University Survey of Student Teaching (USAT) Administration and Exams Scheduling

• Created and led a new Operations team within Product Management that handled all product pricing, bids, configuration, project management of new product introduction, in-life product management and launches into new countries and distribution partners• Owner of Internal PLM software and Product Database • Worked with IT to completely overhaul the New Product Introduction workflow, reducing time to market and increasing capacity from 200 new products in 2014 to over 500 in 2017 • Led several continuous improvement projects that increased departmental efficiency, accountability and standardization of electronic records, moving away from spreadsheets and off-line documentation• Functional Lead for PIM ERP Integration (Microsoft Dynamics 365 for Operations and Finance)• Documentation and Process Creation/Optimization of all Product Management and cross-functional processes to build alignment and cover ISO standards Implemented an Advance Purchase Buying Authorization time to reduce lead time on components and raw materials at Vendors• Created an External Vendor Product/Process Change Notification process which allowed StarTech.com to have advance notice and approval of Vendor requested changes to products

• Supported multiple business units through software and process changes, introducing new methodologies• Provided coaching as a Functional Lead to team members to drive understanding of relationship building and knowledge gathering to achieve organizational success

• Created a full range of processes that supported consistency and efficiency in the Accessories Business Unit.• Sought out stakeholder feedback and gained approval of new and improved process documentation throughout the company by building strong partnerships.• Performed Business Analyst role through a variety of software projects; EDI with global distribution partners, Automated Workflow for pre-release purchasing authorization, Built for BlackBerry partner portal.• Acted as a Mentor and Coach through the training of both internal and external teams on multiple systems; EDI, Planview, Built for BlackBerry portal.• Content Admin for Sales and Marketing organization on Livelink (internal document management system).• Established credibility throughout the company via collaboration on a variety of initiatives including the grassroots process networking community and the corporate Continuous Business Improvement Community of Practice (charter members). Led the Knowledge Management sub-committee in the creation of Resource pages on process methodologies: Rummler-Brache, Kepner-Tregoe, Six Sigma, Lean, Agile, Kaizen, A3 and DAD.

Coach/Coordinator•Coached first and second level Operations Managers to continuous improvement. Both performance and effectiveness increased by 25%.•Acted as mentor for multiple process improvement teams as they streamlined processes and increased performance.•Facilitated workshops for all levels of employees on technical systems and performance standards. Increased both competencies and enthusiasm of management and employees.•Worked with Clerical and Field personnel to drive high performance culture through introduction of new tools, identified and corrected behavioural issues. Set up additional structure to support the change management. •Audited behavioural changes, tool usage and system knowledge throughout the organization. Prepared audit summaries, coached upper level management on Action plans and presented up to VP level.

•Led, coached and supported a team of 20 unionized employees while ensuring departmental, corporate and personal objectives were met. •Managed assurance and provisioning for all types of Customers (Consumer, Business, Cable, High Speed, Data and Wholesale Customers) in large portion of South Eastern Ontario; from Cobourg east to the Quebec border and north to Deep River.•Managed a front line team and maintained government regulated (CRTC) measurements through a Contractor Work Stoppage Summer 2005 and subsequent Recovery Plan.•Implemented a new team of 15 employees to dispatch technicians throughout Canada then oversaw the migration of control centre from one business unit to another. The transition was smooth with minimal impact to external customers.

•Managed a variety of projects throughout the project life-cycle including standardization of field safety process, forecasting automation and capacity management projects and voice recognition software for technicians. Was part of 5 member team that in one year that reduced costs by $1million.•Wrote system requirements involving stakeholders for new reports, coordinated with frontline and systems teams and implemented changes in workplace with training and follow-up sessions.•Facilitated process-mapping sessions, quick-hit team meetings and presentations of documentation.•Coached and trained new processes and developed job aids for a team of 20 unionized employees.•Created and maintained team schedules while maintaining budget levels.•Delegated daily work assignments and assisted manager with payroll approval of team.

•Distributed and prioritized daily workload using various company systems while optimizing workload to capacity over large geographic areas.•Impacted Customer Value Index by minimizing missed appointments and contacted customers when missed to renegotiate missed appointments.•Coordinated with admin centres and field managers to update technicians’ skill sets to maximize efficiencies.•Rewrote ISO 9000 documentation for a major technological change and promoted ISO within various departments, employing creative strategies resulting in certification.