Teamed with the AVP, Cryptography COE developed and delivered project proposals through the ideation and initiation phases of the governance lifecycle. Continued as the Senior Project Manager charged to plan and deliver two projects to:• Establish a lean digital certificate lifecycle process• Enhance capabilities on the Venafi platform to enable enterprise automated digital certificate deployment • Implement Difenda’s Machine Identity Protection module as an integration solution.• Lead a major version uplift of RSA Aveksa identity governance and access management solution.

Reporting to the VP, Digital & Systems Initiatives, I was accountable for managing a team responsible for delivery of services across the suite of applications that formed OMERS pension administration system. Accountable for all lifecycle activities related to business and systems analysis, operations, project management, tier 2+ support, business intelligence reporting, incident management, DR and coordination with technology infrastructure partners.• Worked directly with executive leadership team to establish solution platform strategy, platforms & priorities.• Managed the pension business and technology team to ensure application and infrastructure platform solutions delivered to the strategy and expectations.• Managed a large diverse team of business analysts and technical professionals to successfully implement all changes to the pension systems platforms.• Delivered solutions leveraging agile practices.• Accountable for ownership of all system issues & outages, communicating the impacts, service restoration timeline, leading root cause analysis, implementation of mitigation and resolution activities.• Built strong relationships with OMERS supporting departments including third party vendors, Audit/Compliance, Risk Management and Communications Services. • Managed vendor project team relationships to ensure successful delivery and support of all third-party components.• Led successful delivery of a major business and system implementation on an aggressive schedule to address OMERS plan changes.• Successfully implemented all business support and technology processes to drive the first consolidation of external pension plans into OMERS administration systems.

I was accountable for the oversight and delivery of all project initiatives within the OMERS technology portfolio. This role was during transformational organization change to focus on project delivery accountability, governance and risk management. Many difficult decisions were made related to staffing and project priorities to ensure the portfolio focus remained aligned to the organizations strategic goals.

Managed a DevOps structured team charged with providing high quality technology solutions and services for OMERS corporate business units. I undertook this role to lead the team through a significant change is the solution delivery methodology. Accountable for all application lifecycle and operational support for core Corporate Business solutions. Key stakeholders and solutions areas included: • Human Resources & Corporate Finance - Oracle Enterprise Business Suite R12 (EBS) • Corporate Business Intelligence Program - (Cognos BI & SPSS and custom ETL’s) • Financial Reporting and Budgeting – System delivery and support (Cognos BI & TM1) • Document Imaging & Management (KOFAX & OpenText LiveLink)

Responsible for assisting to establish agile project teams for the first time at OMERS. This program was charged with delivering a custom CRM solution to support OMERS call center and Pension Services Operations team. This was the first component of a modernized pension administration solution based on the IBM BPM platform. Moving towards agile teams enabled a focus on iterative delivery to demonstrate our commitment to achieving the aggressive business timelines.• Led by example, first working with the Program Director as a Scrum Master to establish, organize and develop effective agile teams. • Transitioned into the Product Owner role to leverage my expertise in pensions and solution delivery to ensure MVP’s delivered on stakeholder expectations.• Coached stakeholders on agile methods and how the approach impacted their project experience.• Observed team interaction and recommended adjustments to team formations to improve team effectiveness

I was provided the opportunity to establish and expand a team with a focus on business and system analysis. I established this team to shift the mindset of how OMERS pension systems solutions should be delivered. Understanding the business needs and objectives, and then properly capturing those needs and developing requirements became the default method for solution delivery. This allowed everyone to prioritize and focus on the business objectives of changes. Resulting in increased stakeholder satisfaction and overall confidence the solutions teams delivery capabilities. • Shifted the mindset that system changes are driven by technology, to solutions being driven by business stakeholders in partnership with technology • Demonstrated my ability to build and lead teams • Expanded and formalized processes and techniques for business and systems analysis

• Implemented the use-case methodology as the preferred method for capturing requirements. • Conducted business process reengineering activities. • Executed OMERS IT Pension Systems CMMI self-assessment. • Lead analyst for e-Access development, OMERS B2B portal. • Implemented RequisitePro tool for management of requirements. • Ensured that issues were identified, tracked, managed, and escalated to the PMO if necessary. • Provided mentor-ship in the development of deliverables. • Facilitated and actively participated in requirements workshops. • Liaised between the business and technical communities to facilitate communications. • Responsible for the creation, review and delivery of system and sub-system level requirements, analysis and design artifacts. • Artifacts included use cases, use case diagrams, non-functional specifications, story boards, activity diagrams, sequence diagrams, analysis and design class diagrams.

This foundation project was to host the future delivery of additional products and services to citizens, ministries, other government entities, and government partners. Team Bell, a consortium of Bell Canada, BCE Emergis, CGI, and KPMG Consulting, undertook this leading-edge engagement.• Assisted in coordination of activities with the PMO and QA.• Ensured that issues were identified, tracked, managed, and escalated to the PMO if necessary.• Provided mentor-ship in the development of deliverables.• Facilitated and actively participated in requirements workshops.• Liaised between the business and technical communities to facilitate communications.• Responsible for the creation, review and delivery of system and sub-system level requirements, analysis and design artifacts.• Artifacts included use cases, use case diagrams, non-functional specifications, story boards, activity diagrams, sequence diagrams, analysis and design class diagrams. All model artifacts were created using Rational Rose 2001.• Provided planning leadership and contributed significantly to the development of a complex project charter and schedule for the development of the IT Interface, an integral software/hardware component of the ESDI project.• Developed the charter and schedule through a synthesis of SMART project management, Rational Unified Process, and agile software development processes such as eXtreme Programming.• Actively participated in consortium planning workshops.• Facilitated and contributed to internal planning sessions as well as external planning sessions with consortium team members.

Responsible for development of three baseline review reports for three business units in the Ministry of Transportation’s Safety and Regulation Division (Field Service Section, Driver Review and Control Section, and Carrier Sanctions and Investigations Office). The baseline review reports focused on the people, processes, and technology aspects of the call centers within each business unit.  Analyzed and documented all the processes utilizing activity diagrams for ease of readability. Identified and commented on all problems and potential problems within the processes. Prepared and delivered status reports to the Clients governance committee.

Engaged to evaluate and test that all processes for creation, use and accessibility for Electronic Data Interchange (EDI) and WEB GUI were clearly documented, available and accurate. Attended project management meetings and delivered status reports and other adhoc updates to the senior management team. Analyzed and identified all of Verizon processes relating to account establishment, CLEC forecasting, EDI and WEB GUI interfaces. Conducted detailed interviews with Verizon management and staff to ensure the documented processes were current and accurate. Traveled throughout North America to conduct interviews with competitive CLECs to identify their experiences in following the documented processes.  Managed and verified that all identified processes were followed and any errors or misrepresented processes were documented.

Was engaged in the development of a high level e-Government strategy for the City of Brampton. Responsible for e-Government research, work group facilitation, and project development. As a senior member of a team of 4 consultants, I examined current and future systems applications and readiness for e-Government transactions. Key issues included an electronic service delivery model, defining the applications and requirements for IT, development of a business case, transition and risk planning.

■ Labourers’ Pension Fund ProjectLead the design and deployment of the Data Migration/Integration process, established a strong relationship with a very challenging client, ensured the client delivered items and information from the source system in a timely manner, as well as instilling confidence that the data was accurate. ● Lead the Design and Development of the entire Data Migration/Integration process. ● Established an excellent relationship with a challenging client. ● Managed client expectations of data delivery and accuracy. ● Developed complex stored procedures in Oracle 8i. ● Optimized Oracle Queries and Stored Procedures. ● Developed Oracle 8i SQLLoader scripts. ● Assisted in the design of the Oracle 8i database architecture. ● Designed and Developed Reports using PowerBuilder 7.0. ● Developed a Data Model of the clients existing system in PowerDesigner 6.1. ● Worked with Oracle 8i, running under a UNIX environment via TelNet interface.■ Local 183 ProjectAssigned the task to get the data migrated into the new system. The data portion of this project was critical and required coming up with a plan in a very short timeframe. During this project achieved accuracy while working within a limited timeframe. ● Assisted in Design of Data Migration. ● Imported all data using SQLServer 7.0 Enterprise Manager’s Data Transformation Services. ● Created indexes, reviewed stored procedures for logical accuracy. ● Transformed data using VB Scripting.

■ Global Technology SolutionsParticipated as a member on a team of ten charged with replacing a legacy system with a new PowerBuilder/Oracle 7.3 client server based financial system. There are five main applications to this system, Time, Expense, Billing, Reporting and Maintenance. Managed four staff, during the enhancement phase. Was responsible for task lists, project plans, time estimates, making sure deployment criteria was achieved, and delivering status reports to upper management.● Assisting in the development of PwC's client server practice management system using a PowerBuilder 4/6.5 front end and connecting to an Oracle 7.3 database.● Was responsible for generating and achieving strict time estimates.● Lead a project to deploy TPC/IP Oracle SQLNet client connectivity to 3000 users.● Development of stored procedures and database triggers in Oracle PL/SQL with remote procedure calls from within PowerBuilder.● Developed and maintained a PowerBuilder 5 application that extracted data from Oracle and placed it into dBase .DBF files.● Maintaining a PowerBuilder 6.5 application that converts existing Gupta/SQLWindows data into an Oracle database.● Designed and built reports using DSS Agent 5.1 for PwC’s OLAP Data Warehouse.● Providing design documentation for internally developed software.● Providing support to PwC’s firm wide staff.● Implemented a synchronization process between Watcom 4.0 remote database to Oracle 7.3 LAN database.● Designed and developed Real Time and Batch reports. This included acquiring specifications from multiple users to create common interfaces and appearance of the reports.● Developed knowledge of Oracle’s basic administration functions (Import, Export, Tablespace and User creation).● Optimization of SQL queries and PL/SQL packages using SQLCoder.● Constructed processes to cleanse, manipulate and verify data transmitted from the legacy system that was then inserted into the Oracle 7.3 enterprise RDBMS.

■ Network Applications and Payment Services Group, Subrogation Unit SystemWorked as a member in the developmental team assigned to develop one of the first client/server applications to be deployed by the Ministry of Health. Participated in the development, documentation, and implementation of a set of standards for the development of graphical applications running in a Windows 3.1 environment.● Interpretation of logical data models and the creation of physical models from the logical models.● Development of a three-tier client/server application using PowerBuilder 4.0, Oracle 7 and DB2.● Training users in the use of the newly developed client/server application.● Creation of on-line help for the application using HelpEdit.