Support to RTE and its Business Units (BUs) in the areas of ‘IT’ and the ‘Purchase to pay’ business processes. > Led team to ensure that RTE gained maximum value and benefit from its system and associated processes within an appropriate risk profile.> Spearheaded Design, Deployment and Operation of RTE IT solution, ensuring reliability, robustness, security, integration, and fit for purpose and cost-effectiveness.> Led Design, Deployment and Embedding of solutions to capture and report on Technical, Operational and Commercial data and deliver trusted information.> Administered IT/Business and Technical system resources embedded in RTE Bus, guaranteeing efficient and effective resource utilization with consistent standards across the product group.> Scrutinized the Businesses’ Purchase to Pay process (including warehouse & inventory management) for effectiveness and reduction of risk exposure. > Leveraged the services provided by Rio Tinto IS&T and RTP via active engagement, alignment, and management.> Directed the Business-wide IT demand pipeline to ensure alignment of investment to our strategic plans and goals.> Defined the demand management process, governance process, and inventory management process (including rollout). > Catalyzed 15% in cost savings, identified and baked into the 2013 plan.

Rio Tinto Coal Operated 7 Coals mines on the East Coast of Australia. Delivered IT services and oversaw Purchase to Pay Governance, standards and strategic advice.Raised Rio Tinto Coal Australia (RTCA) Purchase to Pay Systems (PTP) (Warehousing, Inventory, Procurement, Account Payable) to accepted industry standards to minimize risk to the supply of goods and services.> Placed and positioned RTCA to scale the business efficiently including automation and standardization.Solidified fit for purpose IT solutions to support and empower the business. > Managed relationships with key stakeholders involved in the provision and receipt of PTP and IT services.> Formulated PTP and IT strategy and ensured function and site strategy alignment in consultation with sites and function.> Regulated working relationships between sites and Group Functions.> Guided and trained the PTP and IT Team to elevate its capability and performance to achieve accepted industry standard of delivery of services to RTCA. > Refined and embedded PTP Governance processes and communities of practice.> Integrated a Core and Common approach to IT and business solutions across the business to drive down diversity in systems and applications.> Honed controls and introduced an increase in electronic workflow.> Launched iPad solution for infield data capture.> Bolstered operational performance, by providing increased access to real-time data.> Trimmed IT operating budget by 10% while maintaining services and performance SLA.> Modernized underlying IT hardware and improved physical computer rooms to industry standard.

Directed a team of Function and Technical specialists to engage with the business to leverage technology to improve business outcomes.> Planned and supervised the execution of Rio Tinto Coal application embedding, training, and enhancement plans.> Oversaw external 3rd parties and internal Rio Tinto Service Providers.> Defined and managed SLA.> Spoke for Rio Tinto Coal at IT Governance and Rio Tinto wide working groups.> Gathered and finalized Operating and capital budget, and monitored compliance.> Ideated and introduced a service improvement framework and initiatives.> Reengineered RTBS (SAP) training team and embedding program.> Solidified streamlined process for the delivery of Application and system enhancements.> Reorganized team to allow close alignment with the business.> Tightened relationship between team and Rio Tinto Central IT, leading to a dramatic improvement in operational outcomes for the company.

Served as Application lead on a project tasked with setting up the Organization’s Global Datacentre.> Constructed framework to allow the application portfolio to be reviewed to determine Data Centre Hardware requirements and to identify software/hardware consolidation opportunities. > Assessed interdependencies between applications so that systems could be moved into the new Datacenter with minimum disruption to users.> Formulated benchmarking process to allow systematic comparison of application performance pre-and post-datacenter migrations.> Recommended migration plans and risk integration strategies.> Analyzed DR and recovery requirements and matched to 3rd Party vendor’s capabilities.> Fulfilled consolidation and virtualization targets.> Avoided unplanned outages or degradation of performance on Applications within scope.> Designed communal platforms (Web and Database) to drive down cost and improve utilization.