While keeping previous responsibilities, since 2018 I have enjoyed leading Agile software development teams. Together we have adopted a continuous improvement mindset that has yielded high praise from our customers.

I lead a team responsible for functional (business) and technology support for the treasury, risk and finance business areas. Introduced agile work practices to prioritize effort and measure progress. Helped deliver multi million dollar project to establish Murex (Treasury Application). Introduced new ways of digesting and analyzing data via Tableau dashboards. Manage strategic vendor relationships, in particular with Murex, SAP, Tableau and others.

Set the strategic direction for the Business Insights department. Led a team of 35+ staff engaged in business intelligence/analytics (i.e. precision reporting, ad-hoc query and analysis, performance measurement dashboards, scorecards and indicators) to drive efficiencies and savings across all facets of the business. (Insurance, Claims, Road Safety, Drivers Licensing, Contact Centres, Finance, HR, IT, etc.) Accountabilities included:- Established and maintained key business, IT and partner relations. Partnered with various lines of business at the executive and management levels to effectively deliver and visualize relevant information for insightful decision making.- Set the vision, measured performance and equipped team to manage priorities and deliver incremental business value (more agile). Coached and mentored staff in effectively accessing, visualizing and analyzing information within appropriate governance and accountability guidelines.- Managed budget and staff performance.- “Business Prime” for transformational initiative to implement a new enterprise data warehouse and reporting platform across 13 source systems. Steering group member with accountability for managing scope and ensuring the project delivered on the key business priorities.- Speaker at various industry events. Canadian Visual Analytics School (2014), panel with regard to “big data” at TDWI industry event (2013). On the topic of Enterprise Architecture at UBC (2012)

This senior management role focused on strategically creating and directing Enterprise Architecture activities around the world so that they are world class, appropriate, adequately skilled, aligned and effective. Specific accountabilities included:- Created a Business Component Model to facilitate the future operating model for the bank. - Developed and implemented information insight mechanism to understand functional overlaps in the application portfolio across the world (approx. 5000 applications, 192 countries). Utilized information analysis, Business Intelligence and enterprise architecture techniques and tools to showcase a holistic and integrated understanding of the application portfolio with respect to financial impact, business capabilities and technology roadmap. - Authored and established key architecture processes and artifacts to facilitate the successful delivery of well-considered solutions. The use of which drove cost savings by formulating roadmaps, highlighting risks early, avoiding duplication, assisting in collaboration and knowledge transfer.- Chaired review panels for strategic solutions and empowered regional experts to manage their portfolio to achieve strategic solutions.- Coached and mentored a globally-dispersed group of Enterprise Architecture professionals. Provided leadership/skills transfer across the architecture group with respect to processes, methodologies and relevant best practices.- Provided guidance and counsel to project teams to ensure alignment to the Enterprise Architecture of the Bank and adherence to governance principles, policies and procedures.

Established and managed a specialized Enterprise Architecture Consulting and Training firm. Directed consulting engagement to define an IT strategy for the Financial Intelligence Center. Significant savings were discovered and implemented across the application portfolio.

- Established a new division to focus on enterprise architecture training and certification for The Open Group Architecture Framework (TOGAF). This sustainable division also delivered training on Business Process Reengineering, other Enterprise Architecture methods and tools, and data warehousing. - Consulted with companies in various industries how best to develop their Enterprise Architecture practices. Defined and implemented fit for purpose approaches, methodologies, standards, tools and organizational structures.- Delivered speaking engagements and training courses on several continents. Africa, Asia, Australia, Europe, UK, North America. Trained and certified several hundred architects worldwide.- Contributed to defining an industry-wide body of knowledge (TOGAF 9). Recognized in the forward of the TOGAF 9 book as one of only 65 Architecture Forum Technical Reviewers of this worldwide industry standard.

With P&L accountability, directed the investment banking IT portfolio. Provided leadership and direction to a 100 person technology group (via 6 direct reports) engaged in technology development, delivery and maintenance/support of the company’s applications and infrastructure operations. Specific accomplishments included:- Representing Technology at the Exco and Ops Board levels and at Risk and Audit Committees.- Financial management of the department.- Enhanced risk mitigation and project management by introducing formal change management processes and procedures, including the introduction of formalized and measurable project management dashboards.- Developed a culture of ownership to resolve issues and increased the maturity of the operations area with the introduction of ITIL principles.- Led the contracting, implementation and maintenance of a new back office system (for cross asset trading and risk management).

Worked with New York, London, and South Africa in defining and managing operational risk across the group. Developed methodologies for assessing risk, designed and implemented risk reporting for the Executive Risk Committee and worked with the business unit leaders to identify risk and develop plans to mitigate it. Represented the bank to industry in terms of Basel II strategy and uptake.

Established process modeling framework, discipline and repository. Documented the organisation’s key objectives, operating model and business processes. Integrated the process modeling discipline with risk management and operational excellence techniques.

As IT Spend and Risk consultant, provided strategic advice on quality, reliability, spend and risk management for all IT projects. Key areas of focus included: IT Strategy, Reviewing Projects, Best Practice Thinking, Technologies, Synergy/Reuse and Communication.

Now known as Accenture, Andersen Consulting was a dominant strategy, process, people and technology firm with consistent world wide standards. It not only delivered world class consulting but also developed and implemented practical solutions for clients.

Managed and delivered several IT development, process improvement and strategy consulting engagements. Previous roles spanned the entire SDLC from analysis, coding, testing, deployment, and maintenance of IT and process improvement solutions. Spanned multiple industries. Delivered training to staff in Chicago and Netherlands.