Ince-Mercer is an established personal injury law firm very active in the local Tamil community in the GTA. Legal assistant to our lawyer Deborah Pearce supporting both accident benefits (AB) and TORT legal processes. Based on my strong IT background, I also support business process improvement initiatives (e.g. standardization of legal processes including online storage of client information and client intake package; investigate/document/recommend new applications in the market place like MedChart for standardizing the request for medical clinical notes and records and OHIP summaries; Privacy Requests for Employment and Social Development (ESDC) and Service Canada (SC) online access which includes income tax requests to CRA).

NGC is a leading provider of software and services to the apparel industry. This includes Product Lifecycle Management (PLM), Supply Chain Management (SCM) and Enterprise Resource Planning (ERP).Provide production implementation and support services to NGC clients. Work assignments coordinated out of Toronto, Ontario, Canada. Included set up of styles/parts in PLM and supplier/customer shipments. Much of this work is finance based.

FGL Sports is Canada's largest national retailer of sporting goods, offering a comprehensive assortment of brand-name and private-brand products, operating stores from coast to coast. Banners include SportChek, SportMart and Atmosphere.Title: Senior Business Analyst/Project ManagerSynopsis: Collaborate with business owners and subject matter experts to document business requirements and coordinate with IT resources the development, testing and implementation of business process improvements. Support the supply chain business process including purchasing, material receiving, invoicing and EDI. Manage the relationship with the 3rd party software vendor supporting the wholesale division InterSport North America (INA).Key Success Factors: For INA, standardized and enhanced business applications providing an increased level of maturity for both the Operations and Accounting groups which allowed migration to a quarterly production support release cadence. Implemented +250 changes using agile scrum sprints along with backlog prioritization and grooming.For FGL EDI, documented problems, issues and pain points of existing outsourced EDI process and recommended best practices. Reviewed outstanding EDI work requests and closed those no longer required. Due to other IT management priorities, no major EDI changes were implemented.

Zylog provides Onshore and Offshore technology solutions and services to enterprise & technology companies ranging from new product development and product advancement, to product migration, re-engineering, maintenance and support. Zylog often assists clients in migration of their IT environments from outdated source environments to their platform of choice.Title: Senior SAP ConsultantSynopsis: Provide SAP consulting expertise to Zylog clients. An example of an assignment is the migration of all of the international client’s applications including their most critical ERP system (SAP ECC 6.0 R3, BW, portal) from the Sun Solaris to IBM AIX platform. Ensure optimization of the migration process, conscientious user verification along with recommended overall system improvements (e.g. disaster recovery). Key Success Factors:As a member of the consulting team, provided Zylog clients SAP expertise on an as required basis.

FortisBC is an electrical utility serving 200,000 residents, communities and companies in British Columbia.Synopsis: Coordinated support and new development of all financial applications at FortisBC. FortisBC has a distributed development organizational structure where the centralized IT department is responsible for sustainment and programming services and the business areas are responsible for business requirements, development (including SAP configuration) and project management. Reported to the financial controller. Key Responsibilities: 1) For the International Financial Reporting Standards (IFRS) project, documented business requirements and as a developer was responsible for SAP configuration, testing and implementation. To support CGAP and IFRS financial statements, additional GL accounts were created and categorized as CGAP only, IFRS only and both CGAP and IFRS. This was one of the largest projects lasting 2 years.2) For the Harmonized Sales Tax (HST) project, was the project manager responsible for team building, documentation of business requirements through to implementation and support. This project impacted major business systems at FortisBC including SAP and Customer Information System (CIS). 3) Documented the Finance department system development road map. This identified a time line of recommended system development projects, their scope and impact on FortisBC over the next +3 years. 4) Day to day support and business process improvement of existing Finance processes including accounts payable and month end close. 5) Documented business requirements and roll out of the Finance Department SharePoint site. This included establishing document libraries mirroring the finance organization structure and specialized cross functional libraries (e.g. 2012-2013 Revenue Requirements, External Audit).Key Success Factors:Provided Finance department system development and support in the fast pace, regulated electric utility industry.

Covisint (was a division of Compuware) is a global messaging/portal solutions company with major emphasis in automotive and health care industry sectors.Title: Project ManagerSynopsis: As a member of the Technical Service Delivery team, worked with Automotive and Health Care clients in a managed services environment documenting business requirements, defining technical solutions and implementing Electronic Data Interchange (EDI) based business solutions using Covisint’s Connect platform. Managed Covisint's 2nd largest automotive client.Team: Covisint project team members varied from 4 to as many as 10 depending on active development projects. The client had a similar number of development resources.System: Developed messaging business solutions by interfacing the client’s business application Systems (SAP, MFGPRO, shop floor systems) to their trading partners via Covisint's Connect platform using Electronic Data Interchange (ANSI X12, EDIFACT and XML).Key Responsibilities: 1) As a development resource, participated as part of the initial project team migrating the client from their in-house EDI subsystem to Covisint's Connect Platform.2) Designed, documented and implemented the project management methodology supporting the sustainment phase (change management process).3) Coordinated technical specifications between client project team members and Covisint developers. 4) Owned development prioritization, delivery scheduling and weekly status reporting back to all client business owners including manufacturing and finance.5) Performed production support coordination for key up time component issues.Key Success Factors:Managed client expectations by ensuring compliance with the managed services contract and service level agreement (SLA) deliverables for up time, change control and new development throughput.

Delphi is the General Motors global parts company that was spun off from GM in 1999. It is one of the largest automotive part manufacturers in North America. SAP was implemented as an ERP system supporting supply chain management. Delphi had over 10,000 SAP users when multiple divisions were implemented in both North America and Europe.Synopsis: Transitioned from concentrating on SAP FI EDI development to all SAP FI development. Team: SAP development team ranged in size from over 300 during initial SAP migration down to 150 as more divisions where added and the project team became more efficient and leaner.The EDI team ranged from 10 (steady state) to 25 (rapid development) depending on stage.SAP FI team ranged from 6 to 15 including offshore resources. System: SAP 4.6C UNIX environment using SD/FI/CO/MM/PP/HR modules.EDI Harbinger TLE UNIX environment.Key Responsibilities: 1) Initially responsible for complete EDI message development from documenting business requirements through to production implementation and support.2) Participated in the SAP release management process for migrating changes from development to quality to production environments to ensure high quality deliverables.3) Participated in the SAP version 4.6C upgrade ensuring existing and new functionality met our business requirements. 4) Lead Energy division migration to SAP by managing EDI development for 15 developers. 5) Specialized in finance development including consumption reporting, invoicing and automated cash application including Evaluated Receipt Settlement (ERS) for accounts receivable. 6) Facilitated business process improvements with accounts receivable business process owners. 7) Lead the FI migration of subsequent Delphi divisions to SAP (Energy, Safety and Interiors, Thermal, Delco and Packard).Key Success Factors:Delphi became a proven, mature SAP ERP business installation where divisions were keen to migrate to realize substantial benefits.