Peter Poon Email & Phone Number

Victoria, British Columbia, Ca

Manage the HR Improvements Program

Assisted my clients with various business and IT projects:Program/project management of multi-million dollar projectsStrategic sourcing (including in-source vs. outsource decision) and business process reengineering Industry compliance and risk management

Surrey, British Columbia, Ca

Projects in the Finance domain - starting with month-end close optimization and COA-related projects

Vancouver, Bc, Ca

Project involves switching from a highly customized crew management system to a COTS product and its integration to client's EPR.

Vancouver, Bc, Ca

Projects included Financial Modelling using Oracle EPM, Financial Close and Consolidation using Oracle EPM, Tax Provisioning project using Thomas Reuters ONESOURCE, Treasury/AP/Bank Rec Process Automation using system integrations between NetSuite and GTreasury

Vancouver, Bc, Ca

Project Manager for Expense Management (Certify), Nautical System Upgrade, and the Procure-to-Pay Transformation Project. The P2P Project involved process changes as well as implementation of a new system integration between ABS NS and Oracle NetSuite using Talend (middleware)

Vancouver, Bc, Ca

Project Manager for HRIS (Ultimate), Brochure Order Fulfillment (custom build on Salesforce) and Rockymountaineer.cn (website in China)

Vancouver, Bc, Ca

Program/Project Manager in the following projects.Competitive Advantage Project (2013 – 2019)Strategic Project (2011 – 2012)Developed and quantified a business case for alternatives to an important turn-key service providerPlanned and executed a nation-wide conversion of equipment (roughly 25% of the fleet) with the aim of securing revenue control over a short period of timeKey internal stakeholders included: C-level executives, Operations, Finance, IT, LegalCanadian and US Acquirer Migration Projects (2010 – 2012)Quantified saving potential, developed and issued RFI to major acquirersSelected front runner and assisted with contract negotiationsPlanned and executed merchant account and POS equipment conversionsThe change had and will continue to generate million-dollar savings for my clientIn association with my overlapping role in PCI DSS assessment, worked with Chase Paymentech to reassign Impark as a Level 3 merchant from Level 1 (thus, lowering my client’s risk profile with the Card Brands)Key internal stakeholders included: C-level executives, Operations, Treasury, ITCredit Card Revenue Completeness Project (2010 – 2011)Identified current business process and accountability gaps over credit card revenue assuranceDeveloped ground work for the credit card completeness program – major business processes including governance, preparation and staging, production, and results/reportingKey internal stakeholders included: C-level executives, Finance, IT

Vancouver, Bc, Ca

PCI DSS Assessments (2008 – 2010)Oversaw the planning and execution of the client’s Payment Card Industry (PCI) compliance program (client became a Level 1 merchant in 2008)Performed gap analysis against all 260+ PCI DSS requirements, and developed detailed remediation plans and tasks to address the gapsBuilt a library of compliance evidence (aka PCI Binders) to establish my client’s compliance position prior to onsite PCI assessment/audit Coordinated the onsite assessment activities with the client’s Qualified Security Assessor (QSA) to produce report on compliance (ROC)Key internal stakeholders included: CIO, Operations, Call Centres, Finance, ITGreat Plains AP Implementation Project (2006 – 2007) Managed the implementation of an integrated Accounts Payable solution (with in-house GL and a 3rd party Document Management System for source document drill-down) for the new Shared Services CentreKey internal stakeholders included: VP Finance, AP, IT

Vancouver, Bc, Ca

Time and Attendance ProjectManaged the implementation of ADP’s time and attendance product, and integration to biometric devices in Distribution Centre, to replace the in-house systemKey internal stakeholders included: Store operations, Distribution Centre, HR, Payroll, IT

Vancouver, British Columbia, Ca

Exchange Centralization ProjectBuilt a business case for centralization of faculty/staff email service (from 60+ faculty/departmental email services)Put forward recommendations based on current political environment and business scenariosKey internal stakeholders: UBC IT, Faculty/Departmental IT departments, Faculty and staffVarious business analysesRevisited Microsoft campus agreement and updated business case for UBC's University Investment Fund approval processDeveloped a high level project proposal to revitalize UBC IT's voice services to adapt to the emergence of new services (e.g. unified messaging) and the convergence of data and voice in the communication industryDeveloped project proposals for Oracle High Availability Project and Campus Wide Login Migration to MySQLKey internal stakeholders: UBC IT, Faculty/Departmental IT departments, Faculty and staff

Vancouver, Bc, Ca

IT ReviewInvestigated the appropriateness of different service delivery models of IT and change readiness of BCMEA on behalf of the COO Reviewed efficiency of major IT processes (project management, software development, helpdesk and support, etc.) and organizational effectivenessMade recommendations to address various identified issues; Work included detailed financial analysis, extensive interviews with CXOs and presidents of BCMEA's member companies as well as other internal and external stakeholders, industry research, executive presentation, etc.Key internal stakeholders: COO, VP IT

Vancouver, British Columbia, Ca

UBC Okanagan IT Services IntegrationOversaw two projects (UBCO Customer Service Portfolio Project and UBCO Communications Project) as part of the transition of Okanagan University College (OUC) into UBC Okanagan (UBCO)Planned and managed the deployment of IT services (15+ major processes) in UBCO; Defining service portfolio and creating detailed workplanAdvised IT directors and senior management across campuses on communication issues; Created and maintained an integrated communication plan for 20+ IT projects as part of change managementKey internal stakeholders: UBC IT, UBCO ITSoftware Licensing Agreement AssessmentConducted software licensing service reviewSurveyed over 70 North American post-secondary institutions on critical software licensing issuesCollected feedback on UBC IT's value proposition from half of UBC software purchasing decision makers and designates (a highly decentralized IT environment)Performed SWOT analysis on UBC IT's current situationIdentified significant annual cost savings through better long term planning and contract managementFacilitated scenario planning session with senior management team on possible future scenariosKey internal stakeholders: UBC IT, Faculty/Departmental IT departments, Faculty and staff

Victoria, British Columbia, Ca

IT Service OutsourcingRecruited by CFO to create a business requirements document for the subsequent IT Infrastructure Outsourcing Request for Proposal (RFP)Conducted high level base-lining of current performance and service levels with existing service providers and internal IT managersKey internal stakeholders: CFO, senior IT managers

Vancouver, British Columbia, Ca

BIS Manager/Project Manager (2003 – 2004)Conducted project management audit on behalf of BC Hydro Engineering ControllerOversaw implementation management of multiple-million-dollar projectsBecame BIS Manager after successful project implementationsLed the development of Engineering's IT strategyCompleted a cost containment projectManaged negotiations and monitored service delivery contracts with Accenture Business ServicesKey internal stakeholders: VP Engineering, Engineering Controller, Engineers and their internal clientsStrategy and Budgeting Manager (2002 – 2002)Recruited to lead initiatives and change management on behalf of the Controller in the finance department of BC Hydro Engineering Implemented best practices and standardized financial processes in the newly merged Engineering groupDeveloped annual budgets and quarterly financial forecast with inputs from operating departments; Budget submission and liaison with Corporate FinanceKey internal stakeholders: VP Engineering, senior Engineering managers, Engineering Controller, Corporate Finance

Worldwide, Oo

Highlights: Led the distributed generation market study and channel analysis for Finning Power System (worked with regional sales managers, gathered data from internal and external sources and presented findings to VP of Finance and other senior executives); Acted as finance process advisor to client team lead (Controller) at Chevron's SAP implementation (reviewed process maps (GL, AP, AR, etc.) and modified business case based on performance improvement targets); Led the finance and marketing streams of CAPTIN's corporate strategy development; Critiqued CP Rail's long-range business planning model; Provided best practice advice to Union Gas on hydrocarbon inventory management (reconciliation between financial and operating reports); And conducted finance and IT centralization feasibility study for IdaCorp.

Worldwide, Oo

Highlights: Worked with Irving Oil's Controller and Marketing Information Manager and created a corporate-wide, multi-dimensional reporting framework for a management reporting project; Developed drill-downable balanced scorecard and economic profit (EP) statement as part of SaskPower's SAP implementation (resulting scorecard and EP statement replaced existing executive management reports); Built financial model and facilitated internal negotiations based on new transfer pricing mechanism (simulated deregulated market environment) at SaskPower (internal contract signed by CFO and VPs of Generation, T&D, Energy Marketing); Built long-range revenue planning model for Boeing; Developed conceptual design of performance dashboard for General Motor's Order-to-Delivery project; conducted benchmarking survey for 20 North American pipelines.

Mba, Finance

Bachelor Of Science, Honours Biochemistry