Gwen Dido Pmp,Cmc Email & Phone Number

Toronto, Ontario, Canada

Greater Toronto Area, Canada

Greater Toronto Area, Ontario

Current focus is advisory support for non-profit organizations in the area of technology innovation and associated continuous learning. Strategic advisor for Testoper People Strategy and subsequent Marketing Team hiring alignment to the Testoper business strategy.Recently completed consulting assignment with a reference architecture engagement in the Property and Casualty (P&C) Insurance industry.

Toronto, Ontario, Canada

Toronto, Ontario, Canada

Toronto, Canada Area

• Directed annual Operating Plan and its priorities for Director, PMO I&IT and management team. Introduced and directed bi-weekly portfolio health review sessions. Included adoption of best practices for financial, schedule, & risk management. • Represented I&IT PMO to provide subject matter expertise to a large Program implementation of Oracle Primavera Unifier - a cloud-based project lifecycle management solution. Represented Sponsor on Governance & Decision Boards.• Reported to Sponsor, VP Procurement and cross-functional Executive Steering Committee to manage a Construction- centric Business Transformation project team to drive Procure-to-Pay industry standard deliverables such as 3-Way Match.• Directed production cutover of CIO KPI monthly dashboard on Qlik Sense. Worked with Data Custodians from key departments to supply their source data related to project, resource, and operational metrics. This activity was done in concert with a continuous improvement program.

Markham, Ontario

• For 6+ months at Big 5 Bank, reported to Retail Branch Technology VP/ CIO, as Acting Director, Program Management Office (PMO). Led operations & project health of 3 major Portfolios (24 application & infrastructure projects). Managed budget & career development of 19 staff (12 PMs). Conducted business transformation of 3 PMOs with disparate processes to 1 PMO. Developed minimum set of PM standards document & RACIS Matrix for PMO, Business Client & Third Party adherence based on SDLC.• Built this strategic $5 Million partnership with a North American railway from an initial four (4) month Statement of Work (SOW). The scope of this Business Intelligence engagement included management of product roadmap for WebSphere Operational Decision Manager (WODM). This Complex Event Processing (CEP) software product supported business transformation of their Operations Department to manage such activities as fuel consumption; train location; and crew assignments. Over a 1.5 year period, led 30 IBM & Client Business / IT architects as well as 3rd-party developers, to deliver, using Agile methodology.• For a national retail chain & associated Internet Bank, delivered as Project Executive, a highly complex $8.5MM Europay, MasterCard, Visa (EMV) chip & pin processing conversion & integration project within 4-month compressed timeline to meet pre-agreed deadline. Scope included 70 batch & 9 real time interfaces migrated from FDR (First Data) to TSYS with additional functionality.• Post 9/11, engaged as Project Executive by Big 5 Bank in NYC, to run 'in-flight' $1 Billion Construction Program with 2 priorities:1) build NYC Primary Data Centre; 2) build New Jersey Secondary Data Centre. Led successful cutover with business continuity testing between NYC & New Jersey. Recommended Independent Project Review(IPR)to resolve project deficiencies which led to PMO improvements & additional resources in Voice & Trading Desk work streams.

Toronto, Canada Area

Operated at the C-level across ING Direct, Canadian Tire Financial Services (CTFS), and Canadian Tire Corporate (CTC) to manage a strategic alliance and deliver a high-risk $30 Million automated banking machine (ABM) Program with nine (9) third party suppliers such as Bell Canada Emergis Inc. (TELUS) and Brinks Canada Limited. Directed a 200+ resource inter-company, cross-functional team to promote, deliver, and operate ABMs at Canadian Tire stores from Pilot to Go Live.

For a Big 5 Bank, led compliance project for complex Harmonized Sales Tax (HST) changes to meet Legislative deadline via combination of automated and manual processes to update reporting structure and capture tax. Subsequently engaged to overhaul commodity tax component of accounting system with business case justification based on $1 Million annual payback of lost rebates. Architecturally included a data mart for tax capture & reporting. Also reduced implementation time from 12 to 2 person-months, with return on investment (ROI) in 2 years.

As an ‘ intrapreneur’, developed & trademarked Customer Access network (C.A.net) online B2B service targeted to Canadian telephone company (Telco) purchasing departments. Implemented ANSI X.12 Electronic Data Interchange services along with C.A.net with the larger Telcos such as Bell Canada. Through annual business case process, worked with over 10 business units with disparate systems and non-standard data definitions and field lengths to standardize with centrally built and managed applications and associated data management and edit check system. Built, enhanced, and evolved C.A.net online order entry, product catalogue, inventory & shipping services with critical data integrity management. This business transformation included significant changes to both jobs and processes across Nortel as well as its interactions with the Telco purchasing and accounts payable departments. Achieved adoption by over 85% of Telco purchasing departments with 15% reduction in administrative costs and 10% increase in wallet-share. Pricing in centralized product catalogue system, segregated by Telco for secure data transmission (via 'First Gen' SecurID) matched the final invoice.

Bachelor Of Commerce, Honours, Marketing & Finance

Bachelor of Commerce with Honours degree with Marketing major and Finance minor.

Grade 13 Diploma