Enterprising Minds is a consultancy that provides clients with access to world class management consulting. Providing more than a technical solution, it creates results by aligning the people, process, technology and culture of an organization with the client’s business strategies.

Agile Coach/Product Manager for Trading Advanced Analytics TeamSelected Highlights:• Seconded to coach a non-AA senior leadership team, new to Agile, based on results from coaching and organizing a data engineering team. • Selected to lead the Agile development of a product for Suncor’s Trading team. Provided just-in-time training for both business and technical teams. Acted as Scrum Master, Technical Product Owner and provided direction on UI/UX, development and sustainment practices. Resulting product heavily used by business and generated an 11x ROI in 18 months of use.• Asked to take on Product Manager role based on Trading work (sole consultant in the role). Based on trust developed with leadership, have taken on many day-to-day management activities including financial management, economic benefits and resource planning. Currently coaching internal team on applying startup thinking to work and how we can evolve to embed within the business team (a long-term goal of the Analytics team). • Hand-picked as one of three senior Agile Coaches for internal and external team support. Provide process development and training as required. Asked to provide coaching to new Product Management team.

Recruited from previous position to provided Agile/Consulting coaching to clients. Select Highlights:• Suncor Energy • Designed and Implemented Architecture Owner role, from Discipline Agile, within Solution Arch group. • Coached and mentored Solution Architecture leadership on Agile and Leadership practices.• Shaw • Interviewed key stakeholders and generated an organizational readiness assessment for a new (non-standard) Agile role – Experience Owner.

Quadrus is now Improving! As of December 2013, we’re now a part of the Improving - Calgary office.

Worked closely with Release Train Engineer, Product Owner and Quality Manager to ensure successful delivery of a 2 year, $5 M project. Project is the largest of its kind in the industry.• Led 5 SCRUM teams (total of 31 staff and contractors) using the SAFe Agile framework. • Implemented software best-practices mentoring program to address legacy debt and process deficiencies. Improved quality from a customer reported 30% rating to 80% within two months. Remaining 8 releases delivered on time and with consistent quality.• Triaged and managed the successfully delivery of a large backlog of historical defects in baseline product. Met weekly with customer to review/prioritize the delivery of hotfixes, service packs and releases.• Prepared and presented weekly status of program to senior Aveva leadership.

Management of 15-25 staff responsible for project delivery within the ePLMS Global Application Centre.• Acting director of 75-person Global Application Centre team based in Calgary during reorganization (4 months).• Employee Engagement Champion for Project Services team. Engagement increased from 38% to 54% from 2014 to 2015.• Key Project Services representative for development of ePLMS Career Matrix. The matrix provided clear definition of roles and career paths from new employee to VP positions.• “Go to” resource for process, policy, management issues within Project Services and involving other groups.• Deployed Kanban process to manage the workload of 10 RealTime Platform Integrators. Reduced overbooking of limited resources and provided clear communication tool for department prioritization efforts.• Installed, configured and deployed an Open Source Kanban toolset on corporate VM (PHP, Linux).• Red2Green Leadership Advisor. Advise project team and Change Champions on results driven change processes. Moved organization from custom delivery approach to standardized product delivery.• Facilitated 70-person brainstorming session leveraging Agile + Facilitation methods. Event drove tactical process changes for the upcoming year.

Overall management of a “challenging” project. Asked to take ownership of difficult project based on proven ability to develop strong relationships with customers and address cross-group issues impacting delivery.• Represented Schneider Electric interests by being involved in project and Customer First discussions with customer.• Coordinated team to address a number of architectural challenges with current product offerings (i.e., EAGLE).• Developed revised project schedule based on extensive list of requests and open issues.• Educated customer on scope management, warranty and Customer First offerings.• Recognized by customer for ability to turn around difficult relationship, create trust and deliver on commitments.

Management and turn-around of “challenging” long-term project. • Asked to take ownership of difficult project based on proven ability to develop strong relationships with customers and address cross-group issues impacting delivery.• Represented Schneider Electric interests by being involved in project and Customer First (customer service/support) discussions with customer.• Coordinated software development team to address a number of architectural challenges with current product offerings (i.e., EAGLE).• Developing revised project schedule based on extensive list of requests and open issues.• Educating customer on scope management, warranty and Customer First offerings.• Recognized by customer for ability to turn-around project and ensure it's successful completion.

Accountable for two large ($5M+) multi-year projects under a centralized program. Responsible for overall execution of each project with focus on customer communication, cross-project optimization, resource management and commercial management. Work split between Calgary and Houston locations. Customer located in Houston, Texas.

• Accountable for facilitating the staffing of Engineering and Service projects from a centralized pool of 56 application specialists.• Coordinated the allocation of resources to high-profile projects during the organizational transition.• Developed standardized Performance Management objectives based on job functions/roles.• Coached and mentored Project Managers, Service Managers and Solution Team Leads on effective management practices (i.e., One-on-Ones, Feedback, Coaching/Mentoring, Delegation, Performance Reviews, etc.).• Senior advisor in the development of a Career Ladder for all technical staff. Model leverages “tracks” to document skills required by each role in the organization.

• Managed the communication between management and a 164 person O&G NA Solutions Delivery team. • Responsible for communicating changes to the organization, processes, roles and responsibilities, accountabilities, etc. • Communicated results of re-organization to rest of the Calgary office via status reports and announcements.• Acted as anonymous sounding board for staff with questions on new organization and role changes.• Facilitated Q&A sessions to review organizational changes and concerns expressed by staff.• Mentored management on organizational design approaches.

• Managed a 14-person Systems Integration team (i.e., hardware and software subject matter experts) supporting five local business units and numerous global offices. • Managed internal projects aimed at improving overall business efficiency.• Reduced staff turn-over 80% by introducing One-on-One meetings, Feedback, Coaching, and Mentoring.• Implemented top 2010 Quality Initiative for North America (i.e., corporate Wiki).• Eliminated six independent wikis by consolidating the Americas operation to a single corporate wiki.• Coached Calgary office personnel on effective staff management.• Delivered prototype Virtualized Test and Development environment for project quality testing.• Provided mentoring to staff inside and outside of department.

• Accountable for Profit/Loss portfolio of clients in Canada and US.• Accountable for the financial analysis, management and approval of projects portfolio for Telvent, Oil & Gas, North America; total portfolio was valued at over $10 M.• Developed and implement consulting skills training and best practices.

• Managed day-to-day activities of a 34-person IT Operations team. Team provided day-to-day management and project support for Database, Network, Unix and Windows environments.• Responsible for the people management of staff including performance management, staff surveys, mentoring, coaching and leadership development.• Developed and implemented processes that facilitated business improvements for client, Talisman, and company, Telvent.

Winner of the 2012 Startup Weekend in Calgary this opportunity provided a full-immersion education in startups. Responsible for: • Business Development• Financial Models• Game play and mechanics• Front-end development (HTML5 Canavas and CSS)• Back-end Development

• Led Business Process Design project to address organization’s large outstanding Account Receivables balance. Clearly defined causes of process delays and developed detail project plan to address key issues.• Ran business design sessions and created high-level TO-BE process models using Use Cases and Agile methodologies. Led software selection based on requirements.

• Managed the IT requirements for the 700-person Calgary office. Managed $3M annual budget covering operations and new projects.• Directed the day-to-day operations management of a 12-person outsourced IT department based in Calgary. Provided strategic direction to the outsourcing partner.• Implemented policies and procedures that clarified and improved relationship between organization and outsourcing partner. Created an awareness of Calgary business requirements in central office in Ottawa.• Championed the development and implementation of IT related security and audit capabilities across Canadian organization.

• Managed re-architecture of WestJet’s primary business ecommerce site using Agile (i.e., XP and SCRUM) based methodologies. Proactively adopted methodology to best suite the needs of the business users and the development environment.• Forecasted revenue growth was estimated at $75M for the first year. Previous year revenue was $200M. Project successfully delivered despite complex technical issues.• Managed employee and contractor resources. $1M budget with an 8-person team.

• Established a customized project management approach based on Agile methodologies (i.e., SCRUM) that allowed better prioritization of workload and deployment of 6 product enhancement releases over a 7-month period compared to previous single release over a one-year period. Each release was delivered on time and in scope. • Managed day-to-day decisions regarding product scope, project planning, implementation schedules and resource usage. • Consolidated, prioritized and implemented product requirements of Customer Service, Business Experts, Marketing, Sales, Quality Assurance and Technical teams.• Managed workload of 5 developers and 2 Quality Assurance resources.

• Created and implemented product development processes and policies based on Agile (i.e., SCRUM) methodologies. Resulted in clearly defined features in product releases, achievable delivery dates and accurate identification of product risks.• Developed and managed intranet site for reporting product features, development status, processes and policies. Learned HTML and CSS and had site running within one month.

• Managed decentralized 12-person IT team supporting the Marketing and New Ventures business groups.• Advised the IS project management office on project management best practices. Practices rolled out across all of IS department.

• Led, developed and mentored team of 5 project managers responsible for managing a portfolio of 25 architecture projects for the IS Corporate Operations team.• Managed 75-person IS Corporate Operations team for 6 months following supervisor’s secondment to corporate acquisitions team. Accountable for all issues management, resource planning, strategic planning and coordinating of the teams overall budget ($11.5M).

• Delivered a $1.8M, 17-month, technical infrastructure program that impacted 2500+ desktops and 45 Novell servers. Delivered program on time and $350,000 under budget despite the addition of the corporate Y2K implementation to program scope.• Managed a core team of 48 employees and consultants from 10 technical and business areas. Managed implementation team of 99 volunteers over weekend deployment.

Progressed through positions of increasing responsibility during tenure. Recognized for superior performance and the ability to successfully implement large, complex projects while building solid relationships with all levels of clients. Developed custom project methodologies for customers by integrating industry best practices with corporate culture. Leveraged pre-Agile frameworks, including Rapid Application Design, to deliver results. Completed equivalent of advanced PMP training.