PECAR provides management consulting to enterprises undertaking large-scale business projects and programs with IT content.

Leading the HR Transformation program.

Responsible for the implementation of the Workday HCM, Payroll and ERP (finance) solutions.

Responsible for the implementation of the Workday Learning functionality.

Responsible for the planning and execution of the Workday integration activities performed by KPMG. Our client, Desgagnés is a Quebec group reputed for the excellence of its maritime and land operations. The scope of the deployed « WD Platform » functionalities includes: Recruitment/HCM/Benefits/Talent/Learning, Finance, Payroll, Budget and PRISM. Working closely with the client Program Manager to ensure a successful implementation including, planning of resources, monitoring risks and issues and reporting to the Steering Committee.

As a project manager and business consultant, I assist our clients through their HR transformation and the implementation of their Human Capital Management and ERP solutions.

Responsible for the HR transformation project which consisted in the implementation of the Ceridian Dayforce solution. The project covered the services offered by HR to 2600 permanent, seasonal and hourly employees in Canada. Phase 1 functionality included; HCM, Payroll, Scheduling, Timesheets, Absence, Document Management and Self-Service for employees and managers (including the mobile platform).Responsible for the relationship with Ceridian.

Responsible for the HR transformation program which consisted in defining and implementing a new service delivery model for HR, supported by Workday HCM. The program valued at more than $2.8M, covered the services offered by HR to 1200 permanent employees and approximately 80 contingent workers located in Canada and the United Kingdom. The functionality that was launched with great success in July 2020 included; Core HCM, Time Tracking, Absence Management, Basic Compensation, Employee/Manager Self-Service (including mobile), as well as an integration with Nethris (Canada). The in-scope functionality for Phase 1B included Career Development, Performance Management, Learning, an integration with CloudPay (UK) and the addition of employees located in France and Germany.

Responsible for the HR transformation project which consisted in defining and implementing a new service delivery model for HR, supported by Ceridian Dayforce. The project covered the services offered by HR to 1200 permanent and seasonal employees located in Québec. The in-scope functionality included; Recruiting, Onboarding, Core HCM, Schedule and Time, Absence, Document Management, Performance, Succession, Learning and Employee/Manager self-service (including mobile).Responsible for the relationship with Ceridian.

Responsible for the HCM transformation project which consists in the definition of highly efficient HR processes supported by Workday. The in-scope functionality includes HCM (Employee and Organization administration), Payroll, Performance Management, Compensation Management, Recruitment, Onboarding, Career Development, Learning, Succession Planning and Workforce Planning. The project covers the 2400+ employees that BDC employs in Canada. This is a significant transformation for HR as many of the existing processes are highly manual and self-service is almost inexistent. The current system (PeopleSoft) was implemented 20 years with limited functionality (Core, Payroll, Recruitment and Performance Management). All employees are impacted by this implementation and a solid change management plan (including change, training and communications) is being developed. • Led the development of a business case for the outsourcing of Payroll which concluded that Payroll should continue to be managed internally.• Led the development and approval of a business case for the transformation of HR.• Led the production of an RFP for the migration of the existing HR system to a cloud-based HCM solution.• Mobilized and leading a team of 60+ highly skilled HR and IT professionals.

Responsible for the HRIS program which consisted in the successful rollout of Ultipro HCM from Ultimate. The in-scope functionality was Core (Employee and Organization administration), Payroll, Open Enrollment, Performance Management, Compensation Management, Recruitment, Onboarding and Career Development. The program had a budget of $3.2M and covered the 1200 unionized and non-unionized employees that Brookfield Renewable Energy employs in Canada and the US. This was a significant transformation for HR where most of the employee data was managed in Excel. Took the project while it was in great difficulty. A total of 4 project managers had already been assigned in less than 18 months. An assessment of the project was made and corrective measures were promptly taken. The project team and steering committee regained confidence and the overall initiative was a huge success. • Mobilized and led a team of highly skilled HR and IT professionals.• Performed an As-is analysis of all processes impacted by the system.• Developed To-be process design standards, aligned with industry best practices.• Standardized global (Canada, US and Brazil) data and reports.• Developed SOx controls.• Built a change management plan (including stakeholder mapping), identifying the business impact and the relevant activities necessary to ensure a smooth implementation.• Managed the contract with Ultimate and responsible for the overall relationship with the vendor.• Led the preparation of a business case for the implementation of Ultipro in Brazil.

Responsible for the successful rollout of a NERC CIP compliance program. Adherence to the NERC CIP standards is mandatory for any corporation exporting electricity to the United States. The aim of this program was to implement processes, procedures and controls that ensure the robustness of systems used in the transfer of energy throughout the Hydro-Québec power grid. Additionally, the aim of the program was to prepare Hydro-Québec for an audit performed by the Northeast Power Coordinating Council, NERC’s compliance enforcement entity. The program had a budget of $10M over two years. Reporting to the IT Systems and Business Manager: • Assisted in the preparation of a business case ($10M) for the implementation of a compliance program. This highly visible initiative was closely monitored by Hydro-Québec’s Management Board and mobilized resources from several divisions within the corporation. • Selected a NERC-CIP compliance partner, assisted the client during contract negotiations and managed the vendor relationship.• Mobilized and led a team of 25+ IT, compliance and change management professionals in the definition and implementation of several new processes and controls surrounding the secure operations of IT systems.• Led the definition and execution of 14 mitigation plans aimed at addressing non-compliance issues reported to NERC.• Led the definition of a thorough change management program, aimed at increasing the compliance culture within the IT division. • Produced tangible results in spite of a company culture that is not used to massive organizational and procedural changes.

Appointed by the IT Director, acted as the NERC program sponsor, following the departure of the manager responsible for this role. While in this position, helped the client prepare for a very crucial NERC-CIP (North American Electric Reliability Corporation-Critical infrastructure Protection) audit. • Managed a team of 40+ people, comprised of permanent and contractual employees.• Led the team in preparing for a NERC-CIP audit that was held in October 2013. The audit was a resounding success.• Acted as a Subject Matter Expert during the audit.• Interviewed and hired consultants on behalf of the client.• Represented the IT division in two steering committees, overseeing the preparation for the audit.• Member of a steering committee overseeing major modifications to the corporate physical security system, to ensure its compliance to the NERC CIP standards.

Responsible of a program which consisted in developing an HR service delivery model including, standardized HR processes, data and reports, designing and building a global SAPHR template and defining the common technology to be shared by all service centers, implement the HR Shared Services model in the Asia Pacific region, including a single HRSS Centre in Kuala Lumpur, Malaysia, and outsourcing payroll. More than 21 countries were in scope for a total of nearly 11,000 employees and a total budget of £28M over 5 years. Member of the global program office.Reporting to the global HR Shared Services Project Executive:• Participated in the production of regional and global business cases for HR Shared Services, including a single Global SAPHR instance.• Selected a business consulting partner and managed the vendor relationship.• Mobilized and led a team of 15+ highly skilled HR and IT professionals across multiple geographies.• Performed an As-is analysis of existing shared services operating in different countries.• Developed 71 core process design standards for HR, aligned with industry practices.• Standardized global data and reports.• Mobilized a group of 70+ HR specialists across the world to review the standards.• Built a regional change management plan (including stakeholder mapping), identifying the business impact and the relevant activities necessary to ensure a smooth implementation.• Participated in the RFP process, leading to the selection of a regional payroll vendor (Aspac).• Supported the global program office in the elaboration of a global rollout plan.• Delivered solid results despite a constantly changing environment.

Program Assurance Manager, Hong Kong 2007 – 2008Responsible for performing assurance activities for a program, whose objective was to prepare the Asia Pacific region to a new way of working, where strategic directions are articulated at the regional level.Reporting to the Head of Regional Audit (Aspac):• Engaged with eight project teams across multiple Asia Pacific geographies.• Established the governance process at the program and project levels.• Reviewed the composition of Project Boards, ensuring that they have the right mix of people to deliver successful results.• Ensured that Project Documentation existed and received the adequate level of signoff.• Ensured that project changes are recorded and signed off.• Reviewed the program benefits realization tracking mechanism.• Reviewed the Delegated Authority document.

Appointed by the CFO, responsible for the development and implementation of several key process controls. Lead the company's Logistic partner in the implementation of handheld devices, capturing a proof of delivery (POD) in the form of a customer signature during product delivery, and transmitting this information to the SAP system. The information was used daily for the Pre-authorized Debit process.• Managed a team of five Project Managers from all areas of the business in the delivery within budget and schedule of a program whose objectives were to:o Identify, prioritize and resolve operational and financial issues affecting the following aspects of the operational and financial performance:• Inventory accuracy/control.• Reduction of the inventory of off-spec products.• Reduction of the number of missing proof of delivery.• Deployment of process compliance monitoring tools.Took over this strategic program at a difficult period where delays were becoming the norm and the synergy between projects was problematic. The plan and budget were revised, conflicts between project teams were quickly resolved and results quickly ensued.• Managed a team of 20+ people in the nationwide rollout of the POD solution, including:o Review the existing project plan.o Establish the quality criteria.o Develop all delivery processes.o Develop the business continuity plan.o Establish the governance process at the program and project levels.The rollout of this solution was highly critical since it was the mechanism triggering the invoicing process. Took over in a period where the project experienced numerous delays and the company’s receivables were 700% higher than normal, presenting a huge risk. The whole initiative was quite innovative from a technology standpoint and identified several areas of risks. Go-live went very smoothly and receivables immediately returned to normal. This solution has since become a benchmark used by SAP worldwide.

Held several positions in the IT function.