Lucy Li Email and Phone Number

Representing the VP Academic and VP Academic Office, I lead a team of project professionals and oversee the design, planning, implementation and reporting of strategic priorities and initiatives for the wider VP Academic portfolio that advance the portfolio and UBC's strategic goals. • Designed and supporting the implementation (including the monitoring and reporting of progress) of a multi-phased cross-campus initiative with annual investment ramping up to $40m. This is one of the largest initiatives presently being deployed to elevate the overall research capacity of the university.• In Spring 2020, co-led the coordination and development of UBC’s COVID-19 financial impact assessment with the Assistant Comptroller to assess impact of COVID-19 on UBC’s financial position and minimize risks.• I serve as a core member of the UBC Vancouver Central Budget Working Group that oversees the annual university budget process. I actively contribute to key decisions in the development of the annual $3b UBC Budget from planning to consultation with community constituencies, review of contingency requests and preparation of annual budget presentation to Board of Governors.

• Transformed one of the key service delivery models of a $3 B corporation to increase operational effectiveness and customer satisfaction. Conducted an end-to-end redesign of the business process across multiple departments. Created staffing and workforce plans by forecasting resource requirements and estimated demand. Established a new governance framework for the model and developed department integration strategy to ensure successful launch. • Successfully deployed PwC UK’s award winning Operational Excellence Program at an organization’s worst performing office in Lower Mainland Vancouver. Improved customer service, overall office operational performance and increased operational capacity of all client teams. Office’s performance increased by 33% over 3 months, a KPI that was never achieved previously. • Redesigned an organization’s IT PMO’s target operating model. Developed a new governance structure to increase organizational transparency and accountability. Redefined the roles and responsibilities of the PMO team. Implemented a new project intake process, including project prioritization matrix and categorization framework. Standardized and simplified PMO tools to ensure consistent usage. • Led multiple process improvement and development projects. Analyzed the current state process, identified waste and bottlenecks, performed root cause analysis and determined key issues and opportunities. Led teams through multiple design iterations to select the most appropriate future state that addresses key operational inefficiencies. Designed a detailed future state roadmap and implementation plan to support improvements.