ONXpress is an organization that will be responsible for the rail corridor expansion and electrification of rail services. The organization is in its startup phase to become operational the beginning of 2025. As the business architect I am responsible for the matching of Business requirements to the technology application ecosystem and ensuring the alignment and transportation of data between internal and external systems. These systems included but not limited by, Oracle Fusion, Azure, Service Now, Zedas, IVU, and various GIS and safety applications. In this initiative I am the Enterprise Architect for the Oracle and third-party application integrations which included providing guidance and direction to the Middleware, Application Integration, Data Lake and Document Management Systems, Data Conversion scheduling processing teams during the inception, planning and implementation phases. During the phased roll out of the execution and implementation activities I have provided program technical leadership to the Oracle and Middleware teams during Testing and deployments as well as providing leadership to the IT and Operational Readiness teams. In the second Phase of the initiative, I am responsible for advanced processes and the reporting interfaces including leading an extensive data mapping exercise, that reviewed data elements and identifying the transformation requirements and the new requirements of the new reporting repository as well as work with the new Support Managing partner relating to the adoption of cloud technologies and development of IT System Management modules and processes. These initiatives involved providing leadership and guidance to the various program stream leads and the System Integrator.

As Senior IT Project/Program Manager with CNSC , I have been responsible for project leadership and program management of large multi-faceted and complex initiatives. Some of these initiatives have included Cloud Migration to Azure and adoption of Microsoft 365 and Web Modernization , System upgrades including the change management and business improvement requirements related to the HCM and ERP module extracts. The Web Modernization initiatives include the transformation of the organizations business and the way that the Commission managed and facilitated the provision of Nuclear Safety and provided information related to public commission reviews. In this initiative I was the (Program Manager) of the MS 365 adoption and implementation during the pandemic and the Web Modernization i which included providing guidance and direction to the CNSC IT and Business Teams as well as the Shared Services and Treasury Board implementation teams. I provided program management and leadership to teams for deployments as well as providing leadership to the IT and Operational Readiness StreamsThese PMO management activities included working with various CNSC, Shared Services and Treasury Board Staff, consultants, Fee for Service contractors and the System Integrators.• providing leadership and guidance to the project teams and managers ensuring that schedules, budgets, scope and quality assurance levels were adhered to at the integrated plan level, • evaluating overall program health, Risk and Issue Management, compliance to the Change Management processes and quality standards.• creating of complex implementation/deployment and data migration schedules, change management strategies and operational and IT readiness activities. s, I also worked to resolve issues and processes in other projects that were identified as having issues, some of these included Web Site Modernization initiative and Legacy E-services transition to a new portal application.

As a Senior Project advisor with the transformation office at Canada Post, the transformation team was created to address project management practices and disciplines as the corporation was gearing up to support major transformation programs and associated budgets of over 10 billion dollars over the next 10 years. I was asked to review the current practices to identify areas that would benefit from a structured PM approach and to create a Project Framework. I lead the initiative to create a Project Management Framework that combined the best practices of PMBOK, PRINCE2 and align the new framework with the existing financial Stage Gate Process. The new framework was adopted and implemented across the Corporation and was already providing better reporting allowing improved monitoring and decision making.This initiative included extensive research, observation of the current project delivery framework and project delivery culture. Once the current culture was observed, the finding and recommendations were reported to the Transformation Change Office and the Enterprise Executive. Once approval was attained then the team had to review all the current gate requirements and approval expectations and the provide the PM process and deliverable to support to Gate requirements.This was also augmented with updating the PM processes and dashboard, establishing a stakeholder engagement strategy and an ongoing project review/ approval process to ensure Project were delivering to scope and the project still adheres to corporate and program objectives.As part of the change management strategy, I participated in the creation of a PM center of Excellence as well as Stakeholder engagement’ project best practices and a Project Knowledge exchange and a project quick start program.

As Senior Project Manager WSIB, I have managed multiple enterprise wide transformation project initiatives throughout the full Project Life Cycle: Project Management• Ensured the quality and timely delivery of tasks using both Agile and traditional Waterfall methodologies• Led the collection and definition of business requirements and associated solutions and processes • Developed project goals, objectives and introduced project metrics for continuous review of project direction and progress throughout the project’s life cycle Project Administration • Authorized expenditures and ensured completion of all project deliverables on time, on budget and to client’s expectations• Managed work plans, scheduling, resourcing, quality and budgeting consistent with approved WSIB processes • Ensured effective project communication/reporting with steering committees, project sponsors, stakeholders and team membersProject Team Leadership• Managed teams including internal staff and external consultants to effectively implement project requirements • Provided coaching, mentoring, performance feedback and day-to-day guidance to project team. • Facilitated and Negotiated with various stakeholders to ensure resolution of issues and managed change management processFinancial Accountability• Established and responsible for project schedule and budget • Ensured budget controls and monitored costs, managing the impact of deferrals, cost overruns and delays • Managed the procurement processes including RFP/RFQ preparation, evaluation and award Business process improvement • Used various negotiation and relationship management strategies to provide coordination across system and business boundaries. • Facilitated cross functional teams in needs identification, process improvement, process re-engineering and business requirement gathering, documentation and project business cases development.

Manager, Enterprise Events and Partnerships Unit, The Enterprise Events and Partnerships Unit is responsible for developing, coordinating and delivering a wide range of services that support excellence in the Ontario Public Service (OPS) I & IT organization. As Manager, I am responsible for the negotiation and management of internal and external partnerships that leverage OPS and third party resources to create first class events and materials. The events are designed to provide the highest quality training and educational opportunities for OPS and Broader Public Service (BPS) staff as well as to position the Ontario Government as a leading I and IT organization that supports the advancement of government business agenda and vision. In addition to the design and implementation of events, I also lead the unit in the development of the project procurement strategy for the acquisition of software, hardware and services through the accepted government procurement principals, policies and directives as well as in the creation of communication strategies and the development of customized learning opportunities. As Manager, I am responsible for the unit’s development and growth from its inception that involved creating and managing HR, procedural and financial procedures.

Producer, Showcase Ontario Showcase Ontario was Canada’s largest public sector IT learning event created by the Province of Ontario in partnership with the private sector. The goal of Showcase is to celebrate and share the successes of the OPS and to provide meaningful learning opportunities for members of the OPS, BPS and other levels of government. Showcase has attracted over 8,500 participants with over 13,000 visits in 2011 while maintaining lower contribution requirements from both the government and private sector sponsors.As Producer and as Chair of the Steering Committee, I was responsible for the creation, design and implementation of the Event which included a learning curriculum that met a wide range of corporate learning requirements, an Awards Ceremony designed to recognize and promote the excellence of work done in the Province of Ontario and the Exhibit program, that has facilitated over 90 private sector and over 250 government initiatives yearly. As part of the coordination and implementation, I was also responsible for the creation and management of the procurement strategy for the acquisition of software, hardware and services and contract management of over 25 service providers.

Senior Project Manager for the Technology Based and the Information Technology Classroom Training Initiatives with the Shared Services Bureau, I was responsible for the creation and implementation of the Enterprise Learning I& IT Delivery Strategy for the OPS and the creation and management of the Enterprise Learning Request for Proposal process by: • Conducted cost-benefit analyses and ROI calculations to determine project feasibility• Managed project from Inception to closeout, adhering to established project methodologies • Managed day to day operational aspects to ensure adherence to scope, conferring with project staff to outline the work breakdown schedule, assigned duties, directed and coordinated activities, modified schedules or plans as required • Managed all project scope, deliverables, goals and milestones including reviewing and signing off on all documentation• Led business and technical requirements documentation and supported the business through consulting with internal and external stakeholders• Prepared weekly project status reports and kept management and other stakeholders informed of project status and other related issues on a regular and timely basis • Created and managed an integrated project plan and all project schedules and reports. • Identification of project risks and issues, documentation and mitigation of potential implementation issues and developed resolution strategies to minimize impacts to project needs/outcomes • Developed and oversaw project budgets as well as forecast budget changes and communicate planned versus actual budget during the project lifecycle in order to ensure that financial targets were met and/or adjusted accordingly• Conducted and participated in project retrospectives/lessons sessions.• Led the development and implementation of project performance measures, and guidelines to ensure project resources were used appropriately and the achievement of quality assurance standards

Chair, Information Technology Education Council 1998 – 2007As Chair of this multi-ministry Council, I was responsible for the management, leadership and direction of the Council. This was achieved through the leadership of the members, the establishment of partnerships with other councils, government agencies, educational institutions and the private sector. The role of Chair was also responsible for the creation of a strategic three year business plan, the yearly business plan, budget forecasting, monitoring and reporting.Business process improvement • Assisted business and business-support teams to understand the organizational needs and represented their issues to resolve issues. • Investigated and evaluated alternative solutions, determined business impacts and technical support requirements.• Prepared project business cases and ensured acceptance of solutions.• Used various negotiation and relationship management strategies to work with inter-discipline teams to provide coordination across system and business boundaries. • Coordinated Business and System Analysts in business needs identification, process improvement, process re-engineering and business requirement gathering and documentation. • Coordinated cross functional teams in requirement gathering and re-engineering exercises. • Led the collection and documentation of business requirements and functional requirements

I and IT Training Coordinator, Ministry of Natural Resources As the Training Coordinator for the Ministry of Natural Resources, I was responsible for the identification, acquisition and implementation of training programs that addressed the learning and skills developmental needs of the technical and business staff of the ministry One of the provincial transformation initiatives was the adaptation of GIS, ESRI applications across all operational regions in the province. This was achieved through the creation of a learning curriculum, creation and delivery of ArcView and ArcInfo (ARC GIS for Desktops and servers) training sessions and the standardization of artifacts and legends for the province and a comprehensive province wide deployment and support plan.