Leads multiple administrative functions at the credit union and primarily responsible for coordinating strategic planning and execution of strategic level projects.

Oversees all aspects of the enterprise wide projects and serves as a change agent in the credit union.•Lead project teams through the acquisition of other credit unions including a $90 million in asset credit union. •Founding member of the credit union's diversity, equity, and inclusion council. Provides oversight to the DEI committee on initiatives and programs.•Formed the project management department which includes selection of software (Adobe Workfront) used for project request and project management process, create a standard in how projects are managed, serve as an example to follow in creating transparent and inclusive communication. •Coordinate and lead monthly mid-managers forums that provides a space for managers to exchange updates, discuss challenges & solutions, and participate in group trainings. •Work across all project stakeholder groups to facilitate meetings, maintain transparency in project activities, develop new processes, managing scope, and provide recipient appropriate relevant communications. •Assist in the development of the annual strategic goals and strategic planning sessions of senior management.•Provides monthly reporting to senior management and leads monthly executive steering committee meetings. •Harmonizes the 'wants' of multiple departments to create a plan that is a win for the overall organization and departments involved. •Develop direct and indirect reports, ensuring continuous professional development through ongoing coaching, teaching on effective meeting facilitation skills, demonstrating the importance of managing up, and providing timely feedback.•Serves as a change agent in the credit union by offering, encouraging, promoting, and championing new initiatives.

•Collaborated with other 3 project managers to co-manage a companywide core conversion project which included managing sub-projects across departments and within departments, working with vendors, leading testing initiatives, and working with management to make decisions that directly or indirectly impacted the success of the conversion with the central goal of ensuring that our members were not negatively impacted. •Controlled the project timeline by continually managing to the project triangle: scope, schedule, and resources.•Effectively utilized Matrix Project Management structure by building relationships, maintaining communications with functional managers, and continually revisiting the progress of each team member.•Provided timely communications including monthly status reports to management and weekly reports to project team.

•Using Scrum methodology launched of 26 country internet sites, allowing for global consistency in strategic positioning of Right Management and solutions offered to clients. Provided on-ongoing support post launch of the 26 country sites. •Reduced inconsistencies in project deliverables and project focus, occurring as result of lack of consistency in persons involved in projects from start to completion by serving in multi-function role of Project Manager, Business Analyst, Quality Assurance Tester, SME, and Trainer in several global projects.•Collaborated with C-Suite for the delivery of companywide forums of that obtained employees’ feedback on areas of concern and suggestion for innovative solutions which resulted in the generation of priorities to be implemented in the following year’s organizational focus. This forum included the creation of training materials, managing global communications, and serving as the liaison between technology and business team. •Drove the consolidation of 3 regionally isolated career management portals into 1 global portal. This consolidation resulted in an interactive career management portal that supports global company needs with tools and features that are customizable with little to no development effort. This project eliminated the cost associated with managing 3 portals and created consistency in what was delivered globally. •Reduced inefficiencies in tracking internal Right Management staff credentials with the creation of an internal global talent tracker, reducing response times to client’s inquiries of global staff expertise from a week to within 2 – 4 hours.

Served in the dual role of Business Analyst and Project Manager, my responsibilities included:•Partnered with Right Management business team to create an application that assisted with the reintroduction of Canadian Armed Forces back into the civilian workforce. •Managed the launch of 26 country internet sites which allowed for global consistency in the strategic positioning of Right Management and the solutions offered to clients. •Produced quarterly technology newsletters that communicated enhancements and changes that impact Right Management employees and clients. •Researched and responded to existing and potential client inquiries on the technology capabilities of Right Management.

•Facilitated requirement elicitation meetings with internal and external business units.•Analyzed, defined and captured business and functional requirements.•Defined validation steps to ensure accuracy of requirements.•Worked with development to identify technical solutions.•Coordinated and communicated departmental and company initiatives.•Identified, developed and implemented business processes.•Ascertained and evaluated the true need for a product enhancement.•Balanced multiple maintenance items and timelines.•Served as the IT point of contact for various business initiatives.•Developed and documented process improvements.

•Assisted in creating a standard of excellence for customer service focus.•Developed processes for improving the Help Desk resulting in reduced response times.•Communicated issues to upper management.•Assisted team in prioritization of time and problem resolution.•Created, documented and updated Help Desk processes and procedures.•Ensured problem resolution for customers.•Trained new team players on the Help Desk.