Chair of the Board and CEO of Cloud Shift Inc., a promising, dynamic start-up cloud computing services, technology assessment and deployment and strategic IT investment financing and acquisition firm. Leading the corporate development, governance, market positioning, strategic alliances, acquisition and seed investment financing activities of the company. Developed the business and operating models, cloud services portfolio and investment focus and seed financing strategy in collaboration with business partner and Chief Technology Officer, Jason Matte.Cloud Shift focuses on enabling and advising its public and private-sector clients on the right cloud adoption and migration approaches; establishing Cloud Centres of Excellence; developing, implementing and modernizing enterprise architecture frameworks; conducting automated business applications scanning and functional points analysis and audits; leading business transformations and technology solution adoption and; advise on appropriate cloud management services, API framework development to unlock data value as well as guide clients on both cloud-based and on-premise intelligent data storage and information management solutions.Cloud Shift also strategically targets seed capital investments and stakeholding positions in promising technologies, applications, solutions and product/services ideas across several areas including: Artificial Intelligence (AI), Internet of Things (IoT), Machine Learning (ML), Intelligent Middleware (system and data integration) and cloud-centric Micro Services.

President and principal strategic management consultant at Derpon Consulting International. Lead advisor who has helped to improve business efficiencies and strategic management practices of public and private sector clients in Canada, the United States, Europe, South America, Asia, North Africa and the Caribbean. Main consulting areas focus on IT portfolio management and IT project management; business transformation; international business development and commercial sales; strategic investment project financing; integrated business planning, business analysis, performance measurement and enterprise risk management; change management and organizational development. Apart from leading all major consulting projects, have created and deployed a combination of actual and virtual business teams to drive projects efficiently and skillfully organize solutions teams to trouble shoot clients' business challenges.

Solutions Architect and systems integration co-lead on the eProcurement Project Delivery team within PSPC's Acquisitions Branch. Responsible for advising and actively engaging with Infosys, the solutions implementer and Ernst and Young, the procurement business processes lead designers, to methodically implement the cloud-based SAP Ariba/Fieldglass solution. Reviewed, assessed and contributed to the infrastructure design and development, testing, security assessment, due diligence and project management of the multi-million dollar eProcurement Services solution that is an on-premise-to-cloud transformation project modernizing $26 billion worth of federal government-wide procurement services. Member of the EPS technical review group that advised, contributed to and recommended any key changes to core project artifacts related to Security Assessment and Authorization (SA & A) gating, Identity Credentials and Access Management, Security Requirements Traceability Matrix and Security High Level Service Design. Led and conducted the technical and business elicitation among key stakeholders and co-drafted and presented the EPS-SIGMA (SAP-ERP)-SAP Ariba/Fieldglass Business Requirements Documents that were approved by senior executive management. The BRDs developed and completed in close collaboration with Ernst and Young, Infosys Public Services (vendor), PSPC SAP-ERP team and PSPC's Digital Services Branch. Member of the EPS project's Change Advisory Board and Risk Management Board.

Leading the development of a Concept of Operations (ConOps) and pricing model for a new IT service solution called the Virtual Machine Self-Provisioning service. The service is built around a Development environment legacy enclave within SSC's end-state Enterprise Data Centre. It's a customized solution for a federal client that has been prized out of the Mainframe Legacy Applications Migration project (MLAMP). Responsible for conducting business, technical and technology solutions elicitation, stakeholder relations, chairing nominative sessions between the federal client's technical and business teams and SSC's solutions, Cyber Security, Cloud Operations and Virtualization teams. Collaborative lead on the development of a related pricing model for the VM Self-Provisioning service in tandem with SSC's Finance division, Service Lines and the Service Management Transition Planning group. Lead assessor of alignment and symmetry viability between technology solution and desired business outcomes.

Business transformation advisor and senior Project Manager for operationalizing re-designed funnel management and business intake management process in new IT service delivery coordinating sector at Shared Services Canada. Also responsible for process mapping new sector's internal financial management function and aligning it to Corporate Services' proper financial management practices. Lead developer of the sector's performance measurement framework and designer of performance dashboards as well as implementing risk-adjusted measurement practices. Key alternate liaison between new coordinating business sector and SSC's Service Line Committee responsible for managing client business requests for SSC's IT enabling services including WAN, LAN, VOiP, WiFi, Video Conferencing and IT Fit-Ups.

Providing advice to the Senior Director, Data Centre Major Projects (DCMP) directorate on improving IT portfolio management by selecting IT projects strategically in relation to business outcomes. Developing systematic management of investments, activities and IT projects at an enterprise level leading to the quantification of previously informal IT efforts and enabling measurement and evaluation of IT project investments. Leading SSC's project-related system integration and IT hardware provisioning component of the Service Delivery Initiative (SDI) that is Partner-led by Employment and Skills Development Canada. Results-to-date: 1. Delivery of Enterprise Data Warehouse to support ESDC's data storage business requirements; 2. Provided server-based co-hosting solution to expand ESDC's capacity for integrated business reporting; 3. Development and delivery of Forefront Identity Manager (FIM) server to support ESDC's management of corporate users' digital identities, credentials and groupings throughout the life cycle of their membership of an enterprise computer system. FIM integrates with Active Directory and Exchange Server to provide identity synchronization, certificate management, user password resets and user provisioning from a single interface.Drafted and presented Letter of Engagement document that captures SSC-Partner department project collaboration. This LoE instrument represents project management due diligence proper practices driven by SSC's Project Management Centre of Excellence. Chair weekly client conferences and manage internal and external project stakeholders' to advance the SDI effort and other IT projects.

Senior IT project manager with project oversight responsibilities within Shared Services Canada"s corporate Project Management Centre of Excellence (PMCoE).Led the oversight and review of several key projects and supporting artifacts, as well as conducted proper due diligence and gating readiness preparation for $114 million worth of IT projects including Privy Council Office Program (29 projects), Cyber Security Program (4 projects) and the Information Technology Services Management (ITSM) and Service Bundle 2 projects. Advised both internal and client federal departments' project managers, project authorities and staff on project-related artifacts and PMCoE's gating process governed by Shared Services Canada's Project Governance Framework (PGoF). Shepherded small, large and a number of sensitive IT projects through SSC's gating process and helped prepare project managers and project authorities and executives for their presentations before SSC's Project Management Board.Reviewed all project-related artifacts such as project charters, project management plans, business cases, business requirements documents and Concept of Operations (ConOps) among other key documents. Provided feedback, guidance and suggestions to project managers and project executives for improving the artifacts. Diplomatically brokered and helped to resolve thorny issues related to project costing estimates and financial reconciliation and assisted project managers with aligning their project execution responsibilities with PMCoE's proper due diligence and reporting practices. Collaborated with fellow project oversight leads to review and refine PMCoE's project oversight, gating preparation and Project Management Board's forward scheduling approach to improve the overall process.

The Supercomputer for Cancer Research Organization (Cancer Computer) is a Non-Profit entity dedicated to increasing the odds of finding a cure for cancer. It's mission is to provide health science researchers and medical practitioners much-needed dedicated access to high-performance computing and leading-edge data analytics and warehousing resources that allow them to collect, process and assess data for predictive modelling or visualization. Led the organization as the founding Chairman of the Board of Directors. Provided strategic advice and guidance on business design, legal due diligence, governance, strategic planning and implementation of Cancer Computer's vision. Promoted the organization's mission to potential private and public sector funding agencies and generated some start-up seed financing. Contributed to the negotiating and securing of strategic collaborative partnerships with several leading academic research institutions and high-performance computing collaboration networks in the United States and Canada including Indiana University, University of Michigan and the Open Science Grid (OSG) consortium. Supported the design and engineering of Cancer Computer's super computing management cluster, deployment and scale up from zero to four clusters including an internal development cluster for testing cloud technology and configuration, workflow development & scripting, code optimization, and testing of neural networks (machine learning / AI).

Senior IT project manager dynamically leading, coordinating and supporting key activities of Employment and Social Development Canada's ambitious Service Delivery Integration project that falls under the Enabling Services Renewal Program within the Innovation and Information Technology Branch. Lead interface between SDI Technical and Functional IT project teams ensuring the development, testing and implementation of sound, enabling technical, business intelligence and business process-related solutions for internal clients such as Human Resources Services Branch (HRSB). Senior technical project management lead for SDI's internal alignment with ESDC's department-wide readiness preparation for migration to the Federal government-wide myGCHR "single instance". myGCHR is the modern,enterprise-level Human Resources Management system for the whole of government. Prepare, audit and manage project plans, IT schedules, project costing and collaboration among cross-sector IT technical and business transformation teams including Data Analystics Services and Extract, Transport and Load group (DAS-ETL). Strategic management advisor to the SDI Project Director and Director General supporting strategic decision making, performance measurement and risk management. Prepare, submit and present key project performance progress reports to senior executives and governance bodies including ESRP IT Tactical Committee, Issues, Risk and Change Request Committee and the Planning Network.

• Generated project momentum among assigned partner departments by providing enabling tools and timely technical and business integration advice specifically related to application integration, desktop upgrade and mailbox cleanup among other key “readiness” activities for migration of 43 federal departments to the new Government of Canada email system• Designed, crafted, developed and implemented risk management strategy, risk dashboard and monthly reporting tool which established enterprise-wide risk management coherence and alignment with strategic decision making• Reviewed the project’s Concept of Operations (Con Ops) and improved its methodologies by re-crafting various sections. This led to the development of a more realistic implementation plan that reduced potentially higher risk levels and increased the odds of successfully achieving project outcomes• Conducted technical reviews of “steady state” service management, incident handling and email solution’s designs and; reviewed and contributed to the Blackberry migration process flow design.

• Provided risk assessment and advice and guidance on proper project management practices. Helped to develop sector guidelines and framework for conducting risk assessments; preparation of the Project Profile and Risk Assessment (PPRA) document; descriptions on risk in project approval submissions and for the ongoing management of project risks• Developed and implemented integrated business planning tools and refined existing work plan templates to improve branch and sector planning efficiency. This laid the foundation for the extraction and analysis of business information and the development of parameterized data that generated better business intelligence for strategic decision making• Developed both branch and sector-level Performance Measurement Strategy Frameworks which introduced proper performance measurement practices and positioned the branch to align business planning with evaluation, performance measurement and results-based management• Provided subject-matter expertise assistance, advice and analysis of Shared Services Canada’s 2013-14 corporate Integrated Business Plan and Program Alignment Architecture, including recommendations on improving their structure, focus and clarity in conformance with Treasury Board requirements and expectations• Crafted, drafted and submitted a Management Accountability Framework (MAF) - related Action Plan, Performance Measurement Framework and co-designed MAF-initiative presentation deck in response to an internal assessment of SSC’s management practices. These materials were used as the guiding references to address SSC’s MAF-identified gaps and prepare the Department for its first formal MAF 2.0 assessment in 2014

Led the development of Ashbury's Communication and Marketing function. Developed and implemented communication and marketing strategies to promote Ashbury to target audiences to build significant mind share and reposition the school in a competitive educational market sector. Implemented a dynamic media mix, including online branding, co-branding, advertising and strategic partnerships. Developed and drafted Ashbury's first Media Relations policy and gained valuable earned media in mainstream, specialty and syndicated publications both traditional and online. Built the e-Marketing and resident graphic design function of the Communication and Marketing group. Re-branded the school's flagship Ashbury News magazine and created channel distribution partnerships and promotional relationships with Indigo Chapters, among others. Acted as Executive Director, Advancement Services during a four-month management transition period.

Developed and drafted the key elements of PPSC's first corporate integrated business and HR plan. Conducted forensic review of 21 sector and regional business plans to determine the viability of the business intelligence and the utility of the business plan template. Collaborated with contracted certified management accountant on a comprehensive analysis of business plans' financial numbers and human resources estimates. Conducted PPSC-wide review of the integrated business planning process and drafted a "Lessons Learned" report including recommendations for improving the process and business planning. Managed the project and two outsourced partners.

Architect of HRSDC's department-wide performance measurement strategy. Developed the ambitious initiative and implemented it across the department. Crafted and presented the approved $223,000 business case. Organized and managed the knowledge capacity development of over 200 staff as part of the initiative and initiated the implementation of performance measurement in 5 major branches, including the PM framework, logic models, performance indicators and targets and data collection strategies. Linked the initiative to HRSDC's business planning cycle and integrated business planning process, including risk management. nitiated the development of a strategic management level balanced scorecard in collaboration with IBM Cognos. Managed one external consulting partner.

Managed the implementation of the Management Accountability Framework and the MAF Office and coordinated this Treasury Board-initiated management improvement initiative across the organization in collaboration with the Director of Risk Management. Conducted forensic analysis of previous management modernization efforts at CFIA and established linkages with the MAF based upon a designed management delivery model. Developed and produced all project-related, strategic marketing and promotion collateral.Organized and co-chaired an inter-departmental MAF Network summit to share best practices and lessons learned.Developed strategic policy and designed CFIA’s strategic approach to deal with the potential public health hazard associated with tainted pet food imports. Assessed primary international and domestic market demand structure, reviewed import regulations and completed a forensic analysis of Agency’s own import rules and export certification procedures. Conducted risk assessment of strategic policy approach and identified options in relation to Agency’s operating mandate and business objectives. Completed strategic policy and regulatory strategy to manage Canada’s import and export of commercial pet foods one month ahead of schedule. This positioned the Agency to respond to the onset of new European and major market import and export regulations which presented potential barriers to trade in Canadian produced commercial pet foods.

Led the transformation of the company’s business focus, market positioning and re-branding activities. Developed and implemented successful business strategies to establish and sustain the company’s organic growth as well as its expansion through selected strategic business alliances. Devised equity financing and angel investment strategies with executive management and the board to achieve financial capitalization objectives. Developed and implemented the sales and marketing division’s operating plan and new sales strategy which turned around the company’s quarterly business performance and increased its year-over-year operating revenues by 29% within nine months. Initiated process for gathering competitive business intelligence and coordinated market research and analysis of target markets in Europe, Asia, Middle East, Africa and South America.

Developed and implemented the corporate business plan for company spin-off, Ordnance Disposal International. Devised the new company’s three-year strategic business operating procedures and co-drafted the governance policies, including decision-making process, assignment of fiduciary responsibilities to executive managers and checks and balances structure. Conceived, developed and implemented ODI’s business model and devised and wrote its marketing plan and sales strategy. Planned, implemented and led domestic North American market and foreign business activities in 19 countries to secure commercial sales, establish market share and build the company’s business client base. Skillfully conducted successful customer relationship management with major foreign government clients and Canadian and U.S. federal departments resulting in more fluid business relations and more sales opportunities. Developed and managed company’s network of foreign commercial agents.