The Toronto Association of Basketball Officials (TABO) has been serving the City of Toronto since 1957 and is the largest basketball officiating board in Canada, with more than 230 active officials, who service and support the basketball community through officiating. TABO educates, trains, and certifies individuals, based on FIBA rules and mechanics. As an unincorporated, not-for-profit association of like minded individuals (athletes, former players, coaches, working professional, and volunteers), TABO's members share a deep passion for the sport of basketball. TABO offers its services to public, private and independent elementary, middle & high schools, colleges & universities, basketball associations, recreational leagues, charities, and many other basketball organizations in the City of Toronto. In my role as Vice President, my focus is on establishing and strengthening the financial and business processes and procedures which are the foundations of our organization. I am also responsible for chairing the Board of Reference (Conduct Committee), which addresses behavioural incidents of officials, players, coaches, team personnel, spectators and league/event organizers.

Provides Executive / Senior Management consultative and mentoring services to individuals and teams in private and public sector organizations. 35+ years of Management and Leadership experience as a Chief Information Officer, Chief Technology Officer, Senior Partner & Principal in Professional Consulting Services and General Manager. In-depth proven expertise within numerous industries and sectors including Information Technology - Software Development, Finance & Insurance Solutions, Infrastructure & Systems Optimization for Public (Federal & Provincial Government/Agencies) and Private Sector, Automotive Lending & Dealerships SaaS Solutions, High-Risk Payment Processing SaaS Solutions, Document Imaging & Workflow Solutions. Have successfully built and led both technology and business teams of start-ups, mid-size and multi-national companies.Recent Engagements: 2018-2019: The Evolution & Maturation of Information Technology & Product Management teams of an International SaaS Solutions Company. 2017-2018: Information Technology Strategy and Leadership Assessment & Recommendations for a Foreign Automotive Company.

Responsible for the preparation and overall management of a central polling place, which had multiple (40) polling stations. Provided guidance and assistance to all election officers (10+) within polling place and ensured that they followed all established procedures, in accordance with the Canada Elections Act.

Responsible for the preparation and overall management of a central polling place, which had multiple (10) polling stations. Provided guidance and assistance to all election officers (20+) within polling place and ensured that they followed all established procedures, in accordance with the Canada Elections Act.

Led a 75+ person Technology team including Solution Architecture, Software Engineering, Quality Assurance, Infrastructure, Database Management, Business Intelligence, Project Management Office and Security in Canada and India. Responsible for all budgetary items associated with the Technology teams including Capital and Operational costs. The catalyst and leader in implementing, transforming and maturing key business and technology processes, based on industry best practices related to ITIL, CMMI, DevOps (Atlassian) and Agile (SAFe). Achieved higher degrees of quality, productivity, delivery certainty, applications & systems availability and ability to grow.Provided strategic direction for complex software projects from concept to deployment by engaging and working closely with customers, customer-facing and technology teams to ensure solutions were innovative, timely, cost-effective and high quality.

Provided Executive / Senior Management consultative and mentoring services to individuals, teams in private and public sector organizations.

As CIO and General Manager of a 40-person Technology and HR/Finance team for an entrepreneurial global start-up, effected the following positive transformations:• Key Canadian leader reporting to international stakeholders in Germany and Ireland.• Initiated and matured the transformation of architecture, application development, quality assurance, security, infrastructure systems and technology in direct support of more than 150% revenue growth.• Implemented core ITIL processes relating to Service Delivery and Support and transformed company from CMMI Level 1 to CMMI Level 3.• Established and significantly strengthened financial and resource management, technical processes and technology investments. Improved employee satisfaction and retention with turnover decreasing from over 130% to less than 10%.• Gained industry recognition as a change agent in December 2008 edition of CIO Canada Magazine (http://www.itworldcanada.com/article/ibm-canadas-former-cio-stakes-out-startup-turf/4733)

Strategic Consulting, including business plan & sales strategy development. Senior member of Ontario Public Sector team in a key advisory role strategically linking IBM with government IT stakeholders at the Government of Ontario (MGS), Ontario Lottery & Gaming Corporation and WSIB. For MGS, provided executive consulting services in transforming this organization to become the preferred service provider for all clusters by centralizing common shared IT infrastructure services.

Fulfilled a business process and architectural leadership role for IBM Global Services Canada. Undertook major business transformation initiatives, managing an extensive application portfolio and implementing a cost-effective infrastructure to support daily operations and attain revenue/profitability objectives. Managed IT financial process for all major lines of business including Strategic Outsourcing, Managed Services, Technical Support Services, Infrastructure/Business Consulting and Application Integration & Management services. Effectively managed the investment and expenditure of a $110+M IT Plan• Increased value of delivered IT services by reducing IT-related expenditures by 40% (from $110M to $65M U.S.) while the size of the organization being supported was effectively tripled from 4,500 to 15,000 employees. • Reduced costs related to network (LAN/WAN/Mobility) by 60%• Led application and process review to focus on core business solutions• Provisioned IT services based upon demographic needs• Integrated from a business process, finance and human resource perspective several disparate organizations (ISM Canada, LGS, PWCC) into a cohesive organization. Achieved complex organizational integration within a year while appearing seamless to customers. • Devised core process re-engineering including integration of contract billing, invoicing and expense systems. Eliminated duplicate processes,enhanced reporting efficiencies, improved customer communication and productivity.• Attained goals related to employee satisfaction, effectively producing a 20% increase in satisfaction levels.• Transitioned from “one-size-fits-all” internal IT service model to highly customized offerings. • Enhanced the ability of mobile employees to work from home or customer locations thereby providing optimal work-life balance.• Gained industry recognition - CIO Canada Magazine, April 2003. (http://www.itworldcanada.com/article/setting-the-target-for-transformation/19166)

Drove revenue, future business projections, gross profit and customer satisfaction of the e-business component (application and systems integration) for a key IBM customer, the Bank of Nova Scotia, representing $7M annual revenue. Fulfilled all aspects of business management including identifying business opportunities, selling professional services, managing resources, and optimizing overall customer satisfaction.• Maximized the efforts of over 100 IT professionals leading to successful attainment of targets in revenue, cost management and customer satisfaction.

Senior Technical Solutions Marketing focal point - subject matter expert for Document Imaging & Workflow Solutions, provided technical and business expertise to enhance sales efforts, positioned IBM as a market leader. Assumed similar roles for other technologies including Java Solutions, Client/Server Technologies, and Object-oriented Technologies.• Transformed IBM from virtually no market share to over 75% market share (according to IDC) in the Document Imaging & Workflow Solutions industry• Co-authored the National Standard of Canada “Microfilm and Electronic Images as Documentary Evidence”.

SENIOR DEVELOPMENT MANAGER (1985 – 1990)Partnered with USAA and Citibank to develop workstation components of mainframe and mid-range document imaging and workflow solutions. As a result, these were made available to overall market and became a core IBM product (ImagePlus product line).SENIOR PRODUCT MANAGER AND SOFTWARE DEVELOPMENT MANAGER (1977-1985)New and advanced software research & development and product management for mainframe, mid-range, client-server and PC based software for IBM’s software product lines.

On Corporate HQ assignment focused on the creation of next generation strategies for IBM's Software Division, inclusive of consolidated operating systems, object-oriented database management systems and new application development languages, compilers and general utilities.