Much of the growth TD has experienced over the past decade has been through mergers and acquisitions. This created a technology spawl across all lines of business that increased complexity, costs and risk. Solving this challenge began with improving the firms asset management tools and processes. Once a complete inventory was created, existing tools in TD could not easily present the complex set of technologies, or align them to each business owner. In partnership with teams from each line of business, I designed, sponsored, and patented an interface for technology asset alignment & investments.Key results:- Improved inventory completeness and accuracy from 11 tracked and reported technologies to over 200.- Mapped technologies to vendor support and existing contracts to create risk posture.- Mapped new, risk ranked technologies to business owned applications.- Reduced unsupported technology from 47% to 5% in support of board commitment.Oversight:- Sponsored and presented monthly regulatory reporting.- Participated quarterly relationship meetings with OFSI and in the Federal Reserve Board (FRB) in the U.S. - Owned all audit and regulatory findings associated with enterprise technology risk and investment.

In this role I managed the “Technology Risk” and “Enterprise Protect” project portfolios. The two business units were required to share a single capital investment envelope beginning in 2020. As the executive owner of the portfolio, much of the role was working my peers in each area decide which projects would be funded, keeping in mind not only the business unit objectives, but TD overall as well.Key results:- Designed and produced a new portfolio priority matrix that included current risk posture- This supported the redirection of resources, when required, to projects with an abrupt increase in risk (i.e. when a new vulnerability was discovered)Oversight:- Owning Executive of corporate security incident response triage (CSIRT) teams

- The infrastructure that business applications required to run was managed as a shared service in TD - Ownership of this infrastructure was confusing & investment was decentralized and inconsistent- Much of the infrastructure was vulnerable due to missing patches or unsafe configurations- This role was created to create an Enterprise-wide view of all the infrastructure; overlay the known vulnerabilities; and lastly, build a “factory” delivery team to remediate the risk.Key results:- Replaced the dated vulnerability scanning tool- Created baseline risk exposure report for each line of business- From that baseline, a monthly report was issued to both the business and regulators showing prioritized risk exposure, risk trend over time and forecasted remediation dates- Led remediation that reduced known vulnerabilities by over 80%Oversight: - Sponsored and presented monthly regulatory reporting- Participated quarterly relationship meetings with OFSI - Owned all audit and regulatory findings associated with infrastructure vulnerability

The Windows 2003 platform still had a significant presence in 2016. Support for the platform was no longer available, leaving a significant risk gap to be addressed. This role was created to define the size of the problem, present a solution and then execute on the health of that remediation.Key results:- Built and led a cross functional team that successfully remediated all instances of the Windows 2003 operating system in all regions, across all lines of business

- Merger & Acquisition technical planning and delivery- Key mergers for TD were MBNA Credit Card portfolio merger & CIBC Aerogold aquisition

- Parachuted into department on assignment to take over two critical multi-million dollar programs directing international teams.- Upon arrival was confronted by teams that were consistently missing launch dates, lacked a clear understanding of business requirements and had no plan.- Fluidly moved through teams at all levels of the program, asked tough questions and identified resource constraints/dependencies. Built integrated program management plans and provided teams with an urgently required foundation of knowledge.- Received multiple top 1% awards for outstanding commitment to quality.- Consistently delivered projects on time and on budget by applying classic project management methodologies and balancing "getting it right" with "getting it done".- Engaged a young team through the use of lunch and learns; clarified how documentation was used and gathered constructive feedback to help improve commonly used templates.- Honored with “Achieve Now” award for outstanding results and commitment.- Consistantly rated as outstanding performer by managers, peers and internal customers

- Parachuted into department on assignment to take over two critical multi-million dollar programs directing international teams.- Upon arrival was confronted by teams that were consistently missing launch dates, lacked a clear understanding of business requirements and had no plan.- Fluidly moved through teams at all levels of the program, asked tough questions and identified resource constraints/dependencies. Built integrated program management plans and provided teams with an urgently required foundation of knowledge.- Received multiple top 1% awards for outstanding commitment to quality.- Consistently delivered projects on time and on budget by applying classic project management methodologies and balancing "getting it right" with "getting it done".- Engaged a young team through the use of lunch and learns; clarified how documentation was used and gathered constructive feedback to help improve commonly used templates.- Honored with “Achieve Now” award for outstanding results and commitment.- Consistantly rated as outstanding performer by managers, peers and internal customers

- Selected by the EVP Canada-USA to take control of IT in struggling Ontario based division and charged with designing repeatable solutions for technology pain-points. - Managed all aspects of IT and worked closely with other department leaders when planning changes. Regularly assessed key performance indicators to ensure client satisfaction levels were met or exceeded. - Developed comprehensive forecasts of expenses relating to IT operations and regularly presented explanations to senior management.- Employed 5S systems to “demystify” IT and improve service in all aspects, improved visibility and reduced costs associated with IT.

- Led a team of analysts charged with large complex engagements designing infrastructure architectures and improving business processes. Demonstrated skills in interviewing business and technical leaders to gather and clarify business requirements. Authored detailed project deployment plans and schedules.- Spearheaded cross functional team to develop comprehensive enterprise IT controllership tools. - Established complex set of legal and regulatory deliverables, exceeded expectations at every milestone and ensured Sarbanes-Oxley compliance 4 months ahead of schedule. Resulted in successful North American internal and external audits.- Developed roadmap strategies to meet a diverse set of highly specific user experience requirements through the strategic use of technology. Oversaw IT deployments across multiple lines of business and juggled multiple concurrent projects with great success.ing logistical details, such as lodging or transportation.

- Solved technological problems on a daily basis. Found solutions to complex issues.