Kevin Ritchot Email & Phone Number

Calgary, AB, CA

Calgary, Alberta, Canada

Calgary

Member of the board of directors for the Sunalta Community Association

The Sunalta Community association is a not for profit organization that represents the community within the City of Calgary. This community association also coordinates residents and businesses to improve quality of life. The association has been functioning since 1954

Calgary

Calgary

IT consulting services

Calgary, Alberta, Canada

Calgary

• Cargo System Replacement
• Managing an RFP to select and implement a new Cargo Management System
• Transform the cargo business unit to increase cargo revenue for Westjet. Improve Mail handling capabilities.
• Improve the Westjet capabilities to ship mail for world postal authorities.
• Lead an RFP to select hardware and software for mail location tracking.Due to COVID-19 pandemic the projects were placed on hold

Calgary

• Business requirements definition, and business case development
• Vendor RFP selection process, establishing selection criteria and measurements to choose the best solution.
• Project planning for SaaS Cloud based software implementation.
• Vendor contract and agile vendor delivery plan aligned with Cenovus traditional project process.
• Development of implementation plan, Interface solution, Data loading, vendor configuration and enhancements.
• Managing project budget, resources, risks, testing, and delivery schedule.

Calgary

• Responsible for the successful merging of all technology services in the Faculty of Science into the central IT department. Included support services for following 5 departments, Math, Geo-science, Biology, Chemistry.
• Establish support and enthusiasm for the change
• Understand the current work performed and the people performing the work
• Established alignment between Science and IT
• Identify and resolve gaps in service
• Defined what’s changing and turned that into a plan for transition

Calgary, Canada Area

• Accountable for delivery of a lodge management and transportation booking system for the Surmont site in northern Alberta.
• Responsible for gathering requirements, Testing and managing vendor delivery of the Nomadis lodge management solution for the Surmont 3500 room facility.
• Implementing a commercial and charter flight booking system used by workers traveling to and from Fort McMurray.
• Implementing a ground transportation management system to get workers to and from the Surmont site.
• Leading testing, rollout and change management activities.
• 60% travel was required for this role.

Cangary

• Accountable for delivery of an employee time reporting and scheduling project to transform the scheduling and hiring practices for the Calgary Stampede.
• Lead a team of HR resources and Business analysts working with an external supplier (Kronos) to deliver a time tracking and scheduling software solution.
• The software package, Kronos Workforce Central consisted of the following modules:Timekeeper, Scheduler, Mobile, SMS text messaging, Leave and Absence Management as well as the installation of the physical time clock.
• Define time tracking processes for the organization and implement the software under tight timelines prior to their annual city wide event.
• Define a detailed scheduling practice for 40 diverse business groups taking into account their individual scheduling needs.
• Defined and delivered benefits to the organization while ensuring the change was deployed without impact to business stakeholders.

Calgary, Canada Area

• Oversee all IT projects for Shells Canadian Oil Sands operation that relate to health safety security and the environment.
• Oversee management of a portfolio of 8 projects ensuring they keep on schedule, budget and ensuring they are built to meet Shell supportability standards.
• Set HSSE priorities and plan for 2014
• In addition to managing the program I manage a project to refresh all the mine planning software from Runge Pincock Minarco and establish a new mine planning and forecasting process.

Calgary, Canada Area

Contracted by the heavy oil project management office (PMO) to review and make recommendations for tools and process to govern their annual project portfolio of $1.5B to $2.5B. A best practices system will allow consistent management reporting and position Heavy Oil Opportunity Management for future growth.

Calgary, Canada Area

• Historically application support was provided for all Oil Sands software and hardware by business resources and IT was not involved. This project was to select some applications in the mining area and create an IT.
• Managed the creation of a local IT support team to perform these activities
• Defined standard support processes based on ITIL and Shell standards
• Negotiate support levels with the business
• Upgrade and stabilize the software so it met current IT standards and could be supported using current standards.
• Improve performance of the software and environment it eliminate the majority of the current issues.

Calgary, Canada Area

• Managed support services transition to an offshore vendor for all Shell North America Livelink documentation management and record management services.
• Lead evaluation of vendors and selected final vendor.
• Built knowledge transition plan and lead the execution of the plan in Canada then traveled to India to complete training
• Wrote and negotiated contract schedule with vendor to cover a 3 year contract term.
• Project completed within budget and timeline.

• Managed critical activities during the transition phase of a hardware, software, and project services outsourcing. Contributed knowledge and expertise to the greater team aiding transition of IT operational work and.
• Headed up resource risk mitigation activities to classify incumbent resources and extend contracts for crucial resources. Reduce flight risk and increased success of knowledge transition activities.
• During transition Identified, planned, and managed critical year end IT activities affected by resource resignations and planned vacations. Instituted retention strategies, arrange support and organize contingency.
• Managed IT operating model process development to ensure processes for IT operations are developed, tested, and communicated prior to completion of vendor transition. Merged processes from Accenture, HP, and Talisman.
• Diagnosed business impacting operational issues and lead efforts to identify root cause, optimize, develop and communicate solutions to improve customer delivery with the new outsources providers.

• Managed day-to-day IT operations of the Sales & Marketing department including all outsourced application support services, new development, strategic and resource planning.
• Developed positive productive team of 12 employees and 40 contractors.
• Delivered multiple projects for the Sales & Marketing line of business, including externally facing and internal applications, which provided the necessary information to run the business efficiently.
• Strengthened SLA's in vendor agreements and monitored delivery closely resulting in improvements to critical customer interactions.
• Revitalized focus on security for web transactions ensuring systems are built and monitored to a high standard.
• Manage a small team of on-site and off-shore resources that efficiently delivered approximately 15 million dollars in new project while supporting a suite of 100 applications in the production environment.

• Specifically selected as the Manager Application Outsourcing to manage the day-to-day operations of two strategic vendor relationships. Establishing consistent operations and improved project delivery.
• Managed Infosys, an off-shore IT supplier, providing 250 resources for application development and support services.
• Managed an off-shore global consulting company, Fujitsu Consulting, providing 20 resources to CP doing application development and support.
• Advised project and support delivery for all work undertaken by these two vendors.
• Managed $18 million annual financial obligation ensuring maximum return on investment.
• Implemented risk based metrics and monitoring process resulting in improved delivery, proactively handling of issues, and prompt communication to stakeholders.

• Selected as a SME for a one year project to outsource the application development and support services for 300 applications. Evaluated if outsourcing was the right direction for CP and then fronted the efforts with.
• Negotiated outsourcing agreements with two vendors Infosys, and IBM.
• Transitioned application support and development to Infosys over a 5 month period while maintaining SLA’s above targets.
• Established steady state vendor management processes on target and released 200 contract and employee resources on schedule.
• Delivered project on time and within budget.Manager Service and Problem Management

• IT Service Management owner for Change Management, Incident Management, Problem Management, Configuration Management, Desktop Services, and Enterprise Support Services.
• Directed all change advisory activities for the IT department.
• Overhauled the IT change process resulting in greater control of what and how changes are implemented.
• Maintained existing services and introduced new services like ITIL Service Level Management and IT Service Catalogue.
• Delivered ITIL training for all staff in the IT department which helped to solidify the adoption of these processes.
• Raised attention to other needed processes like Disaster Recovery, and the Service Desk that spawned additional projects to begin this work.

• IT Project Manager leading a team of 35 programmers and analysts that maintained CP’s primary corporate data store known as the SADB (subject area database).
• Established commonly used processes and methods for accessing corporate data resulting in streamlined project delivery that eliminated redundant work.
• Led the development of reports and metrics for tracking systemic issues so quick fixes for these problems could be implemented, resulting in a dramatic 50% reduction in incidents and improved service levels.

Chosen to represent CP in an IT alignment project with Union Pacific Railway because of my experience and knowledge in systems integration. Developed a standard rail transportation database format to be marketed to all the other class 1 railways. Venture did not proceed as Union Pacific determined they were not ready for such a large system change.

• IT Project Manager leading a team of 18 programmers, analysts, and architects involved in the restructuring of CP’s financial and commercial systems.
• Coached team to make sound architectural and design decisions that expanded company business in the marketing and sales area.
• Managed $38 million dollar project, responsible for technology choices, obtaining resources, IT budget, work plans and systems design.
• Led the evaluation of CRM and B2B solutions provided by numerous vendors.
• Recommended SAP, Vantive, and i2 as our technology platforms and proceeded through the detailed design phase of the project.Due to a refocus of capital spending for the company, this project was cancelled before its.

• Persuaded senior management to simplify systems in this area resulting on 50% reduction of applications and a move off of the mainframe platform.
• Represented the company as spokesperson in an industry wide committee on transportation data management and EDI protocols.
• Managed budget and work to complete platform change, delivered results 4 months ahead of schedule.

• Headed up a team of 10 developers as Team Lead and Architect for a corporate customer database.
• Designed system to store data centrally while provisioning data cross platform resulting in new corporate standard for systems design.
• Managed budget, milestones and expectations of Business and IT Architecture groups.
• Coached a high performing team to complete the project under extremely tight time lines.
• IT Industry recognition for unique design and novel implementation receiving a research and development tax credit of $700,000 from the federal government because of its unique use of messaging technology.

Conducted through performance measuring of an inter-railway contract management system, recommended alternative solutions to improve performance, and lead a team in the design and implementation of these improvements.

Led team of 8, in the maintenance of numerous grain management applications, and implemented procedures to increase the effectiveness of the grain maintenance team.

Owner of a small consulting company in Victoria BC. Performed software development, testing, application architecture, and data analysis. If you wish I can discuss or provide details of my experience during this time.

Bsc, Computer Science

Managing It Projects

Scheduling And Cost Control

Risk Management

Associate Degree, Project Management

Speaking As A Leader, Executive Communication Training

Leadership Action

Certification, Itil Foundation

Certified, Scrum Master