Marcello Anthony Risi Email & Phone Number

Rome, Latium, Italy

1. F5 Networks has initiated a Program to migrate their customer base from Silverline to F5XC (cloud-based version). Project focused on WAF (Web Application Firewall) Policy migrations for each customer.2. Documenting and tracking tasks in the Migration Tool (task automation).3. Reporting to F5 Manager daily. Weekly C-level reporting at Program level.4. Several migrations completed. Work is expected to complete in June 2025.5. WAF Migration Team created Runbooks and Configuration Models to support WAF Policy migrations along with custom Python Tools to support analysis and automation.

Greater Toronto Area, Canada

1. Member of the Global team (KPMGI) in BES - Business Enablement Services.2. Implemented 2 projects using DevOps and KPMG's Microsoft Azure platform.3. Assisted the Solutions Architect.

Markham, Ontario, Canada

1. Replaced manual HCM/payroll system and multiple antiquated systems and spreadsheets with Ceridian Dayforce; 4,900 employees.2. Decommissioned multiple systems and negotiated data retention protocols with respective vendors.3. Led meetings with KPMG, Deloitte, E&Y, PwC regarding the implementation of a new single ERP system to replace multiple aging systems.4. Assisted in the Kronos WFD program; replaced multiple Kronos timekeeping systems with WFD; 3,900 employees

Markham, Ontario, Canada

Projects:1. Repaired outdated ERP system and IT infrastructure so that business can operate for 2017 summer season.2. Implemented new Netsuite ERP system for 2018 season start; April 1st.3. Updated IT infrastructure and minimized ongoing maintenance costs; moved entire business operations to Cloud using G Suite and Netsuite. Most users on Chromeboxes and a few PCs. IT operational costs less then 0.01% of Gross Revenue.4. Manage user expectations and handle HR issues.

Pearson Airport. Toronto, Ontario, Canada

Projects:1. Digital Transformation Program: Implemented new CMS (Cisco StadiumVision) product to run advertising and FIDs/BIDs (operational data) screens. Includes over 300 screens in various locations/configurations and sizes. Only airport in the world running this application in production; prepared RFP for market and participated in RFP assessment. This program included over 30 work packages. Managed many vendors and project resources including construction PMs. Total Budget $28 million.2. Airline Initiatives Program: Implemented many initiatives for the US CBP and CBSA, installed over 100 Check-in kiosks. This program included 25 work packages. Total budget $3.8 million.Project Structure:Program Budget: $31.8 Million | Team Size: Core - 15, Extended -48ITM PMO. Reported to Director of PMO. Team members co-located. Many different vendors. Waterfall and Iterative methodologies used while adhering to ITM PMO Project Methodology.

Buffalo, Ny, Usa

Implemented Project Methodology as defined by Project Services into the Treasury Operations department. Acted as liaison between the Business and Central Technologies; aligned both departments to the outstanding project list, setup bi-weekly status meeting, vendor meeting, and created meeting agenda, facilitated the bi-weekly status meeting.Managed a highly confidential regulatory project. Coordinated stakeholders which included Senior VPs. Future State process created and approved to move into project phase. Total budget estimated at $100,000.

Toronto, Ontario, Canada

BMO Harris (Chicago) purchased M&I Bank (Milwaukee). Integration of 300 legacy M&I Bank treasury customers into BMO Harris GTM Operations; migration of their file transfer processes in collaboration with 3 vendors, GXS, FIS, Fiserve. Integration of 75 legacy M&I Bank Image Cash Letter (ICL) customers into BMO Harris Image Exchange processes; migration of their file transfers over a new Large File Transfer network built with vendor GXS. Applications involved; ACH, ARP, Wires, Lockbox, EDI Collections and Consolidated Receivables, EDI 822, EDI 835, EDI 820 Originations and Integrated Payables. Multiple stakeholders from various departments; Legal, Risk, Audit, Global Procurement, Sales, Sales Operations, Product and Product Operations, Security, Technology, Support and Helpdesk.

Toronto, Ontario, Canada

Managed the implementation of several web portals for the various delivery channels within Mortgages and Lending which automated the property appraisal ‘request and completion’ process as well as the legal document preparation process. Aligned and updated the many business processes associated with these implementations along with developing the mitigation rules for the identified risks. A new application and tracking portal was built to service the various lines of business that support builder mortgages. Multiple stakeholders were involved from various departments; Legal, Risk, Audit, Global Procurement, Branch, Sales and Sales Operations, Mortgages and Lending Product, Regional Approval Centres, Builder Specialists, Security and Technology.

Mississauga, Ontario, Canada

Restarted EDI Invoice project. Reduce manual invoice processing within the Finance department for the top 40 suppliers by moving them to electronic EDI invoice processing. Deliverable was to get the first group of suppliers up and running on EDI (810) invoices and hand over the process to internal staff. This project had stalled; brought together the stakeholders/team members, motivated them to move forward with the project, built the work breakdown structure and the project plan. Additional deliverable was to act as an SME on the creation of the enterprise EDI/B2B architecture design. Various documents were completed and delivered to senior managers.

Toronto, Ontario, Canada

Project lead for the conversion of 28 SQL reports and the creation of 17 new reports (encompassing 25 end-users) using MicroStrategy BI reporting and Teradata EDW. Provided direction, oversight and analytical support and facilitated requirements gathering sessions, report development, QA and client sign-off. Instrumental in providing timely risk identification and mitigation analysis to the Bell senior PM along with managing all scope changes.

Toronto, Ontario, Canada

Project manager and SME for new product development and process improvements;Initiated, managed and implemented the migration of a legacy SAS mainframe reporting application to a new web based application that provided accurate and strategic reporting and compensation to hundreds of external Mortgage Brokers and 450 Mortgage Sales associates (6 member team - $390,000 budget).Restarted and managed the Home Builder web based application development project which provides metrics and mortgage origination for in-house mortgage sales and support staff.Implemented Six Sigma process improvements that recovered 300 person hours/year within thecompensation group.Reduced property valuation appeals within the National Appraisal Services group from 19% to 12%.Designed and implemented new business processes for rebate reimbursements to Mortgage Sales team and auto-pay for TD and non-TD deposit account holders.

Toronto, Ontario, Canada

Operated within a dynamic and multitasking project oriented production environment.Team Lead for all EDI, electronic payment and data mapping/migration/conversion issues.Designed, developed, implemented and enhanced production and test processes/applications.Adhered to strict change management policies and SDLC framework.Initiated and managed the Data Processing Enhancements project (5 member team); automated processes that recovered 190 person hours/year, reduced CPU costs by $93,000 and originated solutions with an estimated annual savings of $480,000.Achieved EDI processing record of 100% uptime performance.Performed several enterprise level application migrations and upgrades.Project Leader for data mapping migration project (6 member team - $690,000 budget); designed and implemented the “container method” of mapping development which reduced the QA process by 80%.Created a billing database incorporating a key sequenced VSAM dataset with 4 million records.Conversion of 60 customers from obsolete file transfer protocol; 100% customer retention.