Set up of a Project Management Office for both Software division and Information Technology divisions. For the software development - Oversight and education on agile methodology (Srcum and Kanban) to ensure a high quality and continuous delivery while implementing new tools processes- Train the team on stand-up meeting goals and objectives and be sure that all impediments are removed- Analyze client’s business processes to model the value stream, optimize the technological solution and insure processes improvement- Collaborate and communicate with internal and external stakeholders - Introducing key performance indicators (KPI) to evaluate and supervise the team’s progress through the project (burn up, burn down, velocity,…)- Budget management and financial modelingsFor the IT- Implementation of kick-off meetings and post-mortem- Introducing new tools for project management (following an internal needs assessment) - Training the team on waterfall methodology - Ressources management including capacity, considering the needs of the call center (share ressources)

Analysis and management of multiple complex projects in different business areas. - External teams management, multiple tasks of analysis and planification so the delays are respected and there’s no gap between dependencies- Risk management and mitigation - Business analysis, financial modelings and budgeting, determination of key performance indicators (KPI), using of analysis tools - Usage of different methodologies, depending on the one selected in the project analysis : waterfall, agile (Scrum or Kanban) or hybrid- Writing of the Project Charter, which summarizes the analysis results- Communication with internal and external stakeholders - Business intelligence : Statistical analysis, data gathering and data analysis, data visualization (storytelling), which needs an integration with a SQL database

New partners integration to the program, developement of the processes and tools for the performance evaluation, including the definition of the key performance indicators (KPI)- Internal needs assessment (management and technological capacity), and external (program partners) to establish the necessary processes for an application developement and insure follow-up on partnership and card utilization- Waterfall project management to implement the technology and marketing at the partner point-of-sale (tests, marketing, data retrieval)- Agile project management related to a mobile application for the members, in collaboration with internal team (marketing) and external team- Calculations and gap follow-up depending of the KPI, and integration of correctives measure if necessary- Follow-up and meeting with partners to insure their active participation and coordinate the efforts and support the program success- Project management to include a new type of membership for businessInternal restructuring to increase team agility and coordination of two sites (Montreal and Quebec)

Operations management and expansion in Ontario- Data analysis and business intelligence process to establish a predictive model with AirMiles data and statistical analysis- Integration of inventory systems, point-of-sale and information technology to insure day-to-day logistic and internal training.

Project management for the developement of an application used to link donators with their non-profit organization - Business analysis which led to the developement of the business and marketing plan including the financial modelings- Oversight and internal project management for the developement of the application and writing the necessary documentation for the R&D subvention - Data visualization and statistical analysis to generate the customer’s profiles to the partners