Academic Co-Director for the Complex Project and Procurement Leadership (CPPL) Program and the Complex Project and Procurement Executive Leadership Program (CPPELP) with the Telfer Executive Programs.

The ACSV project is a $3B defence project acquiring 360 armoured vehicles. In 2022, an additional 39 vehicles were procured to donate to the Ukraine. In 2018, I created the Project Management Office and brought the project from the Identification Phase to the Options Analysis Phase and subsequently assisted the Project Manager in bringing the project directly into the Implementation Phase (while skipping the Definition Phase). Since September 2023, I began pre-retirement, serving as the… Show more The ACSV project is a $3B defence project acquiring 360 armoured vehicles. In 2022, an additional 39 vehicles were procured to donate to the Ukraine. In 2018, I created the Project Management Office and brought the project from the Identification Phase to the Options Analysis Phase and subsequently assisted the Project Manager in bringing the project directly into the Implementation Phase (while skipping the Definition Phase). Since September 2023, I began pre-retirement, serving as the project’s Senior Advisor. Show less

The project was in the Options Analysis Phase. I served as DPM LUV and the same time as DPM ACSV.

Managed the Project Management Competency Development (PMCD) qualification programme by developing “bootcamp-like” training to all DND employees and Canadian Army Forces personnel, managing qualification scenarios, and acting as evaluator. The PMCD qualification is recognized by the Project Management Institute (PMI).Coordinated Workplace Projects for students attending the Masters of Business in Complex Project Leadership at the Telfer School of Management offered by the University of… Show more Managed the Project Management Competency Development (PMCD) qualification programme by developing “bootcamp-like” training to all DND employees and Canadian Army Forces personnel, managing qualification scenarios, and acting as evaluator. The PMCD qualification is recognized by the Project Management Institute (PMI).Coordinated Workplace Projects for students attending the Masters of Business in Complex Project Leadership at the Telfer School of Management offered by the University of Ottawa.Hosted three yearly Project Management Professional Development (PMPD) Seminars as master of ceremony and by finding guest speakers from industry partners or from DND senior leadership. Provided best practices and lessons learned to all DND project management teams. Show less

Worked at the Defence Procurement Strategy Secretariat.Provided strategic advice to senior officials on procurement to streamline Defence Procurement using a whole-of-government multi-departmental approach.Established and oversaw governance processes for Deputy Minister and Assistant Deputy Minister Governance Committees as well as wrote Terms of Reference for Director-General-level and Director-level committees.Provided secretariat functions on behalf of the Defence Procurement… Show more Worked at the Defence Procurement Strategy Secretariat.Provided strategic advice to senior officials on procurement to streamline Defence Procurement using a whole-of-government multi-departmental approach.Established and oversaw governance processes for Deputy Minister and Assistant Deputy Minister Governance Committees as well as wrote Terms of Reference for Director-General-level and Director-level committees.Provided secretariat functions on behalf of the Defence Procurement Strategy Secretariat (DPSS) for the Deputy Minister and Assistant Deputy Minister governance committees.Provided advice and briefings to Deputy Minister and Assistant Deputy Minister on “medium-term planning” issues related to the transitioning to the new government during the October 2015 election. Show less

MSVS was a complex multi-phase $1.5B PCRA Level 3 project which had phases simultaneously in Definition (planning process), Implementation (execution process), and In-Service (controlling process). The project acquired 1300 Military Commercial-Off-The Shelf (MilCOTS) trucks, approximately 1000 shelter systems (such as dental clinics, geomatics offices, field kitchens), and 1500 Standard Military Pattern trucks. As PM, I managed two separate contracts for the shelters systems; finalized the… Show more MSVS was a complex multi-phase $1.5B PCRA Level 3 project which had phases simultaneously in Definition (planning process), Implementation (execution process), and In-Service (controlling process). The project acquired 1300 Military Commercial-Off-The Shelf (MilCOTS) trucks, approximately 1000 shelter systems (such as dental clinics, geomatics offices, field kitchens), and 1500 Standard Military Pattern trucks. As PM, I managed two separate contracts for the shelters systems; finalized the definition for the Standard Military Pattern phase and published the Request for Proposals on BuyandSell.ca; obtained Treasury Board approval to bring the project into full implementation; and transitioned the MilCOTS fleet to the In-Service Support team (closing process). Show less

I served as PM LVM and the same time as PM MSVS. LVM was a $900M PCRA Level 3 project which was in the Options Analysis (initiating process) phase. Completed the Business Case Analysis subsequently approved by the Defence Capability Board and the project was finalizing the Options Analysis phase to obtain Treasury Board Project Approval (Definition).

Completed a masters degree in Complex Project Leadership. Conducted a workplace capstone project for the Australian Tactical Fighter Systems Program Office and reported on Whole-of-Business Risk Management Strategies.Conducted studies and briefings as part of an International Study Tour for several companies: Navantia Shipyards (Spain), Lockheed Martin (Dallas), Boeing (St. Louis).

TRP was a multi-phase $650M PCRA Level 3 project where I managed separate contracts for various tank fleets with some OEMs in Canada and other OEMs in Europe; managed the Logistic Support Arrangement (LSA) with the German, Dutch, and Swiss governments for the purchase and loan of used tanks; brought the Armoured Recovery Vehicle Request for Proposals to bid closure; and led a multidisciplinary team of engineers and technicians with a staff of approximately 30 people. Served as the divisional… Show more TRP was a multi-phase $650M PCRA Level 3 project where I managed separate contracts for various tank fleets with some OEMs in Canada and other OEMs in Europe; managed the Logistic Support Arrangement (LSA) with the German, Dutch, and Swiss governments for the purchase and loan of used tanks; brought the Armoured Recovery Vehicle Request for Proposals to bid closure; and led a multidisciplinary team of engineers and technicians with a staff of approximately 30 people. Served as the divisional Engineering Champion and led competitions for engineers at the ENG-05 level. Show less

I managed a $375M (initially PCRA Level 3, subsequently PCRA Level 2) project: obtained Treasury Board Preliminary Project Approval (PPA) to bring the project into the definition phase; obtained Senior Procurement Advisory Committee endorsement of the procurement strategies; and led a multidisciplinary team with a staff.

(1) As Senior Requirements Engineer: finalized the Statement of Operational Requirements for the Leopard 2 Main Battle Tank (MBT) and Armoured Recovery Vehicle (ARV); wrote the Project Profile and Risk Assessment (PPRA) and the Project Charter.(2) As the Capital Equipment Programme Coordinator: coordinated the Army’s Strategic and Non-Strategic Capital Equipment projects by identifying proposed spending, tracking past spending trends, and projecting available funding for Vote 1… Show more (1) As Senior Requirements Engineer: finalized the Statement of Operational Requirements for the Leopard 2 Main Battle Tank (MBT) and Armoured Recovery Vehicle (ARV); wrote the Project Profile and Risk Assessment (PPRA) and the Project Charter.(2) As the Capital Equipment Programme Coordinator: coordinated the Army’s Strategic and Non-Strategic Capital Equipment projects by identifying proposed spending, tracking past spending trends, and projecting available funding for Vote 1 Pre-Definition funds for every Army Capital Equipment project in the Options Analysis Phase; wrote the directorate’s business plan; provided secretariat functions for the Army’s Senior Review Boards by planning monthly boards; and managed the Army’s Miscellaneous Requirement (MR) $50M annual capital fund consisting of over 120 MR capital projects.(3) As the National Procurement Coordinator: coordinated the Army’s National Procurement (NP) $300M annual allotment of O&M funds consisting of over 550 NP activities. Show less

Royal Canadian Electrical and Mechanical Engineer• Systems Engineer on the Light Armoured Vehicles (LAV III) • Systems Engineering Manager for two LAV III Variants. • Reliability and Maintainability Engineer and Policy Writer. • Maintenance Operations Platoon Officer and Prototype Fabrication Workshop Officer.