David Navachandrabala Email & Phone Number

Toronto, On, Ca

Toronto, Ontario, Canada

Responsible for leading the Enterprise Delivery and Strategic Sourcing team.

Toronto, Ontario, Canada

• Build and develop a best performing team and lead four distinct areas: Portfolio Management, Intake Management, Business Management, and Practice Management with a focus on elevating towards best-in-class in each of these areas• Partner with the Enterprise Project Management Office (EPMO) and provide subject matter expertise and feedback in the design, development and delivery of methodology and evaluation practices. Accountable to be the key liaison with Project Managers/Program Directors and the Delivery organization to ensure effective delivery and adherence to methodology and tools• Ensure adherence to project management standards across the entire portfolio; partner with Portfolio Delivery leaders within the Delivery organization to identify gaps and opportunities to ensure adherence and development of the team; identify core capabilities required of a best-in-class delivery team and develop strategies and actions to elevate team capabilities and delivery• Develop portfolio roadmap and work collaboratively to ensure alignment to achieving the organization’s objectives• Define and develop annual and multi-year plans focused on the elevation of project/program delivery and practice• Actively identify opportunities to effectively and efficiently deliver a change portfolio of approximately $125M and an EPMO operating budget of approximately $11M • Provide guidance, mentorship and lead training initiatives designed to increase the project/portfolio, practice and delivery management competency within the organization and ensure knowledge transfer• Align resourcing to strategies to ensure business objectives are met/exceeded • Develop technical and leadership competencies across the team• Build and maintain a strong network throughout IGM and serve as a business partner across the Technology and Delivery organization • Stay ahead of key developments in the industry and among competitors to elevate the discipline and delivery capabilities

Toronto, Ontario, Canada

• Built and nurtured a high performing team across three distinct areas: Portfolio Management, Intake Management and Business Management with a focus on building best-in-class in each of these areas• Built and maintained a strong network throughout IGM and served as a coach, mentor and guide for the team, business partners and other stakeholders • Provided leadership and maintained overall accountability for the intake, measurement and reporting of the project portfolio; established appropriate processes and tools to enable business planning and oversight, impact of project investment and portfolio practice management (e.g. risk management, dependency management, troubled project recovery, etc.) and ensured transparency for enterprise and board level reporting; performed deep dives and highlighted insightful and actionable solutions to optimize portfolio performance and delivery of initiatives to the organization• Developed portfolio roadmap and worked collaboratively to ensure alignment to achieving the organization’s objectives

Toronto, Canada Area

Contribute to the development of BMO’s capability development and delivery against our strategic objectives through: 1) Strong governance and leadership in managing the Bank’s technology investment portfolio; 2) Effective monitoring of project execution for Strategic and Enterprise Initiatves; 3) Tracking the realization of benefits from BMO’s technology investments. Key accomplishments include:1)Streamlined key processes within the team to simplify and accelerate reporting of Strategic Initiatives and Enterprise Priorities to BMO’s Executive Committee and Operating Committee- Developed a standardized process with templates that Portfolio Relationship Managers (RM) can use during their quarterly discussions - Developed key insights and trends for senior leadership the technology Strategic Initiatives portfolio for inclusion in the quarterly Enterprise Performance Tracker to BMO’s Executive Committee2) Institutionalized a scalable process to track the realization of benefits - Collaborated with Group CFOs and other key stakeholders to streamline and enhance the reporting of benefits realization to BMO’s Operating Committee (including an Excel database with macros to simplify and accelerate the collection of benefits data quarterly)- Incorporated the tracking of non-technology benefits from strategic priorities raised at BMO’s Executive Committee and other strategic investments using the scalable process developed for technology investments3) Enhanced the analytics capabilities within the Portfolio Management team- Developed analytics and key performance indicators to continuously monitor the technology investment portfolio and identified key trends for senior management - Worked with senior leadership to identify opportunities to reprioritize the portfolio to ensure the best allocation of technology funding to drive BMO’s strategic direction and goals 4) Awards:- Annual Best of BMO Award (2016)- Quarterly BMO Spotlight Award (4 times in 3 years)

Toronto, Canada Area

At Oxford, I led the Project Management group with a mandate to provide project management advisory and support services to ensure consistent, effective and value-added project delivery within the CFO Team (Corporate Accounting, Property Accounting, Risk Management, IT, Finance, Treasury, Portfolio Management and Strategic Planning). Key accomplishments include:1.0 Established a new Project Management Advisory Services group within the CFO Team- Collaborated with senior executives to define the vision and mandate of the project management group- Performed a current state assessment to understand Project Management capabilities and pain points- Implemented a customized project management service delivery model including a tailored Project Management Methodology for Oxford that ties with the PMBOK methodology - Created a Toolkit with standardized templates, tools and processes to assist project managers efficiently and effectively manage projects2.0 Provided customized, case-based project management training programs- Developed and delivered a full-day comprehensive training program to Oxford’s CFO Group and OMERS Pension Operations Group- Developed and delivered a lunch and learn series on Project Management to the CFO Group consisting of various topics in project management including, The Art and Science of Project Management, The Importance of the Plan Phase, Managing Project Risks and Issues, etc. 3.0 Institutionalized a governance framework to track and monitor the CFO Group strategic projects- Created a roadmap to review, evaluate and prioritize projects within the CFO Group- Defined the reporting governance structure consisting of a steering committee that would monitor, track and re-prioritize strategic initiatives on a regular basis- Implemented a process to track and monitor project progress against plan to ensure risks and issues were resolved or escalated to ensure the project meets its stated objectives

Toronto, Canada Area

At Deloitte Consulting, I provided professional services to clients across the banking, insurance and retail industries. Engagements included large-scale finance transformations programs, business case development, finance process optimization, reporting strategy, chart of accounts design and finance organization design. Key clients: Bank of Nova Scotia | Bank of Montreal | CIBC | Wawanesa | Molson Coors | Canadian Tire | Odyssey RESelect engagements:Client: Canadian Insurance Mutual | Project: PeopleSoft ERP & Oracle BI Reporting Implementation | Role: Chart of Accounts and Reporting Lead- Responsible for the planning and execution of the Chart of Accounts and Reporting streams on a $5 million ERP implementation - Managed a team of four resources (client and Deloitte) to complete the deliverables of the stream on-schedule and on-budget- Led workshops with key client stakeholders and senior executives to define the chart of account structure and financial dimensions required for the ERPClient: Canadian Retailer | Project: Finance ERP Business Case DevelopmentRole: Project Manager- Led a team of two Deloitte consultants and three client experts in the development of a business case for a Finance Transformation Program, including business requirements, sizing metrics, gap identification, opportunities and benefits- Assist in the development of a current state summary, future state vision and a Business Case for an ERP solution involving a PeopleSoft GL, Hyperion Consolidation & Planning, and OBI Analytics- Led daily status meetings with the client and provide status updates to senior executivesClient: Canadian Bank | Project: Trade Finance Booking StrategyRole: Project Manager- Project manager for the defining a new Trade Finance booking strategy to better utilize excess capital within the US operations- Coordinated and facilitated workshops with cross-enterprise and global stakeholders

Toronto, Canada Area

Managed Auditor Independence & Compliance reporting nationally for Deloitte & Touche Canada, including managing a team of analysts, processes improvements, documenting procedures, developing & implementing internal controls, developing training documents, and streamlining reporting.

Managed the intra-firm settlements between E&Y Canada and E&Y global firms, including processing A/P & A/R invoices, monthly reconciliations, foreign exchange gain/loss adjustments, and reporting results to senior finance directors and the CFO.

Mba, Finance

MBA

Cma, Accounting And Business/Management

Bcom, It Management

B.Comm (IT Management)