For over 20 years, PVLabs is where groundbreaking technology and exceptional talent meet different ways of thinking. Our airborne imaging systems integrate state-of-the-art electro-mechanical stabilization platforms, motion-control systems, optics and lens control systems, video-processing technologies, remote I/O subsystems, and the integration and control of cutting-edge laser technologies. We have been dedicated to advancing the design, development, and delivery advanced mechatronics and intelligent aerial imaging, our systems find applications alongside Military, Intelligence Surveillance Reconnaissance (ISR) and Public Safety/Search & Rescue - with continuing advancements in R&D by partnering with academic and commercial research organizations across North America, EMEA and APAC.

Providing fractional Talent Acquisition leadership and strategic consulting to improve legacy hiring processes with diminishing value, integrating and optimizing new tech stacks to elevate capability maturity, integrating advanced talent acquisition operating models designed to improve the speed and quality of hiring. • Partnering with mid-sized aerospace and defense (Intelligence, Surveillance and Reconnaissance) engineering organization to build a strategic talent acquisition delivery model including end-to-end process-mapping, assessment models, technology road map and implementation, talent-mapping and pipelining, employment branding, onboarding and training. • Consultant Operating in a Project/Implementation Management capacity to configure, implement and optimize ATS integrations and talent acquisition operating models best practices for 5 enterprise organizations including government, utilities, power/electrical, healthcare and cyber-security.• Consulting with an agency of the City of Toronto to audit their Talent Acquisition organization, optimize their requirements-to-onboard process mapping, reconfigure their ATS solution to enhance automation and implement talent acquisition best-practices.• Executive/Specialized search for select organizations

• Partnering with ELT (COO, CIO, CPO (Product), Chief of Staff, CFO) and People & Culture SLT, owned global talent acquisition and workforce planning strategy and delivery for Americas, EMEA, APAC and India, focusing on strategy to modernize and transform global talent acquisition.• Ownership of ATS selection and integration planning process including conducting user requirements reviews, role & process redesign and governance, identifying user and work stories to create use cases for configuration design and functionality documentation, and prepared detailed integration project plan and work schedules.• Developed frameworks to improve processes and systems designed to build talent momentum and accelerate delivery, improve quality and improve business confidence. Developed enhanced current-state metrics and KPI’s to measure TA and Hiring Team performance in multi-dimensional views as well as created future-state TA metrics and data visualization frameworks.• Led 2023 talent acquisition transformation strategy and executable plans with a focus on: Improving Candidate, Hiring Team and Recruiter Experience, Improving TA Team Capability and Capacity, Improving Process Efficiency and Visibility/Reporting/Analytics, Improving Candidate Quality and Delivery Velocity, Improving Employer Brand Positioning and Socialization.

Oversee Canadian Talent Acquisition across multiple sites nation-wide. Responsible for budget, delivery model, execution and performance metrics. Enable growth and succession by innovative application of People, Process and Tools within the defense, space & intelligence sectors, including TS/SCI cleared, ITAR, Controlled Goods and NATO-Secret environments. • Lead all Talent Acquisition strategy, execution and delivery including process, operations, ATS, Continuous Improvement, Vendor Management, Budget Management, Programs (DNI, Campus, Hackathons), Onboarding, Recruitment Employment Branding & CRM platforms• Current run-rate of 700+ hires per year and average TTF of <60 Days• Talent Community Strategy and Technology owner and SME • Active stakeholder in the ATS conversion integration from Taleo Fluid to Oracle HCM with a focus on workflow optimization across all process intersections, collaborating with global TA leads and Corporate HQ• Create dual value-stream TA metrics and KPI’s, analysis and reporting including Time to Fill, Time to Find, Headcount to Target, Revenue Leak plus forward-looking ratio-driven efficiency metrics.

Leading the Talent Communities Strategy, I get to compliment a high-performance recruiting team across North America using a series of discrete recruiting tech platforms combined with internal capability to enable a supply-chain model of talent acquisition to L3Harris Technologies. My objective is to redefine how we identify, attract and engage specialized talent across the defense/military and engineering spectrums, leveraging an existing and well developed recruitment delivery system to accelerate precision hiring. In July 2019 – L3 Technologies and Harris Corporation merged to become L3Harris Technologies, becoming an agile global aerospace and defense technology innovator that delivers unparalleled innovation to fast-forward mission-critical solutions across all air, land, sea, space and cyber domains.Our customers perform on the world’s most challenging front lines, and they trust us to keep them prepared for what’s next. We combine speed, innovation and flawless execution to give people confidence and security in the world ahead. As we relentlessly pursue new ideas, we know that everything we bring to market must deliver, without fail, every time.

We help companies with solutions to their talent acquisition challenges. Period. Engagements include:- L3 Communications- Scotiabank- Deloitte- Christie DigitalWe consult with you on understanding your current state, discover obstacles to success and recommend and implement the appropriate solutions to enable the future state of your talent acquisition ecosystem. Areas of expertise include talent acquisition technology and tools integration, talent community frameworks and tech integration, management metrics and analytics, talent acquisition strategy, talent management and workforce planning strategy, talent acquisition organizational and optimization models, employment brand strategy and evolution, executive search and recruitment process outsourcing,

Joined under contract as part of a refreshed senior leadership team under Global Recruitment, with focus on Scotia’s Information Technology and Solutions business unit and to establish the Agile Talent Acquisition framework for Scotiabank’s recently-incubated Digital Factory.• Key member of the Global Recruitment Transformation team focusing on all People/Process/Technology transformational themes, in collaboration with Deloitte Human Capital and internal stakeholders• Conceived and delivered national IT&S Talent Community and Sourcing framework including integrated workflow choreography• Implemented refreshed vendor engagement and management framework • Developed and implemented Agile talent acquisition model for Scotiabank’s Digital Factory, including candidate Sourcing, Identification/Engagement, Candidate Review Scrums and Interview Sprints – to accelerate recruiting velocity to an average TTF of <20 days and increased quality of digital talent hiring through a quadrant-based assessment system.• Mandated to create and develop required programs leveraging existing internal framework to increase the capability, capacity and agility of the IT&S Recruitment team in support of forecasted 1000+ hires.• Collaborated to refresh reporting capabilities and introduced new Recruiter Dashboard reporting features to existing ATS• Actively contributed/led several concurrent initiatives that include: sourcing and talent community frameworks, applicant traffic generation, electronic offers, recruitment branding and EVP, internal staffing, contractor conversion, workforce planning, recruitment technology integration and process redesign and Recruitment Playbook

Working directly via Head2Head and Wilson HCG - Executive Program-Manager on $1M RPO engagement encompassing Deloitte’s Tax, Audit, Enterprise Risk, Consulting, Financial Advisory, Human Capital Practices and Technology Practices across Canada.o Custom-developed accelerated talent acquisition model to exponentially increase candidate throughput, hiring manager engagement and process visibility to meet strict hiring timelineso Sourced, built, and led a virtual team tasked with strategic sourcing, talent community development, candidate delivery and requisition/client/stakeholder management, offer management and recruitment throughput activity tracking.o Collaborate with Deloitte stakeholders including Talent Acquisition leadership and Practice leadership o Developed analytics framework to visualize candidate throughput, provide program-level KPI’s, resource management, stakeholder management, project milestone management as well as co-manage program budget including time-tracking.

Rebuilt, recalibrated and optimized existing talent acquisition ecosystem in response to aggressive growth targets nationally. Conceived and built national Talent Acquisition Centre of Expertise, harmonizing people, process, tools and technology across Canada. Ownership of talent acquisition metrics and analytics, deconstructed and refreshed existing metrics to enable greater levels of visibilty and accountability throughout talent acquisition life-cycle. Created several novel talent acquisition metrics dashboards.Reinvigorated current national Talent Acquisition group identity with business with revised brandingResearched and implemented unique talent communities and applicant traffic generation tools designed to deliver considerably greater agility and responsiveness, improved candidate experience and hiring team experience. Automated several elements of the talent acquisition lifecycle by enabling hiring manager access, automated approval processes and a novel offer-letter generation and delivery model

Assumed newly created role to program-manage several talent acquisition initiatives designed to streamline processes across multiple work-streams, enhance performance management by creating cascaded talent acquisition team goals and objectivess, optimize team organizational models globally, applicant tracking system optimization projects following recent implementation of Taleo 7.5Led a modest but effective team of 8 individual workstream leaders, collaborated with HR Business Partners, Business Leadership, Talent Acquisition executive team and Talent Acquisition team members.Led the RFP/RFI and selection process for global recruitment advertising vendor platform

Joined in late 2006 in response to the explosive growth experienced at Blackberry. Built out the Global R&D Talent Acquisition teams in Waterloo ON, Seattle WA, RedWood City CA, Irving TX, Chicago IL, Plantation FL - collaborated in R&D talent acquisition in EMEA and APAC. Eventually grew a small but high-performing team of 15 into a global team of 5 senior leaders and 63 staff in 6 countries.Developed talent acquisition models designed to address low-percentage revenue reinvestment into R&D, thus creating the strategic plans for an aggressive hiring platform to onboard 465 R&D hires per quarter, globally, over a 4-quarter period. Conceived and developed unique applicant tracking metrics and analytics in collaboration with R&D CIO's designed to precisely measure and illustrate hires to forecast, shortfalls and advances. Responsible for review and redevelopment of global talent acquisition advertising budget, development of unique and memorable campaigns and targeted hiring programs.Introduced geographic talent mapping throughout the US Introduced and built the nucleus of Blackberry's first-ever strategic talent sourcing teamProvided oversight for Blackberry EVP refresh, careers website refresh including SEO/SEM/SMO strategies.

Responsible for the conceptualization, development and delivery of strategic talent acquisition solutions for RBC's Global Technology and Operations supporting a total workforce of 22,000 across 6 lines of business and 39 distinct operating units across North America.Delivered recruitment process efficiency and effectiveness for 2400 hires annually.Accountable for extensive GTO Recruitment restructing to enable organizational effectiveness and efficiency, resource rebalancing, development of a strategic sourcing process model and overall proactive, innovating and consultative recruitment delivery model.Dramatically reduced negative recruitment metrics - enhancing time to find, time to close metrics, and developing new metrics designed to measure and exploit shared accountabilities throughout the recruitment process. Collaborated with senior Global Technology and Operations business unit leaders to develop refreshed approaches to talent acquistion, accelerate the overall recruitment process and preserve and enhance the candidate and hiring manager experience.

Consulted on behalf of GSI Consulting to project manage an Ontario-wide technology audit for a provincial government cluster in response to Y2K remediation program in place throughout all Government of Ontario clusters.