Directing a team developing, maintaining and supporting Collection and Dissemination Product Families for the agency.

• Directed a geographically dispersed team of 81 employees and 30 consultants delivering video, audio and web conferencing services to Government of Canada departments and agencies, with an annual budget of approximately $20M and revenues of $8M.• Led the design and implementation of a revised Strategic Direction for the team over a 3 year period. The revised direction was complex to implement and required that I lead, guide and provide direction ot the team on several aspects of the business.• Supported and directed feedback to the Digital Communications and Collaboration (DCC) Program plans, business case and service strategy to identify opportunities to leverage Cloud services to deliver Enterprise Conferencing Services to the Government of Canada.• Directed the development of a successful Treasury Board Submission to extend the Government Teleconferencing Services contract by 2 years and an additional $19.6M in order to provide service continuity while a new contract is being tendered to bridge the gap to full DCC adoption by all departments. The submission was developed over a period of 3 months and lead to an approval in June 2019.• Participated and represented SSC in Government of Canada Workplace Renewal Working Groups with participants from Treasury Board Secretariat and Public Services and Procurement Canada, shaping the definition of new collaboration spaces in the new work space fit up standards. • Participated and represented SSC in the Remote Interpretation Working Group lead by the Translation Bureau, defining the service parameters and technology solution requirements for interpreters to perform their work remotely during conferences and meetings that require both official languages support. The working group met over a period of 8 months to address the health and safety concerns of interpreters, define new service standards and requirements as well as explore technological solutions.

• Directed a geographically dispersed team of 125 employees and 35 consultants delivering contact centre technologies, toll-free services, video, audio and web conferencing services to Government of Canada departments and agencies.• Oversaw the implementation and transition to productions of 8 large contact centres at Employment and Social Development Canada and Canada Revenue Agency involving over 4000 agents across 30+ locations.• Devised short and long term strategies that are aligned to the organizational and Government of Canada vision, through the development of business cases and supporting plans (e.g., capacity, availability, continuity, costing & pricing, outcomes & benefits) including benefits realization plans and performance management frameworks (service level targets, KPIs, service evolution plans and service benchmarks).• Advised on and recommended improvements to organizational models to support the implementation of the strategies • Supported the Office of the Auditor General (OAG) audit on contact centers for the Spring 2018 report and fulfilled the resulting (OAG) recommendations• Defined the strategy and approach to refresh the inventory of Government of Canada Contact Centers, including their current and future business and technical requirements. This included the development and implementation of the communication strategy and plan and continuous progress report to executive/governance committees. • Facilitated the development of the Contact Centre modernisation strategy for the Government of Canada Contact centers and obtained approval at all levels of governance with final approval at the Government of Canada Enterprise Architecture Review Board (GC-EARB)

- Managed the delivery of PWGSC Deputy Minister Telepresence (TP) pilot, leading a team of 3 operations staff and consultants. Responsible for design, installation, configuration, testing and training for all infrastructure components, 6 boardroom systems, and 38 desktop systems. Furthermore, delivered 11 additional boardroom systems for a proof of concept in partnership with Environment Canada. The total investment for this project was near $2.5M, of which I managed $1.2M in equipment procurement, bandwidth upgrades and professional services contracts.- Defined, in collaboration with several stakeholders, the service levels, service objectives and support processes for the PWGSC and EC Telepresence service, as well as PWGSC and SSC Corporate videoconferencing (VC) service.- Managed the consolidation of VC services for all Government Operations Portfolio partners (Justice, PSC, CSPS, TBS, PCO, LAC, PWGSC) as well as internal SSC services. This includes integration of staff from the partner organisations, process and operational procedures alignment, reporting to management on progress, communicating changes to partner organisations as well as ensuring staff had all the required tools and accesses to perform their duties.- Managed Audio-visual and Videoconferencing fit-up of new Finance Canada location (90 Elgin), a $1.9M project. This included requirements gathering and validating design performed via third party, procurement of all components and installation services, managed the resulting contract to closure and provided training to Finance stakeholders.- Managed Integrated Videoconferencing solution procurement for Treasury Board Secretariat move to a new building (90 Elgin). This includes requirements analysis, preparation of technical requirements and specifications, negotiation with stakeholders of various aspects of the procurement activities to ensure transparency and fairness of the process. This project is estimated value is $2.8M.

 Directed a multi-disciplinary team of 100 staff with a budget of $140M delivering traditional telecommunications, service management and solution design services to PWGSC Network Services clients as well as other government departments. Participated in the definition and scoping of the PWGSC Telepresence pilot project for implementation by June 30th, 2011. Provided SM&D input to the project as I was designated the sector representative by the Director General. Working with the Delivery Executive and the Director of the Network Management Competency Centre, planned and directed several improvements, either administrative or operational, that improved the directorate ability to respond to senior management requests. This included the definition and assembly of a distributed Managed Telecommunications Services project team dedicated to providing departments with specialised advice and project management services for Telecommunication requirements. Managed the directorate human and financial resources in accordance with the departmental policies and procedures. Directed and advised the Shared Telecommunications team in creating a transition plan for implementing the new cellular services contract at PWGSC.

 Managed the business planning process for the directorate: reported on progress of activities within the year; defined new business objectives, deliverables and timelines for future year; provided documentation to sector-wide planning team, reported on progress of planning activities to the management team. Created and presented a proposed technology roadmap for Unified Communications services as a Shared Service to other government departments. The roadmap included services such as IP Telephony, Telepresence, Unified Messaging and Collaboration services. Created and executed a plan to repatriate design and architectural responsibilities from the Network Management Competency Centre to support the SM&D re-alignment initiative.

Managed a team of 13 IT Security technical specialists providing Secure Electronic Service Delivery to the department, including Anti-virus, Intrusion Detection and Prevention, Perimeter Security, IT Forensics, Incident Management and Vulnerability Management.Planned the delivery of a new host-based Intrusion Prevention system to the department.Managed the operational planning process for the team, allowing team leaders to develop plans they could deliver considering the resources available to them.Hired two new senior team members following process I lead as the A/Director of IT Security Division. Ensured new staff were properly welcomed to the team and enrolled in the deparmental on-boarding process.

Directed a team of 26 staff and consultants delivering IT Security Services to the Department of Health.Advised Senior Management, working with the Departmental Security Officer office, on IT Security issues the department is facing, recommended courses of action and executed on plans. Wrote several briefing notes and presentations on IT Security topics.Contributed to the Health Canada Distributed Computing Environment initiative by providing input to the requirements gathering exercise on Identity Management, ensuring departmental objectives were being met and ensuring the security posture of the department was not at risk.Represented Health Canada at several Treasury Board Secretariat led meetings discussing IT Security issues, Secure Channel services and future initiatives.Initiated and lead a review of IT Security services the division provided to the department in order to strategically address gaps and issues with current practices and improving the service to departmental clients, in line with Treasury Board Management of Information Technology Security (MITS) operational standard.Developed work plans, budgets, human resources plans and procurement strategies in order to deliver on mandate for the division.Provided leadership and support to divisional staff to enable improvements on IT Security practives and perception across full client base.Mentored, coached and helped senior technical staff in advancing their careers in the management area.Lead a staffing process to hire new senior analysts within the division. This included planning of the process, creation of evalulation tools, written exam administration, performing references checks and conducting interviews.

Designed an organisation to deliver ITIL compliant processes to the Health Canada Enterprise IT organisation. Determined staffing needs, skills required, budget requirements and identified areas within the organisation where the services were being delivered.

Managed a team of 18 staff providing data network services for all of Health Canada and voice services for the National Capital Region.

Determined and managed project implementation and in-service operations interdependencies within and outside client organisationConducted direct liaison with sponsor and in-service support organisations to help define and understand user requirements and system operations.Managed, assisted with or performed the development of project documentation such as Work Breakdown Structure, procurement documents, integrated project plans and schedules and communications.Provided leadership and expertise to the project team.

Managed and reported on interdependencies for a Portfolio of several projects. This includes:Initiated the Project Interdependency Management process for new projects in the portfolio: researched and documented interdependency information; developed straw man profile and met with the project teams to refine and baseline the profile.Maintained, reviewed and updated interdependency profiles for the portfolio. This is performed via monthly mid-cycle reviews with the project teams to update interdependency information and documentation.Generated Project Status Report interdependency sections for portfolio projects as per the Project Delivery Management discipline in the Department of National Defence. Attended Delivery Management meetings for projects in the portfolio supporting the Project Manager and Deputy Project Leader. Reported on interdependency issues as well as followed-up on action items from previous meetings.Analysed, determined potential implementation options, estimated costs and made recommendation on a change request raised against the Project Interdependency Management processes.Facilitated the process of quantifying dependency risks with several projects in the portfolio, providing senior management with information to support decision making with respect to costing delays incurred by projects.Supervised contractor developing a business case for implementing a positive risk management process. This included contract administration tasks as well as reviewing and accepting deliverables.Identified, planned, built and implemented enhancements to the team Telelogic DOORS environment.

Managed a $1.3M project to deploy bidirectional satellite connectivity to Health Canada Isolated sites.Prepared, updated and stored project documentation following the Enhanced Management Framework principles. Documents included project charter, project risk management plan and work plans.Reported project status, from both a schedule and financial perspective, to the project authority, sponsor and governance committees.Planned, estimated and managed the project budget as per allocations from Departmental Executive Committee on IM/IT.Managed a multi-disciplinary, multi-site project team. This included chairing project team meetings and publishing minutes and record of decisions; requesting resources from Regional Directors of Information Technology or directors in other branches; and influencing other teams' work with respect to areas impacted on the project.Prepared, presented and sought approval of a draft policy on deployment of Wireless LAN technologies in Health Canada. Collaborated with the IT Security group on the conduct of a Vulnerability Assessment on the targeted technologies.Directed and supervised the development of a training strategy for personnel impacted by the project. Initiated collaborative efforts with another project in the department on the training front.Prepared, reviewed and updated a Request for Proposals for providing Internet access via bidirectional satellite service to 39 communities in Alberta. Lead team evaluating bids and established contract with successful bidder. Acted as project authority on resulting contract.Conducted lessons learned session, documented project, product and process lessons learned in a project closeout report. Transferred responsibility for ongoing funding and maintenance of satellite connectivity to the Telecommunications Services unit.

Defined and supervised implementation of an annual planning support database for departmental IM/IT project proposals.Defined, designed and implemented a tracking and oversight process for major IM/IT projects in the department. Lead the team responsible for collecting, analyzing and reporting project data on a quarterly basis.Heavily contributed to the definition and development of the Directorate governance structure for IM/IT projects and the new Project Life Cycle for the IM/IT projects in the department.

Defined, designed, proposed and planned the implementation of a requirements management process in collaboration with product line managers and other project managers resulting in approval from the product owner to proceed with implementation.Participated actively in the definition and implementation of the Nortel Service Provider eBusiness Solutions Release Management process. Input was used as a measure to determine where process flexibility and customization were necessary and to define milestone criteria's.Managed the design and verification teams' activities for one full release of the Policy Services product, which remained on track for delivery to customers at the originally planned date.Actively participated with design, verification and product management teams in the definition of 3 releases of the Policy Services product. Designed, implemented and managed the stream strategy for these 3 releases.Defined, designed and implemented, in collaboration with the management team, a reporting process for Policy Service releases leading the team to communicate release status more effectively.Streamlined, with help from the configuration management prime, the load build process for the Policy Services products, which resulted in shorter and cleaner build cycles.

Defined, scoped, documented and supported the franchising process for Policy Services enabling other teams to deliver value added functionality.Designed the architecture for supporting Voice over IP service configuration on the Policy Services product. Designed and delivered a prototype, which was demonstrated to a major client who decided to buy the proposed solutionDefined and designed, with a network architect, a methodology for balancing traffic on an IP network. This resulted in a patent application being filed in the United States of America.Supported RFI/RFP Customer response teams, which resulted in a contract signed for the integrated solution.DMS-100 Architect Nortel