Contributes to the design, validation and support of information distributed to a variety of audiences including senior leadership.This includes analyzing data sets to propose and measure Key Performance Indicators to improve processes and procedures across the board.· Build strong working relationships with internal and external stakeholders.· Prepare and distribute daily, weekly, monthly, and quarterly analysis to stakeholders and management by utilizing information gathered from various data sources / reports· Update and maintain reporting metrics as required.· Synthesize and distill a wide range of data and information into workable, actionable items and reports· Continuously improve current reporting practices and concepts· Complete ad-hoc reporting requests from different teams in a timely manner

Established an ISO9001 Quality Management System for construction industry client, including:• Successfully lead management team through both stage 1 and stage 2 audits• Designed management review processes, including scorecard and backup presentation• Implemented process for capturing Non-Conformances, root cause analysis, and lessons learned• Established documentation controls and processes to ensure compliance with ISO9001 standards

My Contract at Emera NB has been extended, but I am still available to discuss new opportunities.Development of new SharePoint to facilitate operations of Brunswick Pipeline. Includes building a structure for process and regulatory forms, workflow creation, set up of task lists for control execution, and change management activities.Database development and testing for regulatory inspection database and incident tracking database.

Assess the financial needs of individual clientsProvide advice to individual clients to help them meet their financial goalsWork with clients over time to build and protect their wealth

Delivered essential data analysis for North American Contracts Business Unit.• Facilitated improvement solutions for cycle time and process defects by performing monthly defect and root cause analysis• Enabled informed decision making to improve customer service levels through development and reporting of KPIs, where none previously existed• Improved process for customer terminal setups, resulting in cycle time reduction of 62% (from 5.3 days average to less than 2 days average).• Provided essential data analysis as part of North America Hurricane Preparedness team, identifying primary / secondary backup supply points for customers in hurricane prone geographies.What I learned in this position: Every process can be measured, even if they are highly labour intensive with multiple handoffs and recycles.

Led team of 12 employees managing customer contracts for approximately 500 branded wholesalers with about 10,500 Exxon or Mobil retail stations in all regions of US. Provided coaching, performance reviews, and career development to staff. Executed business controls, including monitoring recurring journal entries, reviewing legal documents, and administrative controls for HR purposes.• Led initiatives, meeting customer expectations in areas of cycle time and reducing process defects• Successfully led new US Safeway Loyalty Program on behalf of Customer Service, by creating tools and processes that enabled approximately 20K individual fuel transactions per week to be validated and commissions paid to branded wholesalers based on sales volumes• Managed broadband conversion project and brand fee agreement conversions, resulting in zero defects / errorsWhat I learned in this position: Evaluating people is much more difficult than measuring processes. Every person, regardless of flaws or areas for improvement, can bring something of value to the team. In a forced ranking system, this makes performance appraisals very challenging.

Coordinated North America SAP Implementation Project. Identified work that required Business Process Change Management Resolution Plans for work items identified by SAP Project team.• Identified changes in processes, procedures and practices required to successfully implement SAP within the required timeline• Communicated to essential stakeholders (i.e. Management, Customers, Operators) changes to business processes and identified potential impact on KPIs, staffing levels, training, etc.• Provided support to other business lines requiring Customer Service change management work, ensuring all stakeholders had necessary data for conversion activities (customer master data conversion files) • Achieved a smooth transition to new SAP enterprise system by developing change management plans and working in collaboration with other business unit SME's to execute plansWhat I learned in this position: The value of taking the time to align between various silos working on the same project. It may seem like meetings take away from working time, but they can save a great deal of time, effort, and money by ensuring everyone is aligned (limits overlapping work, facilitates problem solving, etc.)

Supervised work effort of US Customer Master Team (5 staff) maintaining customer master data records for more than 23K customer accounts in 48 states, including tax setups.• Performed monthly coaching sessions for team members by reviewing monthly error rate statistics and discussing opportunities for improving performance.• Coordinated work efforts with other teams for large projects affecting Customer Master data, such as market conversions, terminal conversions, product conversions, and legislated tax changes, ensuring minimal impact to customer orders, billing, and terminal access.• Stewarded weekly and monthly Customer Master request cycle time.• Received top ranking during annual performance review.• Received Customer Support Continuous Improvement Award 2010 for project work, including red tape reduction initiative.What I learned in this position: That a leader must be willing to get their hands "dirty". A leader cannot, in good faith, ask their staff to do work which they are unwilling to perform. Also, that the leaders success is determined by the success of the entire team.

Prepared monthly and annual stewardship presentations with a focus on service level performance. Managed staff transitions for a business unit with approximately 125 employees. Evaluated and documented internal business controls in preparation for internal audit. Developed economic models for projects producing cost saving benefits. Analyzed expense and performance metrics and provided advice to improve performance.• Realigned internal business controls, reducing tasks performed by supervisory staff 75% and strengthening necessary risk mitigating tasks. • Successfully migrated 55 complex databases to new LAN server by modifying links and coding, ensuring databases would operate on new server.

Prepared monthly and annual stewardship presentations with focus on operating expenses analysis and service level performance. Developed annual budget, totaling $165M for US Customer Service. Performed analysis of operational expense deltas vs. business plan and vs. prior year.• Reported and analyzed key operational performance indicators, such as fleet safety statistics, overdue credit performance, product volume analysis, and defect root cause analysis.• Worked in global environment with ExxonMobil employees based in Brazil, United Kingdom, United States, and Argentina, developing skills necessary to bridge cultural differences and achieve common goals.• Developed and re-assessed economic benefits and costs of transferring 125 positions from Exton, PA to Moncton, NB with project cost of $21.5M (USD) expense and $3.9M (USD) capital.What I learned in this position: How to meet deadlines when they are immovable, multiple, and sometimes conflicting.