As the Program Coordinator for the Business Analysis Graduate Certificate, I am equal parts ambassador for the program to our students and potential students around the world; and a champion for our faculty that delivers a high-quality, authentic educational experience.

Supporting the graduate studies Business Analysis program at Fanshawe, I teach both the Strategic Requirements & Analysis and Business Intelligence courses. My goal is to maintain a high level of engagement among students in online, face-to-face and blended course offerings.- Overall Student Satisfaction Score (SFS) 4.87/5.00- Recognized for effective conversion of in-person courses to online delivery- Recognized for maintaining a high level of engagement "𝙂𝙡𝙚𝙣𝙙𝙖𝙡𝙮𝙣𝙣 𝙞𝙨 𝙛𝙖𝙧 𝙖𝙣𝙙 𝙖𝙬𝙖𝙮 𝙩𝙝𝙚 𝙗𝙚𝙨𝙩 𝙞𝙣𝙨𝙩𝙧𝙪𝙘𝙩𝙤𝙧 𝙬𝙚 𝙝𝙖𝙫𝙚 𝙞𝙣 𝘽𝙪𝙨𝙞𝙣𝙚𝙨𝙨 𝘼𝙣𝙖𝙡𝙮𝙨𝙞𝙨 𝙩𝙝𝙞𝙨 𝙩𝙚𝙧𝙢. 𝙈𝙤𝙨𝙩 𝙤𝙛 𝙖𝙡𝙡, 𝙨𝙝𝙚 𝙥𝙧𝙚𝙥𝙖𝙧𝙚𝙨 𝙝𝙚𝙧 𝙤𝙬𝙣 𝙨𝙡𝙞𝙙𝙚𝙨, 𝙥𝙧𝙚𝙨𝙚𝙣𝙩𝙨 𝙩𝙝𝙚 𝙢𝙖𝙩𝙚𝙧𝙞𝙖𝙡 𝙘𝙡𝙚𝙖𝙧𝙡𝙮 𝙖𝙣𝙙 𝙚𝙢𝙥𝙝𝙖𝙨𝙞𝙯𝙚𝙨 𝙬𝙝𝙖𝙩'𝙨 𝙞𝙢𝙥𝙤𝙧𝙩𝙖𝙣𝙩, 𝙧𝙖𝙩𝙝𝙚𝙧 𝙩𝙝𝙖𝙣 𝙧𝙚𝙖𝙙𝙞𝙣𝙜 𝙖 𝙥𝙡𝙚𝙩𝙝𝙤𝙧𝙖 𝙤𝙛 𝙬𝙤𝙧𝙙𝙨 𝙥𝙤𝙨𝙩𝙚𝙙 𝙤𝙣 𝙩𝙝𝙚 𝙨𝙡𝙞𝙙𝙚𝙨𝙝𝙤𝙬. 𝙎𝙚𝙘𝙤𝙣𝙙, 𝙨𝙝𝙚 𝙪𝙣𝙙𝙚𝙧𝙨𝙩𝙖𝙣𝙙𝙨 𝙩𝙝𝙚 𝙢𝙖𝙩𝙚𝙧𝙞𝙖𝙡, 𝙖𝙣𝙙 𝙘𝙖𝙣 𝙥𝙧𝙤𝙫𝙞𝙙𝙚 𝙚𝙭𝙖𝙢𝙥𝙡𝙚𝙨 𝙖𝙣𝙙 𝙖𝙙𝙫𝙞𝙘𝙚 𝙛𝙧𝙤𝙢 𝙖𝙘𝙩𝙪𝙖𝙡 𝙗𝙪𝙨𝙞𝙣𝙚𝙨𝙨 𝙖𝙣𝙖𝙡𝙮𝙨𝙞𝙨 𝙨𝙞𝙩𝙪𝙖𝙩𝙞𝙤𝙣𝙨. 𝙄 𝙖𝙢 𝙫𝙚𝙧𝙮 𝙜𝙧𝙖𝙩𝙚𝙛𝙪𝙡 𝙩𝙤 𝙝𝙖𝙫𝙚 𝙂𝙡𝙚𝙣𝙙𝙖𝙡𝙮𝙣𝙣 𝙖𝙨 𝙖𝙣 𝙞𝙣𝙨𝙩𝙧𝙪𝙘𝙩𝙤𝙧 𝙞𝙣 𝙗𝙤𝙩𝙝 𝙛𝙞𝙧𝙨𝙩 𝙖𝙣𝙙 𝙨𝙚𝙘𝙤𝙣𝙙 𝙩𝙚𝙧𝙢.""𝙄 𝙨𝙩𝙞𝙡𝙡 𝙧𝙚𝙢𝙚𝙢𝙗𝙚𝙧 𝙢𝙮 𝙙𝙖𝙮 1 𝙞𝙣 𝙩𝙝𝙚 𝘽𝙄 𝙘𝙡𝙖𝙨𝙨 𝙖𝙣𝙙 𝙝𝙤𝙬 𝙨𝙠𝙚𝙥𝙩𝙞𝙘𝙖𝙡 𝙄 𝙬𝙖𝙨 𝙧𝙚𝙜𝙖𝙧𝙙𝙞𝙣𝙜 𝙩𝙝𝙞𝙨 𝙘𝙤𝙪𝙧𝙨𝙚. 𝙄 𝙬𝙖𝙨 𝙨𝙤 𝙤𝙫𝙚𝙧𝙬𝙝𝙚𝙡𝙢𝙚𝙙 𝙗𝙮 𝙩𝙝𝙚 𝙞𝙙𝙚𝙖 𝙤𝙛 𝙛𝙖𝙞𝙡𝙞𝙣𝙜 𝙩𝙝𝙚 𝙘𝙤𝙪𝙧𝙨𝙚 𝙙𝙪𝙚 𝙩𝙤 𝙖 𝙡𝙖𝙘𝙠 𝙤𝙛 𝙄𝙏 𝙠𝙣𝙤𝙬𝙡𝙚𝙙𝙜𝙚. 𝘽𝙪𝙩 𝙮𝙤𝙪 𝙩𝙪𝙧𝙣𝙚𝙙 𝙖𝙧𝙤𝙪𝙣𝙙 𝙩𝙝𝙞𝙣𝙜𝙨 𝙞𝙣 𝙩𝙝𝙚 𝙗𝙚𝙨𝙩 𝙥𝙤𝙨𝙨𝙞𝙗𝙡𝙚 𝙬𝙖𝙮 𝙛𝙤𝙧 𝙢𝙚, 𝙄 𝙘𝙖𝙡𝙡 𝙞𝙩 "𝙩𝙝𝙚 𝙂𝙡𝙚𝙣 𝙬𝙖𝙮" 𝙖𝙣𝙙 𝙢𝙖𝙙𝙚 𝙚𝙫𝙚𝙧𝙮𝙩𝙝𝙞𝙣𝙜 𝙚𝙖𝙨𝙮 𝙖𝙣𝙙 𝙛𝙪𝙣 𝙩𝙤 𝙪𝙣𝙙𝙚𝙧𝙨𝙩𝙖𝙣𝙙. 𝙔𝙤𝙪𝙧 𝙡𝙚𝙘𝙩𝙪𝙧𝙚𝙨 𝙝𝙖𝙫𝙚 𝙗𝙚𝙚𝙣, 𝙗𝙮 𝙛𝙖𝙧, 𝙢𝙤𝙨𝙩 𝙞𝙣𝙩𝙚𝙧𝙚𝙨𝙩𝙞𝙣𝙜 𝙖𝙣𝙙 𝙛𝙪𝙡𝙡 𝙤𝙛 𝙚𝙣𝙚𝙧𝙜𝙮."

The Diversity Matters column was born after attending a well-intentioned but empty-on-content diversity and inclusion event. I realized that as advocates, we had created a gulf between ourselves and the business community. Simply stating that diversity was "the right thing to do" ignores the real challenges faced by companies. At the same time, ignoring issues surrounding diversity doesn't help anyone. Many of the forums available are public and therefore people are afraid to speak out due to the very real repercussions they face. I created a column that bridges the divide.

Data Operations was a new function at CARPROOF when I joined. The key focus for me was the successful creation of the Data Ops team. Our team consisted of both internal and external members who came together to form a strong bond. As a completely new department in the organization, maintaining high morale and reinforcing the need for the functions of data governance, operational analytics and data integration was important as the organization had already experienced a great deal of continuous change. To ensure their success, I invested a significant amount of time in the professional development of the team, leading them through targeted sessions such as resilience under adversity, emotional intelligence, trust, communication, and motivation. As a result, they demonstrated tremendous growth personally and professionally and are well-equipped to handle future challenges and opportunities.As a leader in the organization, I established new processes related to information management and worked closely with the business development, legal & product management teams to ensure ongoing support for the department. More broadly, I was part of the oversight committee that overhauled the performance management program that was in place when I started, reducing it from an unwieldy 8-page annual form to a simple quarterly online update that focused on lessons learned versus a laundry list of activities.

As the Manager of Data Governance I was responsible for implementing and growing an enterprise data governance strategy. The end goal being information promoted as a trusted enterprise asset that is easily accessible and integrated; enabling the decision-making process to be more reliable and efficient. Once again I was in my element, creating a new role within a growing organization and rapidly changing department.I was uniquely positioned to bridge the gap between the technical data solutions and the reporting and analytical use cases for the data. This allowed me to showcase my strong interpersonal skills and ability to design creative solutions to ensure a deep level of comprehension is reached for the stakeholders. The success of this role depended largely on the collaborative efforts of many team members within IT and our key users throughout the rest of the company. Ensuring smooth change management, with little-to-no disruption for the business or employee engagement is a key driver for success in this role. The major change management/project management initiative that I successfully implemented was the Enhanced Daily Data Feeds (see Projects for more details). As one of the few professionals in the London-Middlesex area who worked in the Data Governance field, I was asked to participate in the Ontario Draft Open Data Directive hosted by Deputy Premier Deb Matthews in June of 2015.

Reporting to the CFO, the Senior Business Reporting Analyst was responsible for leading the Management Accounting team in developing and effectively communicating strategic, forward-looking business intelligence for several business units in both our mature and emerging markets. As the company continued to expand I recognized the need for improved communication and knowledge transfer related to the understanding and interpretation of our key metrics and the business logic applied to them. To accomplish this, I developed a resource document warehouse and created three unique training programs to on-board new users and educate existing employees.Additionally I served as part of the first Business Intelligence cross-functional team tasked with optimization, design and implementation of BI solutions for all corporate users.

As the Business Intelligence Report Analyst (reporting to the CFO) my role was focused on the creation and analysis of meaningful metrics and reporting tools used by key functional areas at StarTech to establish benchmarks for performance levels and to measure the success of strategic projects.This level of reporting had not been available company wide prior to the creation of the Business Intelligence Reporting team.Although highly data driven, this role quickly developed into one that relied heavily on my strong communication abilities as I was often called on to present and interpret the results for key stakeholders.