A short book of verse, grieving with the Earth.https://www.amazon.ca/dp/B08PYTD4WB/--------------------------Do not go gently,Into that night's mourning,Rage, Rage,A new day's dawning,Shadows rising,Darkness unbidden,Morning's greeting,Skeletons unhidden.Betrayed! Betrayed!Blood-guilt soul,Grieving, Grieving,I did it known.--Paul Thibodeau

Concept design of a community portal for affordable access to legal help for Canadians (AffordableLaw.Ca). Project put on indefinite hold since early 2020 due to Covid-19.

With a background in both Care and Loyalty & Retention, I supported NDMC as it transitioned to a One-Team, Client-Facing culture focused on Client Experience.Client Follow-Up RemodeledDuring the transition to TELUS' second-generation client-service model, I helped develop, support, and train colleagues in the new missed-work follow-up process. This important alignment improved client experience, brand perception, and the likelihood-to-recommend.Work-Life BalanceI enjoyed authoring a work-life-balance newsletter that was distributed across the NDMC. Living by example, I completed my career at Telus with only five sick-days over 10 years.In 2018, Telus and Shaw set workforce reduction goals and offered departure packages to voluntarily downsize their workforce. This was a great opportunity to refocus my goals and develop in new directions. ~Deployment support for the complete range of TELUS residential services: Home Phone, TV, and Internet. Primary responsibilities included real-time management of the Alberta workload in a busy call center, real-time escalations, and TELUS team support.~

In 2019, the TELUS brand was estimated to be worth 9 billion dollars. Loyalty & Retention focused on building and retaining brand loyalty through tier II support, retention campaigns, resolving escalations, competitive business analysis, and account management.

After managing the contract strike-security team at Telus Mobility, I joined TELUS Care in 2007, just prior to the launch of a new order-entry system (see TELUS’ 2007 Annual Corporate Report). My first day on the floor was the day the new system launched. Colleagues have always asked: ‘Was it really that challenging?’ to which I have always replied, ‘Yes, and I have the T-Shirt to prove it!’Health-and-Wellness and Work-Life BalanceWhen I joined Care I had broken my body. I had always thought it was something I needed to control and dominate, and if I didn’t, I could lose my self-discipline. I thought I was in the prime of health.During the strike I worked 14.5 hours-per-day, Monday-to-Friday, for 3 months with no exceptions. Before my long day, I worked out at the Eau Claire YMCA. This was in addition to running every day, a routine I kept up for over ten years. My joints began to seize up and I developed early arthritis. My knuckles, elbows, hips, shoulders and knees were in continuous discomfort and pain. I had difficulty standing up and walking after sitting for a short period.Often, your body or your life is sending you warning signals that you can't hear because you aren't *listening*. I feel healthier and stronger now in my mid-fifties than I have at any other time in my life. I have completely healed and no longer have any pain. I don’t doubt my willpower anymore. This has left me free to listen to my body. It will tell you everything you need to be healthy if you develop a good relationship.Care was the first-point-of-contact in a high-volume call center. It involved continuous process and systems learning in a continuously evolving systems environment. Training included both the earlier DOS-style Legacy system and the new Java-style Imagine system. Primary duties included ownership of the call and complaint handling, order support, account troubleshooting and technical support, and billing explanations and adjustments.

On my first day, I drove toward the parking lot entryway and a number of picketers unexpectedly stepped in front, with one of them yelling, 'What's the matter, first day on the job?' Little did he know it was. :) For the next few weeks there were two hostile camps, each with its own territory. Picketers manned the entryway. Security personnel stood 20 to 40 feet away. Inside-workers exiting the parking lot approached the exit-ramp erratically, not sure of what to do. Sometimes they'd make a run for it to try to avoid being picketed. Sometimes picketers stepped in front of vehicles unexpectedly. It was just a question of time before there would be an accident. I knew what needed to be done. But I also knew that if I asked for permission first, the answer would be no. So one evening when Telus management was observing and the VP of Academy Protection Service was present, I guided a vehicle toward the picket line, gave the striking employees the opportunity to picket, and when they were done, directed the vehicle out of the parking lot. Everything changed from there on in. An equally important turning point occurred when a vehicle failed to follow my direction and lurched toward the line. I keyed up and started to throw my body in front of it. Everyone was shocked. When they witnessed that with their own eyes, they knew I was on their side too. Soon after that, one of the striking employees said to me: 'I want you to know that you’ve gained the respect of everyone here.' Promoted to site supervisor with two pay increases. Responsible for the daily supervision of 15 security personnel. Coordinated with, and provided guidance to, Telus management on all aspects of day-to-day strike activities. Built the day-to-day rapport necessary to foster a safe environment. Awarded an extended contract during the one-week reacclimation phase. Awarded and managed contract security for the 2005 Calgary Telus Christmas party.