Tony Denford Email & Phone Number

Pickering, On, Ca

Toronto, Ontario, Canada

Toronto, Ontario, Canada

Led a team of CIO Advisory Directors to deliver measurable value to Info-Tech's C-Level members on topics such as Strategy, Innovation, Governance, Risk, Service Management, Operating Model, Organizational Design, Stakeholder Relations, and Performance Measurement.Also led the Member Experience Team to ensure member issues could be quickly issue-matched to available research products and facilitate analyst booking worldwide.

Toronto, Ontario, Canada

Provided Executive level advisory services to large book of clients. Achieved 122% of target growth for accounts serviced.

Toronto, Canada Area

Working in the CIO advisory practice, performed research and consulting with multiple clients in subjects such as;Service Management, (ESM, ITSM, Agile Service Management, Lean IT in Service Management)IT Strategy and Governance,Value and Performance Management. (Metrics, KPIs, CSF definition, Dashboards, managing using data, data driven decisions)Developed and published research blueprint on Enterprise Service Management.Developed Keynote on Enterprise Service Management.Developed and published research on building a Service Management Roadmap.Developed and published research blueprint on Lean Management.Delivered Enterprise Service Management session at Service Management World 2019.Developed and published research on Building IT dashboards.Developed and published research on developing Dashboards for use during a crisis such as the COVID-19 Pandemic.Coordinated the agenda planning process.

Toronto, Canada Area

Led a team of IT Lean professionals to establish Lean process improvements within IT&S organization in Scotiabank. The team identified and realized more than $43MM of savings in 2017 and more than $11MM in 2018.Established the Sustainment Practice within the IT Lean program to ensure the IT leadership team had the management skills to sustain the savings and continue to deliver ongoing process improvements.Focused on developing and delivering internal consulting on advanced problem management techniques, Lean management system, and organizational goal aligned metric development.Provided ongoing coaching on Lean management to IT leaders from SVP to Lean practitioners levels.

Toronto, Canada Area

Worked to develop Lean IT program for the Enterprise IT group at Loblaw/Shoppers Drug Mart. Promoted Lean IT culture and developed high level Lean program.

Toronto, Canada Area

Responsible for Change Management, Problem Management, Continual Service Improvement and Transition Management functions at Shoppers Drug Mart. Developed capabilities for Operational Health monitoring and improved Transition Management functions. Implemented visual management for operational health to facilitate better decision making for the Problem Management Process. Matured CSI practices through systematic data capture.Worked extensively on the harmonization efforts between Loblaw and Shoppers Drug Mart to build the best in class ITSM processes between the two, newly merged, organizations.

Toronto, Canada Area

Formed a new functional management team to establish ITSM base practices across all IT teams at Teranet. Initial focus was to roll out Triage, Incident, Problem and Change Management practices across all other Service Delivery teams and continue to mature the practice through continual improvement methods.Achievements in 2014 included:- Every Critical incident and problem downgraded within target and additionally put forward a successful recommendation to allow better oversight and faster downgrading in the future by having ITSM manage the process going forward.· 93% of all incidents (sev 1 thru 4) were closed within 3 days· Reduced number of war rooms to Zero in 2014.· Centralized unionized change administration from the Development teams which resulted in a 100% Change success rate while performing 54% more changes than the non-union team with twice the members.- Went from no problem management to where the team identified over 370 Problems- Documented workarounds on over 99% of problems- Determined Root Cause on 229 Problems- Prioritized and managed the permanent fix of 42 of these problems- Rolled out a problem prioritization process in conjunction with the development teams and Line of Business which is increasing quality and reducing overhead.- Successfully supported the migration to the new data centre.- Documented SOPs for more consistent delivery leading to; o 98.69% change success rate o Increased number of changes by 223. A 32.9% increase over 2013. o Rate of successful with issues improved by 103.49%· Developed Major Incident process model, standard incident, and problem processes· Standardized metric reporting for process adherence· Developed and rolled out ITSM working group, problem prioritization meetings, and Ops Council· Developed and rolled out Major Incident communication improvements· Took on responsibility for Balanced Score Card process and all major problems

Toronto, Canada Area

Managing the Unionized Application Support team for some of Teranet's core business systems to provide superior stability and service delivery to our business partners.Created Incident, Problem, Change, Transition and Service Level management processes for the team as well as establishing a single point of contact for our services. Created formal Service Catalogue and used service management metrics to drive continual improvement.Application support team is responsible for core mission critical Land Registry and Mapping(GIS) Application Support for the Government of Ontario's Minstry of Government Services (MGS) as well as database and LAN administration.

Consulted to Bank of Montreal (BMO) in the creation of an actionable service catalogue and to City of Toronto for establishing ITIL based service metrics.

Managed the transition of a Sharepoint/.NET implementation to the application support team for a critical client in the Property and Casualty Insurance vertical. Simultaneously introduced ITIL and ITSM best practices as the team’s volume increased ten times due to new implementation while improving response times and improving root cause analysis and resolution. Developed repeatable processes to be implemented in other Application Maintenance teams with respect to implementing operational excellence initiatives across the practice. Designed Service management processes for effective service operation and designed service catalogue and SLA management processes.

With extensive experience in the delivery of SMART Methodology in Application Support and Maintenance, moved to the Application Managed Services Team to further develop the methodology.The role of AMS manager is to further refine the SMART methodology, provide training for SMART certification courses and provide AMS consulting and expertise to existing and potential clients of Sierra Systems.Developed and devilered AMS certification courses throughout North America.

Sierra Systems delivers peak performance to our clients by offering a full range of management consulting, systems integration and managed services tailored to the unique needs of each industry.

Solution Manager for one of Sierra Systems largest clients directing a team of 32.Developed an application support strategy for Toyota with a budget of over $2M.Established standard industry best practices across all support teams and introduced ITIL best practices to other operational teams within Toyota.Consolidated multiple support teams into one Application Maintenance Group and successfully reduced occurrences of incident by 90% and backlog of problems by over 50% in less than a four month period.Managed Vendor/Supplier relationships.Key resource on conversion project from Vantive to Assyst ToolsHelped to establish CMDB, Incident, Problem, Change and Release and Service Catalogue processes.Worked within the ‘Toyota Way’ to drive Kaizen Continuous Improvement initiatives

Consulting position to reverse engineer a legacy COBOL student loans system and write specifications for the system to be re-written using .NET technology

RIS Manager for Foresters account. Led the RIS team in transitioning Forester legacy Consolidated File Maintenance (CFM), Loan Database and Payment Processing systems to a new RIS solution CFM was Foresters primary certificate management system. Transitioned the new Billing and Collections (B&C) system to the RIS support team. Provided production support, including on-call, for the CFM, Loan Database, PAYPROC and B&C systems.Led the CFM, Loan Database, PAYPROC & B&C support team in day-to-day tasks. Provided back-fill project resources for ad-hoc Foresters projectsProvided stewardship reporting to Foresters managers and directors on a quarterly basis

Managed multiple teams of up to 12 developers.Primary support contact for legacy Extra Care Protection (ECP) system. Provided production support services, including on-call for multiple Toyota Systems including; Vehicles, ECP, Parts, Administration, Dealer Development and Finance and Accounting.Provided consulting to ECP replacement system project teamManaged the Connect/Direct project to standardize file transfers to and from all Toyota systems.

RIS Team Leader of up to 15 developers at CIBC Mellon providing IT demutualization solution services that have more than doubled the clients business. Demutualization projects were completed on time and within budget despite extremely short deadlines and high volumes of data.Led a team to develop a scanner software application that scans returned proxy forms and included bar code processing technology. Using Visual Basic the information was uploaded to the UNIX server. Implemented a change control procedure and rolled out training for all developers in order to facilitate Y2K audit requirements.Performed production support for client’s main application.Involved in a NetBackup initiative for all servers within the client site.

Provided guidance on issues related to general running of a successful business.Reviewed safety procedures for all centres and implemented integrated lock-down procedures and annual safety review procedures.Provided guidance on succession planning for management, staff and board members.Worked to revive the Early Years Program funded by the Government of Ontario to integrate pre-school, school age and parent support programs into one easily accessible program.Recruited suitable board members from parent base.Helped to clearly define the role of the board in the organizational structure.

Was brought back to the Securities Lending System of Royal Trust to act as the Project Leader for a team of 10 on a critical development project. Assigned tasks to the team, acted as liaison with the users and conducted product presentations while providing analysis, design, programming, testing, and production support expertise.

As a Project Leader with Fastrak Systems at Royal Trust, was sought out to lead the in house Mutual Fund System development team. Assigned tasks to the team of 8, acted as liaison with the users, and conducted product presentations while providing analysis, design, programming, testing, and production support expertise.

Acted as a Programmer/Analyst for two years on the Securities Lending System before being promoted to the position of Project Leader. Led teams of up to 8 developers. Provided analysis, design, support, programming, testing and production support within the development team.

Provided Programmer/Analyst functions. Performed analysis, design, specification, walkthroughs, coding, testing, documentation, quality control and production support.

Duties included data entry, database amendments, creating backups and contacting clients about their availability.

Certified Ams Trainer

Itil V3 Certified

Btec, Computer Studies