• Managed a cross functional team to migrate an 86 site MPLS network to an SD WAN service offering broadband to broadband or broadband to DIA services over 18 months• Successfully managed a cross functional team on the CPE refresh replacement project of 320 dual and single CPE sites• Reported weekly on the progress, risks and issues to the Management team on the weekly progress of the CPE project• Reported bi weekly to the Executive Client team on the CPE refresh project progress• Captured the positive inputs and areas that can be improved from the client and internal teams on lessons learned to ensure future projects utilize best practices• Successfully managed a cross functional team in completing the replacement of 36 Ontera NNI sites to a new 10G NNI

Managed a cross-functional IT team of Network Architects, Infrastructure specialists, QA & testing, Operations and Service Assurance team members to create the Project Charter for a 1500 store systems upgrade over 4 years.• Documented the scope, and requirements to upgrade and virtualize 1500 stores nationally• Captured the high level millstones to move from an ACS & ISP 2007 server image to 2019 image • Identified vendor requirements and secured the statement of work from NCR to update the ACS server image to 2019• Captured the Microsoft software licences, hardware requirements and labor costs for the three year duration of the Project totaling $58.5M• Secured Executive signoff on the timeline and cost of the 1500 store upgrade

Bell Canada Toronto, On Senior Project Manager New Product IntroductionManaged and held accountability for the delivery of new Wholesale products and services. Key Accomplishments: • Successful managed a $2.5M project on the first implementation of a Bell Point of Presence (POP) in Europe. Provided vision of the project, gathering together a diverse international cross-functional team of 60. Guided the team from start to finish. The project budget was $2.5 M with $54M in revenue forecasted. The result was a successful project that came in 10% below budget and met all deliverables on time. • Established a Technical Design architecture for the extended team to develop standardize processes and procedures for Day 0-Day 2 processes. • Launched Bell Next Generation Wavelength 40/100G unmanaged services by managing a cross-functional team to complete processes, update the Network documentation, Service Assurance practices and provided required training to the extended team. • Managed the first implementation of a new Data Centre in Quebec to expand Bell’s network capabilities by proactively designing and building a new Point of Presence (PoP) between Montréal and Québec City. • Managing the implementation of a National automated address look up for GCNET circuit requests from Service Providers.• Recognized with a Bell Unity award for successfully delivering the project above the expected revenue targets. • Recipient of the Bell Bravo Award, the highest recognition that Bell confers upon team members.

Responsible for the management of JumpStart a forum that gives all cross-functional stakeholders the opportunity to consider and assess new projects, promotions and campaigns to ensure they align with the corporation’s strategic objectives.• Designed, developed and managed the weekly JumpStart gating process to improve planning, align cross-functional mandates, increase communication and reduce duplication of effort, facilitate decision making and approvals, measure, analyze and share the results of initiatives. • Program managed the rate increase of Allstream, Legacy, Telco and 3rd party increases to customers. Resulting in $500K monthly recurring revenue to date for Allstream

Bid Governance Manager, 2006 - 2012Primarily responsible for engaging all critical TELUS stakeholder groups at the right time with the right information to make better business decisions for the enterprise on opportunities $1M and over.• Facilitated the alignment of Sales opportunities with a potential 2012 contract value of $4.9B, for all TELUS cross-functional business units to meet Sarbanes Oxley (SOX) compliance and TELUS capabilities. This resulted in a 40% opportunity win rate for 2011.• Collaborated with 15 internal stakeholder teams to streamline questions on the opportunity overview documentation resulting in a 50% reduction of the Sales power point presentation.• Evaluated and established new questions for the annual stakeholder survey. Released the survey to over 4000 stakeholders and realized a 2% satisfaction increase from 2010.Senior Project Manager (2004 – 2006)Planned, coordinated, and developed new processes for the National delivery teams. Created training documentation and trained over 100 operational delivery team members nationally.Business Partner Client Projects (2003 – 2004)Project managed the implementation of four data centre pilot sites working with a delivery team of design engineers, implementation managers, field service technicians and test and turn up technicians.Senior Implementation Manager (2000 – 2003)Designed project plans for 15-300 site locations. Acquired and coordinated resources monitored and reported project process and performance to all levels of the Organization.