Executive Program and Project Management

Major Projects for Global Security & Investigations that supports TD Bank's Enterprise base for Financial Crimes & Fraud Management. Directed and managed budget of $2-Million that included vendor management, contract resources and internal TD Resource management. - Case Management: Fraud Case Investigation system that supports centralized investigators and operational risk managers. Investigated potential vendor solutions to support TD Bank's operation. Prepared proposals and recommendations supporting the design phase. Recommendation accepted and design completed on-time and under budget.- PSIM: Physical Security Information Management software platform solutions that integrates all security devices for TD Bank. Investigated solutions and provided recommendation with supporting implementation plan and budget ready to proceed for implementation.- Video Analytics: combine TD Bank's transactions with TD camera Images to maintain TD Assets & TD Property. Intelligent Monitoring including TD Branch/ATM Environment – Camera Time Pre-Programmed to capture TD Employee/Customer Interaction & Bank Transactions with Focus on Problem Areas. - Regulatory Project supporting TD Bank U.S. based Case Management Operation: Assumed overall primeship as the director for this project that was encountering problems to meet US Regulatory audit requirements within a fixed timeline. Executive level request for my services to meet the audit timeline. Completed revised aggressive project plan, managed the entire team including development and execution through to a successful implementation receiving praise from Executive TD Management team for a job well done. - Guard Services: Management request to assume a transition project that was failing to move operational support of TD Banks Guard Services supporting Branch Banking, Corporate and ATM Services. High praise from the Executive for the successful completion.

Implementation of TD Bank's Clarity Project Management Program: Managed the entire program over a 2-year period that included the Enterprise base implementation of Release 2 and 3. Implementation included the expansion to support the Technical arm of the Bank. Directed the design, development and full production implementation and roll-out. Implementation included vendor management and internal TD staff with a budget of $2.6-Million. Both implementations completed on time and under budget.

Transition program for the Niagara Ambulance Communication Service from Niagara to the Ministry of Health and Long-Term Care. Establish overall project governance and infrastructure including Vendor and Contract review and realignment within the MOH. Incorporate project management PMBOK practices including Project Planning, Tracking with Resource effort planning. Implement a Service Management, Service Intake Model using ITIL Practices. Establish process and data repository for outstanding open item and new submissions for Systems Development including Database management. Manage SQL Data base upgrades and MS-Patching to current release levels. Work within the Ministry on the existing network architecture to establish a robust infrastructure supporting all Ambulance dispatch centers for the Province of Ontario. Self initiated application development of a tool to support Cost Benefit Analysis for all new Development requests.

Contract: Bank of Montreal, Toronto – Senior Project Manager, 2010 – PresentAs part of the Capital Markets department I served as the Development Project Manager on a risk management program to reduce fraud, risk and exposure for the Bank. This three year, $3-Million project includes PM support of the Capital Markets development team, Back Office support group and the Operations team. The program involved the review and analysis of existing manual operations to develop automated solutions for trade confirmations, settlements and position holdings for the Bank. Development included the use of the iMatch system to compare manual reports to new and existing feeds from internal and external trade partners. Manage the workflow from the development through to the completion of Reconciliation matching within the operations back office.

Project Manage the largest successful outsourcing initiative in the history of Sun Life Financial: - Within a dedicated matrix managed team determined the financial viability to outsource major information technology operations supporting Sun Life Financial in Canada and the United States. - Outsourcing Services included: Server, Database, Storage, Multi-tiered applications for eMessaging, BlackBerry, Tools, Operations Maintenance Support, Web Hosting, Disaster Recovery, Managed Security Services, Firewall, Intrusion Detection and Prevention, Network, Data Centre with Security Access and Provisioning with all Cross Functional and Infrastructure Management services. - Developed a financial business case with benefits projecting ROI margins, infrastructure benefits with supporting project timeline and budget to conduct an outsourcing bid. Material presented to the Chief Information Officer with acceptance provided for the bid to proceed.- Bid management: overseeing the tactical business planning, vendor negotiation, preparation of the RFP with detailed statement of work documents for each service tower with supporting SLA’s. - Manage and mentor all Project Management staff providing project direction, monthly status reporting, forecasts to plan, risk assessment with mitigation and resource capacity.Achievements:- Successfully completed a $400 million, seven-year outsourcing agreement including the renewal of Sun Life’s Mainframe and AS400 systems supporting a multi-tiered company wide environment. - Solution control to determine established technical architectures, design and development required to support and transition the environment. - Project completed on time and under budget. IBM recognition letter and award received from IBM Senior Vice President Financial Services Sector, Global Technology Services.

Manage Bell Canada's eBusiness and eCommerce Customer Care application portfolio including support and project management. Improved SLA's, decrease expenses while improving ROI. Directed the evolution of over 100 strategic mission critical multi-tiered applications and databases from legacy through to J2EE and .Net including support, new integration, project management and development. - Project Manage and coach 8 direct reports including 100 staff in delivering technology product solutions provided by internal and external suppliers. - PMO: analyzing complex business problems, create new business opportunities, provide risk assessment, product and present detail monthly reporting to executive management. - Manage $8 million annual operating budget. Achievements:- Led the team to identify requirements, coordinated third parties (IBM, and CGI) to orchestrate the design and deployment of a customized applications. - Developed new processes and procedures to track performance for corrective action to improve service and reduce expenses netting a reduction of $2-million in operating expense, 25% of the entire portfolio within 12-months with an increase in margin from 1% to 24%. - Increased Client Service Levels with the introduction of ITIL Practices, dramatic results achieving a 98% overall service level success rate a 30% reduction in client reported Problems and Call volumes.- Developed tools and practices to identify track and manage overall transition of 500 applications involving over 300 different technologies in a internal outsourcing arrangement. Implemented and fully managed the internal outsourcing transition of practices to reduce costs and redeployed 80% of the support function from Toronto and Montreal to Atlantic Provinces with excellent client availability and reliability. Received 10+ client testimonials on improved services with compliments on creative resource management on new methods to deliver and control projects.

Project manage the creation of a new state of the art 150,000 square feet office building. Setup Data Centre and established Network Communications with supporting Infrastructure. Created new Server Farm, links to remote sites for cross database backups. Project involved the direction of several large projects utilizing multiple project teams in different locations. Multiple vendor environments that required the use of strong communication and negotiation skills. Project included various aspects of different technologies from construction through to the internal structural components, networks, conversion, implementation, applications with IT infrastructure and design. - Direct a team of 14 highly skilled project managers with a budget of $10-Million. - Transition of 1,000 employees from CGI’s downtown Toronto offices to Markham to meet a $5-Million planned reduction in annual operating expense. - Information Systems Technology included the implementation of a Telephony Voice over IP System to combine Voice and Data into one network stream to reduce operational costs.- Overall Project Management of the transition and creation of a Data Centre that supports in excess of 700 Servers that prime major applications supporting over 1,000 Bell Canada applications. Coordination of the relocation transition of all Servers, User Workstations and members with the assurance to minimize service disruption.- Provide executive updates through the creation of specialty reporting to manage expectations through to the actual delivery including progress, issue/risk management, decision management, FTE resource and budget management.Achievements:- All major project initiatives completed on time with recognition of noted applied effort on entire project by reducing the normal completion time from 20/24 weeks down to 18 weeks.

Manage end to end desktop services supporting 40,000 desktops for Bell Canada in an outsourcing agreement for CGI including support and new project integration:- Direct a diverse group of 10 direct reports with staff in excess of 250.- Manage an operating budget of $28-million. - Annual management of 150 projects totaling $11 Million in additional revenue. - Manage PMO Office to maintain control and governance. - System design and development work to improve service level objectives, ITIL problem management and bid management practices applied. Achievements:- Through self generated innovative concepts, designed, developed and implemented an operational environment tool in .NET that allowed for improvements to reducing annual operating costs by $10 million in 18 months. This new tool was expanded to be used company wide for all of CGI’s customers.- Implemented ITIL practices and developed a Problem Management practices that reduced client Problem and Call Volumes by 40%. - Introduce new work force management model that provided inventory control, ITIL records and problem management. Successfully transitioned the Service Levels and operating efficiencies from standard levels to “best of breed” as defined by the Gartner Group. - Increased technician efficiency by 80% through the implementation of the workforce management application that evenly distributes the work to over 200 technicians in two provinces at over 50 client sites.- Led multiple projects to complete the entire evergreening of 40,000 Bell Canada Desktop, completing the project on time and within budget. - Created new policy and practices for the ongoing maintenance and support functions. - Creative paradigm shifting designed and developed for desktop services was recognized by the CGI executive team and incorporated into several bid proposals as methods to reduce operating costs resulting in the award of several new contracts to CGI.

Directed Bell Canada’s application portfolios for Customer Care, Network Service Assurance and Service Provisioning applications, and projects approximately 50% of Bell Canada’s total line of business operations. - Lead a team of 14 Managers that included 3 Project Managers with a team of 250 with an annual operating budget of $20 million.- Project managed the conversion of over 100 applications from OS2 to Windows / GUI Web based environments. - Database and storage management control including as required testing, conversion and integration of new systems. - Maintain PMO Office: provide end to end progress view on all projects by creating new weekly monitoring tools in visual basic to report on budget, risks, status and FTE workforce management. Introduced new practices to provide status reporting for executive management. .- Engineered new methods to reduce operating costs and increase efficiency gains by eliminating third party contractors. - Maintained application integrity while introducing increased scope and new projects. Achievements:- Reduced annual operations budget by $5 Million over a two year period through implementing industry practice and process. - Reduction of Trouble Tickets by 38% while increasing system availability from 85% to 92%. - Successfully completed 66 projects to address Y2K needs. All projects completed, converted, transitioned and implemented on time and within budget with no impacts occurring during the millennium period. - Revenue margins of 14% eliminated through Outsourcing and Transition netting a savings of $1.2 million while reducing team size by 32 including 25 contract positions savings a further $4 million. - PMO Prime for Bell Canada, Y2K preparation, coordination and overall prime ship. Received executive letters of accommodation.

For the RBC Fixed Income Dominion Securities brokerage business within Treasury, Project managed the system conversion from an IBM mainframe to a Client / Server environment utilizing third party vendor software. Establish and manage relationships with all interbank and DS Services to create and negotiate new process and procedures to streamline trade operations, security settlement, security inventory management and general ledger control. - Prime process re-engineering within the Fixed Income back-office utilizing the advantages of this new system to improve operations efficiency and reduce redundancy. - Implementation and conversion included in-house development of seven internal interfaces across multiple databases from trader deal entry through to the security cage and out to the CDS for settlement with the street. - Matrix team management spanning 12 different departments within the Royal Bank and Dominion Securities. Achievements:- Conversion from the old system to balancing the entire Fixed Income portfolio within 1 day to less than $100K of the entire accrued interest amount on books. - Achievement delivered on time and within budget resulting in promotion to vice president within RBC-DS.

In a presales project management role, managed key projects for introducing new application and database technology to improve client business functionality. Responsible for project management for Eastern Credit Union business within Canada including implementation, transition and long term development plans. - Secured business from competition for replacement of two mainframes IBM / DEC for a UNIX based Client Server environment for Teleglobe Insurance Systems. - Project managed the software development of both the Unisys and Teleglobe resources, team of 20. - Project Managed for the Canadian Financial Line of Business in the Image Technology area. Image technology includes cheque and remittance applications for BMO and CIBC, $1million presales projects that included modifications to the Data Centre infrastructure to support the new technology. Achievements:- Successfully completed the first Canadian installation of an Image Wholesale Lockbox application for BMO on time and within budget. - Received Unisys Presidential award for presales project management and client recognition while managing the CIBC Cheque Image project.

Researched various vendors through an RFP process to determine the best system to increase trading and sales activity within the Fixed Income Money Market, Banks Trading Services operation. - Managed a team of three direct reports and a pre-award software contract of $1 Million to review and determine a new Fixed Income Trading environment to support Fixed Income business. - Scope business functionality requirements and map to vendor solutions to determine fit and expandability with transition abilities to meet Head Trader objectives.- Provided an architectural solution involving cross multiple databases to provide information management for trade record keeping and security settlement. - Vendor management to review and determine product scope to solution requirements.Achievements:- Accomplished a new client methodology to demo vendor products for recommended solutions to the traders allowing them to provide their final objective and concurrence on the vendors presented.

Directed the global implementation of a Toronto, New York, Sydney, London, Hong Kong, Singapore and Tokyo Derivative security trading system to manage the Banks Investments.- New project techniques developed for the parallel implementation and transition of the London and New York Operation. Simultaneously managed two Senior Project Management teams in London and New York each with teams of twenty. - Established policy and practices for template like implementation and transition beyond London and New York for that was adopted for the other global sites. Achievements:- Successful transition from existing services with full implementation occurring on time and within budget improving corporate efficiency, accuracy and bottom line. - Acknowledgements of success lead with the introduction of new practices lead to the promotion to Director, Money Market Systems.