Client: IGM Financial - WDC Exit - Application Migrations Program director to move approx. 500 servers/applications and associated storage from physical datacenter into an Azure Cloud and Google GCP Cloud with AIX on Converge technology . Design, plan and schedule IGM’s approach to migrating the various server types (windows, Linux, AIX and Oracle) in co-ordination with IGM's other key project initiatives with an aggressive target of completing in Nov 2024. Key sub-projects required for the refresh and consolidation: - Work with Migration Partner to complete the planning, design and wave scheduling sub-project to develop affinity maps, engineering designs and wave schedule.. - Plan, Design, Build and migrate the MOVEit (critical application) from WDC into the Azure cloud in coordination with all other server migrations. - Plan design, configure and deploy the finance application, Apptio, to be ready when the migrations complete and all infrastructure services come from the cloud. - Manage and execute the wave migrations (pre-migration, migration/cutover and post-migration) working with the migration partner to complete migrations by Nov 2024.Manage 4-5 projects managers, project control officer, lead architect, lead engineer, migration partner and change manager throughout life of program. Responsible for the fully integrated and resource loaded master schedule for the program based on the various sub-projects. Responsible for financials, resources, and team. Executive updates on all aspects of the migrations are provided weekly and monthly to IGM.

WHAT I DO: I work with fortune 500 companies to increase REVENUE/PROFITS, LOWER their overall operational costs and make it EASIER for their employees and customers to do business.HOW I DO IT: I am a certified program/project management specialist who has spent years supporting and servicing large and complex customers with application and infrastructure programs and projects. I spend my days fine tuning my experience and skills so my client needs and objectives are met within their success criteria. I back up these solutions with managed IT services experience based on my years of deploying outsourced environments for customers across Canada. You’re paying for advice from a TRUSTED ADVISOR, it should be the best. WHAT I CAN DO FOR YOU: I offer more than 25 years in the IT industry which can be utilized to make strategic decisions and deliver programs based on documented critical success criteria.WHY MY CLIENTS LIKE WHAT I DO: The best compliment I ever received from a client was being called somewhat anal with delivery of my services. This is based on ensuring your success with my many years of project management experience. My clients also look to me as a trusted advisor in the world of technology and software business solutions. We meet and report regularly, provide day to day administrative support and care about your business, your employees and your customers.

Client: IBM-kyndryl GTS Canada for Bank of Nova Scotia (Scotiabank) - Datacenter Refresh and Consolidation Program management to move all servers, storage and networks from 6 Scotiabank controlled datacenters into IBM’s Gough Road and Barrie datacenters. Design, plan and schedule IBM’s approach to deploying all the required infrastructure in co-ordination with Scotiabank’s migration projects for each datacenter and their private cloud environments. Key sub-projects required for the refresh and consolidation: - DC infrastructure deployment – approx. 100 cabinets/racks per DC with associated switches, cables, power and server installs over approx. 16 months. - SAN solution required for the dedicated environment using Dell-EMC PMAX technology. - TSM Back Up solution using cloud technology (ICOS and DCOS). - iSeries upgrades and migration from Scotiabank’s Westmall datacenter. - ACI core network upgrades for all the new equipment - Dedicated back up network required for TSM and other back up solutions required by Scotiabank. - Co-ordination and planning with Scotiabank migration projects from source to target datacenter.Manage 4-5 projects managers, project control officer, lead architect and change manager throughout life of program. Responsible for the fully integrated and resource loaded master schedule for the program based on the various sub-projects. Responsible for financials, resources, and team. Executive updates on all aspects of the transformation are provided weekly and monthly to both Scotiabank and IBM

Client: IBM-kyndryl GTS Canada for Bank of Nova Scotia (Scotiabank) - Branch Transformation Refresh Program management for the branch refresh for all laptops, desktops, tablets and MPCs across the Canadian branch network. Design, plan and schedule kyndryl’s approach for converting all the branches which includes dedicated helpdesk support, nightly bridge support and management of warehouse deliveries to the branches. Key sub-projects required for the branch transformation: - Warehouse SOW – management and delivery of all equipment required for the branch conversions based on the mast schedule over 10 months. - Dependency projects – ensuring computer equipment and images are certified, procedures are created and documentation for helpdesk support is finalized. - Branch Planning and Conversions – work with Scotiabank to develop the best schedule based on business constraints and efficient use of conversion teams across Canada. - The Employment Solution (TES) Partner – work and manage the partner who is providing all the resources and experience with scheduling, converting and day 2 support of branches.Manage 2-3 projects managers and partner within the program. Responsible for financials, resources, and team. Executive updates on all aspects of the transformation are provided weekly and monthly to both Scotiabank and kyndryl.

Client: IBM GTS Canada for Bank of Nova Scotia (Scotiabank)Responsible to identify, plan and execute the program replace all Scotiabank SVC/DS8000 storage (approx.. 8 PBs) with Dell-EMC PMAX technology. Includes the following key sub-projects: - Design, Plan and Schedule for all the migrations. Includes identification of all SVC attached servers/storage (approx.. 4800), development of migration approaches, complete migration schedule over 12-14 months and all remediations to current servers required to accept new PMAX technology. - Infrastructure deployment – design and deploy the Dell-EMC PMAX technology in advance of the migrations. - Dependency technology upgrade projects – ESX, PowerHA and VMWare. - Assemble and manage the migration partner (Dell-EMC) that planned and executed all migrations over 12-14 months. - Co-ordinate with Scotiabank application teams to ensure impact was limited, testing was executed and new technology would be deployed without issue.Manage 5-7 projects managers, project control officer, lead architect and change manager throughout life of program.Responsible for the fully integrated and resource loaded master schedule for the program based on the various sub-projects.Responsible for financials, resources, and teamsExecutive updates on all aspects of the transformation are provided weekly and monthly to both Scotiabank and IBM.

Client: IBM GTS Canada for Bank of Nova Scotia (Scotiabank)Responsible to design and deploy a global/centralized approach to the management, solutioning and delivery of service requests and projects for Scotiabank. - Align both Scotiabank and IBM for the global approach. - Drive consistent reporting and processes (standards) for all geographies – Canada, Caribbean, Mexico and Latin America. - One single point of contact for Scotiabank and IBM for details on a service request proposal or the delivery of the service request project.Develop, manage and execute the transformation plan to meet all objectives by end of 2019 for all geographies. - Gather requirements for the global approach to publish transformation charter and plan. - Standardizing service request and project delivery processes. - Migrating all geographies to the standard global tools for service request (PgMP) and project delivery (IPWC).Re-organize the local geographies into a global team for efficiencies, execution and communications.Executive updates on all aspects of the transformation are provided weekly and monthly to both Scotiabank and IBM.

Client: Bruce Power - Enterprise Asset Management System Replacement Program (see resume for full details)Program manager responsible to manage the selection and deployment of the new Enterprise Asset Management System (EAMS) solution for Bruce Power.Responsible to deliver a 2 month solution assessment of the IBM Maximo Nuclear solution in 2015.Responsible for the management and deployment of the EAMS Replacement Program for Bruce Power which includes:EAMS Replacement - responsible for the management and deployment of the IBM Maximo Nuclear EAMS solution and all integration points within Bruce Power. Overall leader to coordinate and manage the following services, phases and stages: Project Management Office – develop and deploy all processes related to program/project management and delivery execution. Phase 1: Operations Business Area (Operators Logs, Rounds and Shift Turnovers) Phase 2: Performance Improvement (Condition Reports), Financials, Work Management, Supply Chain, Worker Protection, Engineering Change Management, Control Document and Procedure updates. Organizational Change Management and Training services. RICE and Ancillary Services.Document Management - responsible for the management and deployment of OpenText Content Server 16 and all integration points within Bruce Power. Overall leader to coordinate and manage the following services: Requirements, design and deployment of the seamless integration between Maximo and OpenText. Design and execution of all data conversions from legacy content server to the latest version.Emergency Protective Services (EPS) Maximo Nuclear - responsible for the management and deployment of a Maximo solution for EPS phase 1. Responsible for the fully integrated and resource loaded Oracle P6 schedule for the program.Responsible for financials, resources and teamsExecutive updates on all aspects of the program are provided weekly and monthly to the Bruce Power steering committees.

Client: IBM Canada for Royal Bank - Windows 7 Migration & Hardware RefreshDelivery project executive for the RBC Canada Windows 7 Migration and Hardware Refresh. Responsible to migrate and refresh 65,000 workstations in Canada and the Caribbean. Overall leader to coordinate and manage the following major sub-projects:Project Management Office – develop and deploy all processes related to program/project management and delivery execution. Command Center – management of the call center for all nightly migrations and next day support. A team of 40+ agents would take and manage all support calls the night of migrations and during the next day support for the users.Delivery Management – a sub-project team of 10 people (delivery leads by bank line of business and schedulers) would manage 67 teams of 4 resources to execute the actual “heavy touch” migrations across Canada and in the Caribbean.Technology, Tools and Reporting – a team of resources to support the migration tracking tool (Chicago) and ensure all required reports for billing, backlog, issues and migration actuals were tracked and maintained.Executive updates on all aspects of the program are provided weekly and monthly to the IBM and RBC executives.

Client: TD Bank - Barrie Datacenter Relocation ProgramProgram management to move migrate the TD Mainframe, Storage and File Transfer environments from the current College Park Operations center (CPO) to the new Barrie Data Center (BDC). This included infrastructure from production and non-production applications. Responsible to coordinate multiple sub-programs:Mainframe Environment migration – all processes required for solid program/project management as well as preparing the business as usual (BAU) organization to accept the new data center location. This is made up of several sub-projects with individual project managers reporting to me and the Bank on progress.Storage Migration – this is made up off 2 key projects – Infrastructure Build of the new NAS storage environment at BDC and the Migration of all User and Application data from CPO to BDC. Two key project managers report to me and the Bank on progress.File Transfer Migration – This program is made up of 2 key projects. The first project is focused on migration of all current EDI mainframe file transfers from the old unsupported technology into a TIBCO file management system. The second project is focus on 10,000 file transfers using Momentum/SFT (which is unsupported and in containment) to the new TIBCO management system. Both projects are responsible for moving trillions of dollars among TD Bank partners every year. Both projects have project managers reporting to me and the Bank on progress.Executive updates on all aspects of the program are provided weekly and monthly to the AVPs and CIOs for each line of business.

Client: Canadian Engineering and Tool - SAP Business One DeploymentProject management activities (part-time) to deploy SAP Business One (Financials & Accounting, CRM Sales, Purchasing, Operations and Inventory) and Enprise Job (Job Cost Manufacturing) replacing the clients old unsupported AS 400 accounting and purchasing system. This included software and infrastructure deployment from test systems into production. Key activities:All communication with client team, vendors and sub-contractors. Communication at all levels: developers to executives.Plan and manage project deliverables, budget and resources, to deliver on time, on cost and according to client quality expectations.Ensure definition and approval of project scope, deliverables, desired quality and measures of success.Developed and managed project plans that effectively aligned scope, time, cost, quality, resources, risk, communication and procurement in a manner that enables highly coordinated execution and control.Monitor appropriate risk management practices throughout the project lifecycleWorked with the client to ensure proper and timely identification, escalation and/or resolution of issues & concerns.Ensured appropriate change, acceptance and approval processes were adhered to.Provided regular project status updates with client.

Client: IBM Canada (Co-operators, Alberta Health & Economical)Program management to move all contracted infrastructure from the client datacenters to IBM’s datacenters in Markham and Barrie. Responsible for strategy, planning, budgets, executive reporting and delivery. This included infrastructure from production applications, non-production and disaster recovery. Responsible to coordinate multiple sub-projects:Governance – all processes required for solid program/project management as well as preparing the steady state organization to handle “request for service” and PMO support.Knowledge Transfer – ensuring all required training and knowledge transfers occur for the IBM India Steady State team as well as Costa Rica and IBM Canada.Service Management – Incident, Problem and Control procedures. Measurements and Reporting.Asset Management – all IBM owned assets (newly purchased) will be included in the standard processes and reporting.DC Relocation – supporting the processes and procedures to ensure 100 mid-range images and the mainframe are migrated over one weekend.

Client: IBM Canada for Rogers CommunicationProgram management to move all infrastructure from the BMO Barrie Data Center (BDC) to the IBM Canadian Leadership Data Center (CLDC). Responsible for all strategy, planning, budgets, executive reporting and delivery. This included infrastructure from production applications, non-production and disaster recovery. Responsible to coordinate multiple sub-projects:Production Infrastructure Sub-Project – all servers (Intel, UNIX, Linux, etc.), cabling, and network components for the production applications. This was a combination of using available capacity, lifting and shifting the current infrastructure and purchasing new hardware for rebuilds.Production Application Sub-Project - coordinate with the application teams to schedule all downtime, rebuilds, installs, testing and validation after the move.Network Sub-Project – work with the network team to plan and schedule all the required new 10G links between the current client datacenters and the new CLDC.Business Recovery & Continuity Services (BCRS) – coordinate all the disaster recovery testing required for the new CLDC after the BDC moves are complete.

Client: 3M CanadaProgram management for the various Traffic Safety Systems Division and Motor Vehicle Systems & Services opportunities. Responsible to coordinate client proposals and execute programs projects for:3M Canada Digital Validation Solution. Lead and support the business development, proposal development and deployment of the licence sticker print of demand solution for Canada.3M Canada Motor Vehicle Systems enterprise software suite. Lead and support the business development, proposal development and deployment of the solution in Canada for Manitoba Public Insurance (MPI), Ontario's Ministry of Transportation (MTO) and other jurisdictions as required.3M Canada IT software solution sales mentoring - develop a program to enhance the abilities of the 3M Canada Sales team regarding the consultative sales approach for their new IT services solutions.

Client: Rogers CommunicationManaged all aspects of deploying the infrastructure for the Roger’s business transformation in both cable and wireless divisions (Release 1 & 2).Responsible for the transformation budget of $80M, management of 10-12 project managers, multiple Architects, Infrastructure and Deployment Specialists.Managed multi-vendor providers (Rogers, IBM, Amdocs & Onx) to deliver as a team.Responsible for resource management, schedule management, and customer management. Worked closely with the all vendor/partners to agree on common approach and procedures to increase our combined ability to deliver on time and within budget.

Client: 3M CanadaRoad User Safety ProposalManaged all aspects of preparing for the RFP response by 3M Canada to replace all client legacy applications with 3M’s Motor Vehicle Systems solution.Managed all contact and communication with Accenture (Integration Partner) for 3M.Led high level business and gap analysis between MTO’s requirements and the fit of the MVS solution

Focus on strategy and policy of the board in keeping with the mission and core values of the city.Involved with key high level management functions of the market in cooperation with market management team.Review and approve all budgets, changes to the budgets and large purchases.Mediate and resolve disputes between market management and retailers when required.

Project/Risk Management ConsultantReview all major outsourcing programs, transitions and projects to provide any overall risk report, recommendations and support during program start up.Provide regular program/project management reviews (application and infrastructure) of major outsourcing accounts and large complex projects. Objective is to identify and mitigate risks

Securities Industry Services AccountEstablishing the Project Management Office (PMO) and the Request for Service Office (RFS) to enable IBM/Clients with transforming Securities Industry Services (SIS) from the legacy technology platform to a Service Oriented Architecture focus on business service solutions. Responsible for the transformation budget of $40M, management of 26 project managers, multiple Architects, Business Analysts, Developers, Testers, and Deployment Specialists.

TD Bank AccountEstablished the PMO for the TD Bank. This involved a major transformation of how all project managers and delivery teams operated within the account. The PMO was implemented in 2 phases: Basic project management principles and strategic process improvement with tools. Responsible for the transformation budget of $25M, customer satisfaction, and the management of 25 project managers, multiple architects, and infrastructure specialists

TD Bank AccountDeployed the TD Bank ABM Network. Established the baseline project plan, identified all outstanding issues/risks and resource needs. Managed a team of 15 people (IBM and contractors), coordinated all vendor activities and negotiated/managed vendor contracts.Responsible for resource management, schedule management, and customer management. Worked closely with the TD customers, HP vendor, and software vendors to agree on common approach and procedures to increase our combined ability to deliver on time and within budget.

Various ClientsSupported and managed all sales and marketing activities for key focus accounts. Managed customer relationships, proposal development, contract negotiations, and program management. Focus areas were e-business, Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Project Management, and Application Development services. Key industry clients were: - Ontario College Application Services (OCAS) – Document Management - Tim Horton’s (TDL Group) - Store Portal & ERP - Volvo Motor Graders - SAP Archiving Project - Kraft Canada - Content Management Solutions - Maple Leaf Foods - DNA Traceability - ED Smith - ERP Software Selection - Schneider Foods - Organizational Change & Supply Chain Consulting - London Hydro - Ontario Deregulation

Managed the Investment Management Group Year 2000 project. Established project plans, identified all outstanding issues, risks, and resource needs for a project with no dedicated manager.Managed a team of employees and contractors completing mission critical inventory.

AT&T Account - Responsible for 2 teams (approximate. 20 - 25 resources) that supported the AT&T Business Billers and Customer Order Management systems. My objectives were to establish EDS standard project management and development procedures/processes into the account. I had full responsibility for resourcing, P&L management, schedule management, vendor management and customer management.General Motors Europe Account - Responsible for the implementation of the GME Common Sales and Marketing system (GM*DRIVE) for the country of Germany. Directed all project management activities for 7 sub-projects/releases for the different phases of the German implementation. I was responsible to resource/staff all positions, P&L management for all phases, and to work closely with the senior management of General Motors Europe. I managed 3 con-current release teams with a $20M USD budget.

Supervisor of the German Ongoing Business Support Group (OBSG) production support team. Responsible for managing the workloads of 8 to 10 Programmers/Programmer Analyst. Acquired all resources for the Production Support and Run Time Improvement teams. Worked with the customer to prioritize the workload and I was responsible to plan the workloads of the other 3 production support sites Antwerp, Dublin and Luton UK).

During this time I was dedicated to EDS Canada and General Motors in various roles: Systems Engineer for the Salary Payroll and Benefits Group - Production Support; Systems Engineer for the GM Benefits Application Rewrite; Project Leader to implement a Corporate Administrative System for EDS Canada.