Tammy Dodd Email & Phone Number

Alberta, Canada

Responsible to the Director of the EPMO, overseeing 3 portfolio of projects (Digital & Automation, Products & Services and Resilience & Preparedness) whilst driving out the new EPMO delivery methodology. - Establishing and creating the EPMO delivery methodology in conjunctions with several key stakeholders- Leading a series of high visibility programs & projects to execute on the strategic objectives in association with the delivery of the corporate plan for CBS.- Playing a key role in ensuring collaboration and integration of activity between multiple lines of business.- Overseeing & supporting the execution of projects through excellence in program and project management oversight, navigating risk and escalating issues as required while assuring compliance with all corporate portfolio reporting requirements.- Responsible for multiple projects with large teams, complex budgets, and multiple stakeholders at an executive level- Navigating multiple competing priorities, executing with urgency, building teams, leading and coaching other project managers for high-performance outcomes.- Managing and implementing change within a non-unionized and unionized workforce environment- Responsible for managing new product or process introduction in the regulated environment

Calgary, Canada Area

Responsible to the Associate Vice President of the Enterprise PMO, overseeing the day-to-day operations of running and developing a world class PMO:- Conceived, Designed and Developed the Enterprise Investment Planning process for all of Canadian Tire Corporation (CTC) capturing all investments up to 2026 onwards.- Developed the Strategic Hierarchy, ensuring all projects strategically aligned to a portfolio (Strategic, Banner & Sustainment portfolios)- Ensured CBA (cost benefit analysis - business case) were completed and the Business Case metrics were capture for each project to assist with prioritization eg: prioritization based on ROI, IRR and NPV- Developed and Managed a PMO of ~50 people including Program Managers, Portfolio Manager, PM’s, Project Analysts, Project Coordinators running Agile, Waterfall and Operational projects.- Hired full and contract PM’s to maintain the peaks and toughs of project delivery- Responsible for the stage gate approvals on all projects and ensured the projects adhered to our IT Governance model (SMART framework)- Manage the ITPMO helpdesk team that provides support to the IT PMO Community on Funding and Governance - Released Funds as per the governance model for all Capital projects- Worked on improvements to the stage gate model to include Risk/Transition/ Architecture- Gathered the project candidates for Post Implementation Reviews, and worked with Finance to compare CBA benefits to actual realized benefits.- Created various EVP level presentation, including compliance reporting on Funding/Spend vs Budget/Governance/Artifacts and Risk- Defined and produced a Project Health Dashboard for a portfolio of 200 IT projects- Produced monthly PMO metrics highlighting targets and trends- Produced a Weekly Issues Report on the large projects currently in flight to see cross project impacts- Chaired the bi-weekly Demand Council meetings ( Project Pipeline) with the VP’s on funnelling the current demand of new projects.

Calgary, Canada Area

Enabil Solutions designs leading edge solutions to serve customer care and billing platform needs. I was responsible to the Vice President of Development on rolling out several projects:Senior Project Manager – Team Size: 25 (Architects, BA’s, Developers, QA’s, Release managers and project managers) • 2 teams, 1 in Calgary and 1 in Bangalore• Interviewing, hiring, on boarding of team members• Agile project management methodology• Ticket management via JIRA, reporting on ticket resolution (i.e., bugs, faults, enhancements, etc.)• Supported Sales on demonstrations to international customers• Set up processes for the department on PMO standards and templates (there was no PMO in Enabil)• Weekly updates to CEO and Executive Team

Calgary, Canada Area

Program Manager- Technology Transformation: Responsible to the Vice President of Technology Overall Department Budget: $70M (launching Mobile)Team: 15 Project Managers (each with their own virtual teams and budgets)• Projects were delivered using the agile methodology and a strong emphasis on Change Management for successful realization of ROI’s.• Worked with a variety of business leaders to identify business challenges that could be alleviated through technology transformation, business process improvement and coordinated solutions.• Worked with the business on demand management and portfolio prioritization• Interviewed and hired PM’s for the team• Worked with PMO to establish project governance material and standard templates for PM’s• Trained the PM’s on Agile methodologies and Change Management principles• Weekly updates to other business units on the projects in my portfolio

London, United Kingdom

OneTel is a fully owned subsidiary of Centrica. OneTel is a provider of Landline, Mobile and Internet services with over 1.5 million customers in the UK Director of Operation (Head of Operations)Budget: $8.5MTeam: over 40 Responsible to the Sr. Director of Network Operations for the day-to-day operation of the voice network, capacity management, and the Voice and ISP Technical Support teams including 40 staff and contractors. • Developed a 5 yr. strategy for the Switch, Capacity Management and Voice & ISP Technical Support teams including migration from a TDM to an IP core (VOIP services).• Responsible for the 24 X 7 maintenance of the voice traffic and would lead all IMT’s (Incident Management Teams) went outages or degradation of service occurs.• Owned the supplier operational relationship, including Service Review meetings, contract, and SLA (Service Level Agreements) negotiation and ownership, with Vodafone, BT, Global Crossing• Reporting to the business and senior executives on all aspects of the projects in my department. • Pre-sales support to B2B and Corporate sales teams, including shared KPI’s with Margin Management to optimize our LCR (Leased Cost Routing)• Recruited for vacancies and worked through a lay-off (downsizing) exercise with Human ResourcesProjects Included:• Merger of two companies: OneTel acquired TeleGlobal• Managed the integration of people, systems, and processes after the merger • Change Management was paramount as this merger was based on the how successful the people were trained, integrated, and accepted the new process and systems.• Implemented a new IN platform (Teligent), Budget $4M• National Traffic Migration (C&W), Budget 500K. Once implemented, saved the company $2M annually• Billing platform (Intec), Budget $4M• Tendered for a Unified Messaging System. The project was limited to the contract negotiations only.

London, United Kingdom

Director of Product Development Team: 5 Managers each with Virtual Teams within the companyResponsible to the Group Operations Director on all new products. Through the program management of all the projects, new products were successfully developed, built, and activated under my authority and careful supervision, including, SDSL, Ethernet (IP VPN), PPCs (Private Partial Circuits), NGN (non-Geographic Numbering). Seek out & evaluate opportunities for new products and business opportunities. P & L responsibility on the projects, $10M budget for phase 1 of the SDSL rollout. • Owned the program of all the products under development including the change management criteria• Set up virtual multi-skilled teams within the business for each product by having a good understanding of the product, business, and people, vital for a successful deployment.• Developed the business plan for the wholesale SDSL deployment.• The Ethernet and SDSL products enabled Fibernet to win business valued in the 10’s of millions• Established the Customer Service processes and procedures necessary to order and maintain circuits, taking into consideration the fault processes and escalation path.• Overseeing the development of a new OSS (Operations Subscriber System)/CRM web based front-end system, ensuring the Change Management methodology was adhered to.• Negotiated the contracts, including purchase agreements, software maintenance agreements and support contracts on several of the products.• Leading the industry by being the first Local Loop Un-bundling (LLU) player to develop an XML interface into BT’s systems, thus providing a completely automated end-to-end provisioning system

Cambridge, United Kingdom

Director of Business Support – Virgin Media (formally NTL) Staff: over 50 permanent and contract staffResponsible to the Senior Network Director for new business installation in the eastern region of the UK.• Accountable for a broad range of successful installations worth up to $2M pa for prestigious customers including Cambridgeshire and Hertfordshire County Councils, Addenbrooke’s Hospital, Cambridge University, UUNET and PSINet ISPs and Northampton News.• Responsible for the installation & 24x7 maintenance of the data circuits to ISPs with annual revenue of c.$2M• Key member of Bid Review Board assessing the potential profitability of all major business proposals.• Act as liaison and PR person, dealt with delicate situations with large business customers.• Manage tendering and negotiation processes for the employment of contractors.• Key player in the growth of a start-up cable company to one owning 40% penetration of the market.• Introduced KPIs to monitor progress and aid decision-making. Set up Service Level Agreements (SLAs) and standard procedures for all business products, which were subsequently adopted nationally.• Successfully developed The Competency Framework, a common grading system with associated competency bands, for all technicians.• Collated and presented the monthly regional board report, highlighting the region’s performance against its key performance indicators.

Cambridge, United Kingdom

Calgary

Computer Science And Data Processing, Major

Education record

Education record

Education record

Education record

Education record