Judith Arato Email & Phone Number

Calgary, Canada Area

As part of the Strategic Business Technical Services division in IT, worked for two years as a Business Process and Change Management Consultant providing Change Management consulting services to 30 business areas within the Corporation. Currently working for the Environmental Safety Management division as the Change Lead on the Safety Data Management System and ISO 14001:2015 projects.Successfully developed and implemented Change Management Strategies and Plans, collaborating with teams and partnering with leaders to enable, lead and sustain the people side of change.

Calgary, Canada Area

As part of the People and Culture Division in Human Resources, I provide facilitation and consultation to employees and leaders on culture, behaviors, and mindset to support building a cohesive leadership and collaborative workforce aligned with The City's Corporate Culture. In my role as Change Consultant I:• Provide change strategy, change process design, and project integration guidance and expertise for the overall effort and/or individual initiatives within it.• Coach the change process leader and sponsor.• Educate all change leaders and stakeholders about the models, principles and strategies key to successful change.• Advocate that the people requirements affecting the change be incorporated into the change strategy upfront and monitor the human dynamics throughout the change.• Identify the need for and secure training, team development and coaching for the executives, change leaders, targets of the change, and key stakeholders.• Advocate for conditions for success and help monitor their creation.• Help plan major change events, providing meeting management and facilitation support, as needed.• Help shape communications and scan the entire change effort for information and rumors requiring attention by the change leaders.• Assess progress and identify problems, concerns, political and cultural issues requiring attention.• Ensure regular status checks of the change strategy and change process, conditions for success, the well-being and receptivity of the organization, and any other factor impacting the success of the change.• Input to and/or facilitate course corrections to the change strategy and change process for the overall effort or for individual initiatives.• Provide feedback and act as a “conscience” for the sponsor, change process leader, executive team, change leadership team, and change project team(s).• Interface and coordinate with other consultants working on the transformation.

Calgary, Canada Area

Working as part of a Suncor team on the Operations Management System (OMS) project. OMS is an organizing framework to achieve Operational Excellence by driving operational discipline.Typically an OMS is based on the principles of the Plan–Do–Check–Act (PDCA) management system approach. The PDCA approach provides a framework to ensure that management of operational objectives, risks and issues are systematically planned, implemented, checked for effectiveness and improved. This approach is the cornerstone of good management, whereby improvement is continually sought and changes in a company's activities are proactively managed.

Reported to the Director of Distribution. Managed staff of 13; including 8 Customer Value Representatives, responsible for 65,000+ annual orders for just in time delivery of bulk and bagged cement to hundreds of customers and to/from 25+ plants and terminals; 2 After Sales Support Representatives responsible for reconciling hundreds of customer accounts; 1 Transportation Specialist responsible for planning and publishing weekly loading schedules for 1,000 railcars to maintain inventory levels across the distribution network; 2 Freight Analyst responsible for freight rates, routes and $200M+ payments to multiple truck, rail and barge transportation providers.• Reduced the total number of customer incidents 50% during peak shipping season by introducing new processes, procedures and performance metrics.• Reduced stock outs 50% and mitigated costly contaminations by partnering across functional departments to resolve difficult or complex customer service issues.• Consistently reported 0 customer accounts with balances > 90 days by continuously improving the order to cash (O2C) process.• Exceeded stretch cost of delivery objectives in 2010 by streamlining the distribution network and shifting modes of transportation.• Elevated the confidence and reliance of CVC services and built strong, collaborative relationships with Customers, Carriers, Plants/ Terminals and Sales and Distribution teams by introducing daily, weekly and monthly key performance reports. • Mentored and educated the team to bring about significant changes to attitudes and behaviors. The CVC team became highly effective and efficient and CVC staff was sought after by other hiring managers.

Calgary, Canada Area

Reported to the President and Executive Vice President. Applied business process and facilitation skills to review, analyze and assess the company’s operational processes and procedures. Provided company principals with a clear cross-sectional view of their operations and identified opportunities for change. Worked with management team and staff to develop and implement qualitative and quantitative improvements to support their expansion plans in the development and construction industry. • Employed facilitation and team building skills to create a collaborative and effective environment for information exchange and change enablement.• Addressed costly workmanship quality and accountability issues by mapping key business process and identifying key points of failure and unclear areas of responsibility. Reduced deficiencies by 20% by hiring a Quality Assurance officer, introducing preventative measures and changes to the supplier contractual agreements. • Introduced industry standard project and risk management tools to the engineering team providing them with a framework to collaborate and share versions, timelines and risks. The risk management best practices quickly highlighted gaps in the budgeting process used for bank financing of the projects. The consequence was the realization that one of the key $250M projects was 40% over budget.

Calgary, Canada Area

Reported to the President and CEO. Identified, qualified and quantified early market segments for novel communications technologies to enable real world pervasive computing applications. • Created value proposition for ubiquitous adaptive networking in the telematics, machine to machine, home and industrial automation and mobile handset market segments. Co-authored and published a White Paper “The Evolution of Jini Technology in Telematics” and signed a Memorandum of Understanding with Ford Research Center for joint product development.• Identified and built customer/partnership relationships with Ford, Volvo, Siemens, Symbian, Nokia, Johnson Controls and many others. Promoted corporate credibility and found compelling applications for PsiNaptic technology across various aforementioned market segments. • Promoted concepts of adaptive networking at tradeshows and conferences and worked closely with product managers and hardware/software development engineers, communicating industry trends, opportunities for initial product introductions and customer expectations. Successfully charted new market segments for PsiNaptic software product generating several successful partnerships, alliances and VAR agreements

Calgary, Canada Area

Change Management Certification

Basc, Chemical Engineering

High School

Certificate, Organizational Change Management

Business Process Management