I’ve been working on contract with several organizations over this period, including ITForce, eStruxture, Hut 8 and currently Difenda.The work has been focused on these areas in general: Core Product Management: Establishing long term product roadmaps that parallel technical roadmaps. These long term plans must also line up with product development teams, ensuring the dev teams can deliver on time and on budget. Often the focus here is on proper adoption of Scrum and DevOps processes. A sober understanding of technical debt often plays a role. Enterprise Architecture: Establishing an enterprise wide view of all primary corporate applications such as ERP, CRM, and web platforms, and driving proper integration. There is also a focus on data here, ensuring an effective MDM approach and establishing a single source of truth.Scaling the business: These efforts are usually centred on addressing quote to cash problems, and establishing proper roles within the organization so as sales/new clients come in they are onboarded effectively. The focus here is on the customer experience and cultivating a trusted long term relationship.

At TeraGo I was responsible for Product Management & Managed Services across TeraGo’s three lines of business (Connectivity, Data Centre and Cloud), and also oversaw all back end Business Development efforts. I worked directly with Development and Operations on technical and product roadmaps, Marketing on sales enablement and collateral creation. I worked with the executive team on short and long term company strategy. I was also responsible for relationships with key partners such as AWS, VMware, and Cisco.

My initial focus at Q9 was a go-to-market strategy for launching a new cloud platform. The build & launch didn’t go as planned, so I oversaw building a team to address this longer term. Over the course of four to six months, I built a broad-skills development team, and put into place proper development processes such as build and environment management, quality assurance, environment management, and a devops approach. The team went on to launch a cloud platform (based on Nutanix), along with a range of supporting services including backup, load balancing, and firewall. As this team became more functional, I took on ownership of the Product Management team as well, working with each Product Manager on the Colo/Hosting side of the business, go-to- market efforts, including pricing, P&L reporting, competitive positioning, training, and general sales enablement. Bell purchased Q9 in Q4 of 2016.Accomplishments:• Played a key role in launching a new private cloud platform• Was a successful change agent, driving a culture that values quality and craftsmanship• Successfully owned the full product lifecycle, taking products from ideation through to production & launch

Pixel Tours is a small Product Management oriented company, with a focus on user experience, needs analysis, product planning, and development management. I worked with Pixel Tours on a contract basis and had responsibilities at all levels of the engagement - from relationship management, to product planning, to architectural/technical analysis.

In the first phase at 407 I led the creation of a special projects team. The first project was the development & integration of a new ecommerce, biller-direct, self-service web platform. This +$3M effort drove the transition from a mainframe/batch-based architecture to a real-time web service (SOAP) approach. This project was highly successful and led to the change to Agile Scrum as well as the Product Owner/domain expert approach. Accomplishments:- Championed the move to a real-time architecture, key for later adoption of new CRM, BI, and ERP platforms- Successfully launched a new biller-direct web platform that led to significant increases in online payments and electronic bill conversion, lower customer calls, and an overall increase in customer satisfactionIn the last three years I helped drive a new structure for the department and took on responsibility for several key domains; Web, CRM, Automation, Data & Business Intelligence. I maintained oversight of all phases of development, from ideation/initiation, to build, launch/roll-out and support in production. I shared responsibility for the enterprise architecture view and ensured it aligned with long term product & infrastructure roadmaps. I also worked closely with Product Owners to ensure end user needs were met or exceeded. Directly assisted management of a prioritized company IT roadmap.Accomplishments:- Championed the creation of the Product Management/Product Owner discipline- Key driver in the adoption of Scrum, and in turn, Continuous Integration, Test Driven Development, & DevOps- Drove the onboarding of Cloud Services such as Salesforce, Ravello, others- Drove the onboarding/integration of enterprise applications including BPM, BRE and EAM

At Symcor I assisted with a long-term shift from their declining print channel to the electronic/online channel. I was responsible for their Electronic Document Presentment & Payment platform. I assisted in the original development of the Cheque Image Statement platform, that allowed the printing of captured cheque images on the statement. In 2006 I worked on a $4M initiative to build a new platform based on the ebilling ‘consolidator’ model that was intended to compete with epost. I was heavily involved in both design and build of the platform, as well as the go-to-market strategy, and pre-sales efforts.During the last two years at Symcor I was responsible for the rollout of a comprehensive SDLC across two large business lines, comprising over one thousand people. The biggest effort was simplifying the process and making it palatable, yet relevant, across all project teams and departmental lines. Accomplishments:- Championed the rollout of an updated SDLC, including initial proof of concepts for adoption of Agile Scrum- Liaised successfully with the primary financial institutions to ensure methodologies lined up effectively- Drove the rollout of Changepoint, a project portfolio platform from Compuware

With Combined Solutions I completed contracts with various organizations such as TD Bank and the TSI Group. I was responsible for authoring product roadmaps and plans for decommissioning given products or services, while upgrading to modern solutions. As an example, with TD, I was asked to review four key technologies, two of which included their Encryption platform and SNA network. In each case I detailed costs necessary to support the current technology, the savings to be found in upgrading those systems, and the specific migration path required to sunset older systems and on-board modern ones.

At TrueSpectra I managed the release of a new ‘image server’ product - from early research and ideation, to rollout & launch. I worked closely with dedicated marketing staff to drive vertical market analysis and sales strategies, weighing in on price points and assisting with business development efforts. Later, I acted as a Sales Engineer, supporting pre & post sales for U.S. account managers, authoring RFP’s and RFI’s, and presenting to many large accounts such as GM, Best Buy, and Barnes & Noble.