AI | Data-First Documentation | SaaS | Fintech | Go-to-Market

Weston Foods was acquired by FGF brands in 2021 establishing Wonderbrands as a new division. As leader of the Organizational Effectiveness Digital Technologies team, I lead a group of talented IT Project Managers, IT Business Partners, and Product Owners who are responsible for translating B2B, B2C and B2E business needs into technology outcomes. I also govern IT transition service agreement scope definition, planning and execution as part of ongoing merger, acquisition and divestiture activities.- Govern major IT initiatives providing visibility to senior executives to facilitate timely decision making driving accountability across the organization- B2B/ B2C/ B2E IT Strategy and Business Readiness Management- People, process and technology strategy and execution, omni-channel ecosystem integration, transition service management, strategic partner vendor management- Merger, acquisition and divestiture technology roadmap planning and implementation- SaaS, PaaS, ERP Integration, SAP S/4HANA, SAP ECC, Workday/ HRIS, 3PL and Customer EDI, Anaplan, Salesforce.com CRM, Pega CRM, Google Forms, PowerBI, Cognos/ EDW, UI Path, RPA Automation, InforEAM

As the Business Readiness leader at Weston Foods during the SAP ERP Transformation Program I was accountable for change management, business readiness and program management. As a pioneering deployment of SAP S/4HANA, this transformation migrated 3 legacy ERP systems to one common solution, harmonizing corporate, manufacturing and supply chain operations for 7000 end users across 50+ manufacturing and distribution centres across North and Central America.- C-Suite Steering Committee Governance- Directed Organizational Change Management, Business Readiness and PMO for complex, multi-year SAP transformation and delivery (multi-stream/ multi-site)- Business deployment planning, corporate and manufacturing business readiness, infrastructure readiness- Go-Live and Hypercare Strategy and Execution- S&OP Demand and Supply Planning Process and Technology Business Solution Architecture

As a strategic advisor to C-suite leadership I was trusted to develop business cases that drove the growth of B2B, B2C and B2E professional services sales while managing digital technology programs and projects to benefits realization. My management consulting skillset and program management expertise delivered outcomes in complex industries, across various technologies and functional areas prioritizing user and customer experiences.- Go-to-Market: Directed sales bids and RFP responses across consumer goods and services, retail, telecom, financial services, manufacturing, supply chain, government and public services for CRM, ERP, S&OP, FP&A technology implementations. - Value Realization Office: Mobilized Value Realization Office, establishing relationships across stakeholder groups, including client CIOs, IT and business executives to develop digital journey road maps and assess implementation progress against original business case. - IT Strategy: established business cases, defined use cases and business requirements. Developed strategic execution plans and KPIs to drive projects to completion.- Enterprise Risk Management: reengineered distressed high risk, highly public and systemically important payments modernization initiative through better stakeholder management, program management, project finance, communications, governance, and reporting.- People Management: Leader of Accenture Canada’s Enterprise Program and Project Services Practice, a 260-person Delivery Excellence business unit operating in 5 cities across Canada

- Delivery Excellence: Led complex transformation engagements across industries and public service. Accountable for business and IT program, project and change management, enterprise risk management.- ePMO, IT PMO and PMO: Led account delivery assessment process, identifying risks, opportunities, revenue, and profitability improvements and executing remediation plans.- People Management: Accountable for a 120-person Portfolio Management Shared Service, which annually supported over $200M of cost, schedule and scope management activities.  Accountable for business unit recruiting strategy, compensation strategy, annual performance management process.- Commercial Management: supported implementation and compliance of a North America-wide commercial operations structure to manage contracts with under $50MM/year Revenue, leading a 120-person Canada-wide team supporting 70+ accounts with over $600M in annual revenue

- Project Management: Repeatedly lead the mobilization and design of portfolio governance model architectures and guiding principles for complex, large scale business and technology programs ranging from $5 to $50 million in cost (SAP, Pega, Salesforce.com, payments, and custom development platforms)- Business Requirements: Directly led requirements gathering, implementation and adoption of Enterprise Portfolio Management systems to track and report finance and schedule metrics (Jira, Confluence, CA Clarity PPM, SaaS PMO toolkit, Microsoft EPM, Rationale Suite, Planview)- IT Capital and Operations planning:  Collaborated with clients and Accenture leadership to standardized governance of contracts, pricing, financial and project controls in order to support clients with ongoing capital (CAPex)  and operational (OPex) cost management and reporting - Commercial management: Oversaw commercial/ third party relationships during delivery of consulting and vendor service agreements, including collaborating with Legal, writing Statements of Work and Change Orders, month end/ quarter end forecasting

- SAP Global Transformation: Led team responsible for development of HR and finance training materials used to train over 2,800 employees for a complex, global SAP HR, Finance and Cost Accounting system implementation- PMO mobilization: Led the bottom-up organizational design of a Greenfield PMO shared service and led activities for recruiting and organizational acceptance.- Organizational Design and Change Management: Facilitated workforce planning sessions to document business scenarios and create role definitions, job definitions and descriptions, and a role-based competency model to support human capital processes- Defined the People Capability Maturity Model® roadmap (P-CMM) in preparation for deployment across Canada and U.S. Shared Service Delivery Centres to improve workforce practices and achieve Level 3 certification

- SAP ERP business and technology transformation: Led analysis and documentation of master data, functional, training requirements through key stakeholder interviews, functional design reviews and planning workshops- SAP ERP transformation: Developed train-the-trainer and end user training strategy to deliver a globally deployed SAP HR, Finance and Cost Accounting transformation impacting users across multiple operating sites- PMO cost, schedule and financial reporting and analysisTechnical and Business Deployment Expertise- ERP Integration, SAP S/4HANA, SAP ECC, Workday/HRIS, 3PL EDI, Customer EDI, Anaplan, Salesforce.com, Pega CRM, Google Forms, PowerBI, Cognos/EDW, UI Path, RPA Automation, Infor EAM, PCData Logistics, Manhattan