Responsible for the vision, growth and execution of the core focus and values of the organization. Managing the relationships with our supply chain and compliance partners. Managing and championing our message to Microsoft and our Microsoft implementation partners.

I am responsible for enabling the culture and vision of the company; developing strategy and direction; leading the executive/senior management; managing financial and physical resources; liaising with partners and managing partner agreements; and managing the relationship with our transportation, supply chain and compliance management partners, and Microsoft.

Managed financial and physical resources; liaised with partners and managing partner agreements; and managed the relationship with our two strategic partners, BluJay Solutions and Microsoft.

As Managing Director of NMB Solutions, I am responsible for the company's overall direction. NMB is a team-based Microsoft Dynamics ISV partner, focused on developing robust and extensible parcel and LTL shipping solutions for Microsoft Dynamics AX/365.

My primary focus was to manage the implementation of Dynamics AX 2012 at the Royal Canadian Mint. I also provided project management support for NMB's AX shipping solution.

Working as a consultant for In-Touch Insight, managed development and delivery of the Office of Small and Medium Enterprise (OSME)'s web service, Buyandsell.gc.ca. Duties included: managing the content and development teams; developing and implementing growth strategies; interfacing with other business units and planning their integration into the site; and working with the management team to develop the overall vision for the service. Key deliverables included: rendering the Drupal-based site compliant with the Web Content Accessibility Guidelines (WCAG) Level AA; launch of the PWGSC Supply Manual and Standard Acquisition Clauses and Conditions (SACC) Manual using Drupal 7 and HTML5.

My role was to support the implementations of the Infor Visual Enterprise Resource Planning (ERP) suite of applications for BSA, who was the reseller and services provider for Visual in Canada. Focused mainly on customers in Eastern Ontario, Quebec and the Maritimes, I was responsible for providing project management, implementation support, technical support, and training for clients either performing first-time implementations or upgrading current installations of Visual. I was simultaneously supporting the implementation and updating of companion products such as Microsoft SQL Server 2005/08, Oracle 9i/10g, and MS Sharepoint, along with infrastructure upgrades and standard office applications.

I was responsible for the implementation of the Infor Visual Enterprise Resource Planning (ERP) application to replace the disconnected and homegrown systems in use in engineering and production. My responsibilities included: requirements gathering, process development and redesign, RFP development and management, vendor selection, and management of the implementation through to production release. I was responsible for all aspects of the project in all areas of the business, including setup, implementation, training, and troubleshooting. Simultaneous projects included: restructuring the IT infrastructure in order to support ongoing enterprise system growth and redundancy, as well as global remote and satellite office access; and implementing Microsoft Sharepoint document management to provide easy access, revision control and permissioning for the organization's structured and unstructured documentation.

I was responsible for establishing a corporate PMO and developing the project methodology and tools to be used as part of the organization's goals of establishing project management best practices and formalizing the Project Manager role. I was also charged with identifying current staff or hiring new employees to fulfill the Project Manager role in each facility. My duties included: development of the corporate project management methodology, development of all tools and resources required to support the methodology, hiring of project managers, development of the training program for new PMs, sales associates and operations personnel supporting the initiative, and coordinating the reengineering of business processes directly affected by the advent of the PMO. As well, I performed the role of Project Manager on all enterprise-level projects and large client contracts. This required me to manage all operational project management activities related to these projects.

Working with the Global Regulatory and Strategic Intelligence team, I was responsible for managing several projects relating to Regulatory and Strategic Intelligence. These projects included the Advanced Search Capability project, which was focused on delivering a superior search tool dedicated to Regulatory and Strategic Intelligence, and the Pipeline Sustainability Modeling project, which was charged with delivering a modeling and scenario development tools to aid in the development and maintenance of the BMS drug portfolio. My primary role was to work closely with the business users, identifying the business processes directly relating to the project and working with them to determine the potential risk and impact on their strategic goals and deliverables. My duties included: interfacing with the relevant business groups, developing Requests for information (RFI) and Requests for Proposals (RFP), managing external vendors, maintaining the project schedule and budget, interfacing with the global infrastructure and systems validation teams, and reporting progress to senior management.

Working with the Digital Solutions Group (DSG), I was responsible for managing the development and ongoing support of complex web-to-variable-print projects produced at Vertis' digital print production plant (DPS). It was my responsibility to manage the customer engagement, coordinating with their business and technical representatives and communicating progress and risk, and managing their expectations through regular status updates and informal communication. Duties included: identifying and documenting the business requirements; developing a comprehensive project plan; managing the application development team; managing the client relationship throughout the development life cycle; and managing the final transfer to full production.

Working with the Global Information Systems (GIS) team, I was responsible for managing the implementation of the Remedy based Global Change and Problem Management (GCPM) CRM system in multiple locations, including Sanofi Aventis sites in the US, Canada, France and Germany. Utilizing the Rational Unified Process (RUP) I developed and implemented a standard engagement plan that allowed for the simultaneous coordination of multiple installations across the globe. I was responsible for the business client interaction, process discovery, coordination of the local project team, organization of the business and technical workshops, coordination of pilot implementations, and management of the production implementation. Duties included maintaining target dates and budget, managing senior management expectations, and managing the creation of all Standard Operating Procedures (SOP), User Test Cases (UAT) and Master Validation Plans (MVP). I was also responsible for the analysis and integration plan between Remedy and local CRM front end systems, existing helpdesk applications and outsourced helpdesk and CRM suppliers.

Working with the SAP ABAP Programming team, I was responsible for managing and documenting code changes and functional modifications pertaining to the Enterprise-wide upgrade of SAP from 4.6c to 4.7. Responsibilities included creating validated user test case documentation (UTT), creating validated function technical specifications (RICE) and coordinating with Quality Assurance to ensure a seamless transition to the upgraded SAP environment. Evaluating and confirming ABAP code changes and SAP function modifications were also included.

Working with the IS Infrastructure Group and the Computer Validation Group (CVG), I was responsible for the coordination, development, and instruction of all infrastructure related Standard Operating Procedures (SOP) required by Wyeth's Pearl River plant, as part of their push to conform to the FDA's GMP guidelines, specifically 21 CFR Part 11. I worked with the Application Development team to create IQ/OQ/PQ validation documentation for modifications to existing validated systems. I managed the documentation for the training of the CVG specific SOPs, audited the training documentation forms, gathered statistics in support of the overall training effort and provided all verified training related documentation to the Wyeth training center for entry into the staff curriculum database. Responsibilities included document design, project management, training, information gathering, writing, auditing and editing.

Working with the SAP BASIS/Security Group, I coordinated the security specifications of the SAP system transfer from one Aventis manufacturing plant to a new company. Responsibilities included: managing the development of Standard Operating Procedures (SOP) for user access; audit log review; and the creation of users and groups. Other responsibilities included: coordination of the creation of user accounts and permissions; Ascendant JFD document development; WinRunner script development for the removal of all Aventis users, profiles and functions from the new system; removal of all former Aventis staff transferred to the new company from the Aventis SAP environment.

I managed multiple simultaneous global projects, the majority of which were high profile and had enterprise-wide reach. Managing a staff of five project managers and up to forty business and systems analysts, developers and database administrators, I had overall responsibility for the delivery of projects such as the UNDP Enterprise Portal, an Enterprise Knowledge Management system, and a global CRM system, as well as being a member of the senior management team charged with the global implementation of the PeopleSoft ERP system. The project teams were located in multiple locations across the globe and had to be managed remotely. I had to account for factors relating to time differences, regional and cultural idiosyncrasies, and the inability to hold regular status meetings in person. Consequently, the projects were managed with frequent, short videoconferenced status sessions and regular informal communication through email, IM and phone. Each project had a comprehensive project plan with frequent milestones and deliverables to aid in managing business expectations and in identifying potential risk and bottlenecks as early as possible.I was a member of the Knowledge Management team charged with developing a taxonomy based on U.N. classification standards and customizing the Portal to act as the collector for KM data elements for the organization. Additionally, I had overall responsibility for the development of all web-enabled systems development within the organization.

I developed an intranet site in HTML for Customer Training and Information Product Documentation. In addition to writing Wireless Customer documentation in Framemaker 5.5 and Corel Draw 7.0, a thorough understanding of Wireless/Telecommunications hardware and software was necessary. Product releases of the documentation included documentation with version control, file conversion procedures, and a database interface to obtain source materials. I provided training on intranet usage. I published documentation on Sun Solaris 4.1 to support postscript for printing and CD. PDF format was used to store documentation for online viewing.

Led a small publishing company that produced historical fiction novels. Principal duties involved marketing, promotion, typesetting and graphics design. Successfully published a 3-novel series released to print.

As Technology Manager, I was responsible for all technology-related initiatives and the implementation of the company's strategic plan for developing electronic document creation and production processes in order to position them as a printing industry leader in the region. I coordinated direct connectivity with major clients and the use of Internet technology to facilitate interaction in a secure environment using Win NT, IIS and EDI. As Electronic Pre-press Manager, I managed the graphic design and pre-press department consisting of 16 graphic artists, graphic designers and proofreaders, divided into three teams: commercial printing, newspapers, and specialty publications. * Coordinated, scheduled and assigned incoming projects from internal and external sources. * Responsible for purchasing, staffing, training and discipline for the department. * Served on the organization's ISO 9000 committee and formulated all official process documentation concerning the operation of the pre-press department and the management of the computer systems.

I supervised one of the first completely electronic weekly newspapers in Canada. * Responsible for a team of seven people including two graphic designers, a graphic artist, 3 typesetters and 2 customer service representatives. * Liaison to the Newspaper Committee and charged with implementing their decisions.

I provided design, layout and editing for documents on both Macintosh and IBM based systems, using QuarkXPress, Aldus PageMaker and Xerox Ventura Publisher.

I provided layout and edit functions of forms for the 1991 Canadian Census on Xerox 6085