We bring innovation to enterprises, at scale, strategically partnering with technology-driven businesses and enterprises.Working with impact-driven leaders in enterprises and tech-driven companies to help them overcome challenges of growth and navigate through ongoing disruption and change. ✓ Discover core strengths and key constraints in delivering a visionary business value to ideal customers,✓ Improve team dynamics by striving to hire right and align talent to roles, ✓ Optimize for value vs cost in enabling technology, financial controls, or selecting suppliers, ✓ Improve systems and governance to move to key objectives without wasting time on what is proven to fail.We partner to architect a new, better business reality, and execute a plan, moving to the next level.

Develop a strategic asset management framework, asset management system, and technology enablement strategy.Collaborate on innovative asset management policy, relevant standards, and asset information management.Align and integrate asset management with projects, finance, procurement, capital & operational planning and budgeting.Work closely with mobility regulatory function, design and engineering division, capital projects, operations & maintenance, and procurement to plan and execute on the new function enablement strategy.Position an organization for operational readiness to create a digital twin, by building a broad technology platform and a roadmap including GIS, BIM, Asset registry, Capital projects management, planning & scheduling, finance, and procurement solutions, IoT/SCADA with an EAM positioned to integrate with all the above.

Managed strategic transformation of the ERP pillar spanning Finance, Procurement, Human Capital Management, Planning and Budgeting, Capital Programs & Projects Management; and Asset Management. Took part in the development of Target Operating Models and led alignment between ERP, Asset Management, and Capital Projects pillars to optimize total cost of asset ownership and incorporate asset lens into the capital projects delivery with combined teams of over 400 people.Built an end-to-end P3 (Public-Private Partnerships) procurement model. Orchestrated stakeholder collaboration and alignment to the strategic business objectives between PWC, Accenture, Deloitte, KPMG, and other vendor and internal teams across three finance-centric pillars:• Capital Planning and Budgeting for Assets and Projects,• Procure to Pay – Assets Maintenance vs Projects Delivery,• Project vs Maintenance Costing - Labour and Materials.Targeted an effective organizational transformation balanced between centralizing functions and allowing for business line-specific operational flexibility so that the organization could effectively respond to change. Led strategic planning, gap analysis, and roadmap development streams across finance, capital projects, and asset management functions. Managed alignment to the target state organizational business model and standardized financial planning and management services and processes, with program-based workstreams, estimates, and milestones.

Led a number of regulatory public program transformations: Great Lakes Water Quality; Wastewater; Solid Waste; Modernization of Approvals; Land Restoration (Brownfields). Assessed a current state of environmental programs and regulatory environmental permissions issuance. Reviewed regulatory business licenses, permits, and approvals across industry sectors, service delivery model, and modernization options. Developed organizational target state models and roadmaps to optimize public cost vs benefit. Led teams of 5-15 people.

Served as an advisor to the Ministry ADM office and the Board of Directors.Led a review of the governance, business, and legal structure for a police technology agency; developed current and future Service Delivery business model, reviewed gaps, business, and regulatory change options. Developed an implementation plan to achieve cost efficiencies and service delivery improvements in a complex and diverse multi-stakeholder policing sector. structure of the government agency and optimal organizational model aligned with the mandate, business purpose, and goals, and compliant to applicable regulatory requirements in a complex and diverse multi-stakeholder policing sector.

Developed a business transformation framework for the Operations, Freedom of Information, and Environmental Sciences and Standards to improve the Ministry’s operational efficiency and effectiveness. Specifically, developed Ministry-wide Business Reference Model to serve as a baseline across all 6 divisions. Applied this framework to a provincial Land Restoration program to align with the Ministry Target State and provided recommendations on the business solution implementation options. Developed a Freedom of Information (FOI) Business Architecture and overall Information Management Framework for the Ministry. Focused on Ontario Public Service-wide Freedom of Information program transformation.

Delivered a strategic business model assessment for the Internet and Telecom services provider. Built a roadmap based on their strategic competitive advantage in the context of upcoming digital trends, market shifts, and other disruptors impacting the sector. Recommended strategic growth options at different time horizons across global markets.

Facilitated development of a business model and a transformation of the Children Protection Services 1B+ transfer payment business program. Accountable for the Financial Management business area and shared provincial Child Protection Integrated Network. Focused on the Financial Management and Transfer Payment public services model. Zachman, TOGAF, and ITIL frameworks.

Implemented Compliance and Enforcement Strategy based on Single Business Number across the provincial and federal government. Facilitated business agreement ensuring business collaboration, technology integration, and common functions sharing across various Ministry Business Lines. Strengthened governance systems and introduced processes that improved cross-departmental coordination and organizational efficiencies. Zachman, TOGAF, and ITIL frameworks.

Developed a comprehensive business model for a series of funding programs across two ministries to simplify and transform business program delivery and services in alignment with the public sector reference model.

Contracted to National Bank of Canada, developed an Application Portfolio Alignment & Implementation Strategy. Scope included Application Portfolio across all Business segments: Retail, Wealth Management, Institutional, and Commercial. Reviewed overall bank applications portfolio, defined a Target state, and developed a Roadmap.

Developed a Ministry of Labour-wide Information Management model and respective roadmap for the six business areas including three Ministry business lines and three agencies. Facilitated transition to a target operating model.

Planned and modeled a business solution to comply with a legislative change on the Provincial Land Tax Act statute as a part of Ontario Tax Modernization.

Enterprise architect for Wealth Management, Retail & Credit Cards Services, World Markets; application portfolio governance, enterprise application integration, led projects 10M to 100M and teams of 5 to 20 people. Zachman, TOGAF, and ITIL frameworks.