Returning Officer for Central Okanagan-Similkameen-Nicola

Coach teams on business relationship management including demand shaping, prioritization, value realization and strategic planning

Led an empowered team of IT professionals in the transformation of technology within Tolko. Accountable for the vision, leadership, development, maintenance and support of Tolko's business and mill networks, servers and applications. Responsible for the technology strategic plan which met the diverse needs of the company and its employees and which complements and supports the strategic plan of the company. IT's primary mission is to positively contribute to the uptime and thereby the… Show more Led an empowered team of IT professionals in the transformation of technology within Tolko. Accountable for the vision, leadership, development, maintenance and support of Tolko's business and mill networks, servers and applications. Responsible for the technology strategic plan which met the diverse needs of the company and its employees and which complements and supports the strategic plan of the company. IT's primary mission is to positively contribute to the uptime and thereby the revenue at every business unit. Show less

Accountable for the overall delivery of contracted services to the client. Effective mix of client relationship management, operational management of support activities, oversight management of capital project work, resource and financial management. The role required an ability to integrate the various components and adjust focus areas to meet the evolving business requirements. In addition to the client facing role, responsible directly for the ongoing development and growth of Fujitsu.

Responsible for managing a team of volunteers to provide a holiday venue of decorated show homes in Calgary, delivering fund raising for Kids Help Phone.

Led program turnaround and execution for this leading Canadian telecommunications and media provider. Led team of 300+ employees/contractors in the complete replacement of Shaw’s customer-facing legacy systems using agile delivery. Managed capital plan of ~$60M annually.Moved stalled program from planning to execution in three weeks; increased internal employee satisfaction from 30% to 63% in 10 months; and set up entire wireless delivery framework.

As a strategic delivery business partner, sustained systems and maintained smooth business operations during period of new system (project infrastructure/application) development. Oversaw 125 employees. Implemented adaptive software delivery methods focusing on team engagement, as well as coding and quality standards. Negotiated and managed a co-source application support and delivery model with key vendor. Led software implementations from a 75% failure/roll back record to a… Show more As a strategic delivery business partner, sustained systems and maintained smooth business operations during period of new system (project infrastructure/application) development. Oversaw 125 employees. Implemented adaptive software delivery methods focusing on team engagement, as well as coding and quality standards. Negotiated and managed a co-source application support and delivery model with key vendor. Led software implementations from a 75% failure/roll back record to a 98% quality success rate in one year and increased delivery capacity by 35%.Integrated a project portfolio management framework and rapid application assessment process that centralized initiatives for 35 Vice Presidents. Replaced billing system. Transitioned Tier 3 Support team from being “roadblocks” to “partners in delivery.” Reduced turnover from 10% to < 2% per month. Developed a system that decreased call centre calls by 40,000 per month at approximately $20/call.Drove team’s satisfaction engagement rating from 35% to 61% (125 employees/contractors). Show less

Managed the logistics for the annual Walk for Kids including tents, garbage, security, stages, water, toilets etc.

Vice President, Information Technology (2000 - 2006) Director, Information Technology (1998 - 2000)Led a fragmented and decentralized IT team to a new level of technical competency in response to company’s need to maintain global competitiveness for this leader in security services (625,000 employees and operations in 110+ countries). Built team from 3 to 35 associates. Reported directly to the President. Built up all aspects of customer facing systems. Worked in alignment… Show more Vice President, Information Technology (2000 - 2006) Director, Information Technology (1998 - 2000)Led a fragmented and decentralized IT team to a new level of technical competency in response to company’s need to maintain global competitiveness for this leader in security services (625,000 employees and operations in 110+ countries). Built team from 3 to 35 associates. Reported directly to the President. Built up all aspects of customer facing systems. Worked in alignment with IT Operations in the UK, Australia, Asia and Europe. Created roadmap application that replaced obsolete systems, led strategic planning, budgeting and forecasting for a multi-million dollar budget. Decreased bank processing times by 800%; translated President and BOD mandated strategies across company worldwide; implemented project management framework as well as full-scale Disaster Recovery and Business Continuity Plans.Centralized and standardized the integration of five regional call centers into two locations; reduced call centre hold times by more than 400%Introduced “Strategic IT Planning Days” that became a critical component of senior level strategic business planning. Show less

Directed creation of the entire Year 2000 (Y2K) Program for the Rogers Group of companies. Managed a $51M budget. Formed cross-divisional team and achieved a 95% score on the external auditor’s report. Conceived of and deployed an Executive Dashboard across the organization. Reported to CIO.

Led start up of this newly formed shared services organization (Professional Services) initiative ($20M+ project) that merging five separate IT organizations. Implemented 7 new call centres with staff ranging from 35 to 260 agents. Responsible for leading technology initiatives at various times for Rogers Cable, Wireless, Broadcasting and Corporate offices.

Developed standardized PC desktop for the entire company (17,000 employees). Implemented and supported all systems for Wireless, Cable and Broadcasting including data centre, network and telephony operations/support for 16 company sites across Western Canada. Chaired the Disaster Recovery Planning Committee.

Led all IT operations and project management for the Rogers Groups of Companies (Wireless: Server and Infrastructure, Cable, Television, Broadcasting and Call Centres). Managed 15 IT professionals. Turned around internal call centre from “poor service” status to 92% customer satisfaction in one year.

Led a team of 17 in the management of LAN and WAN networks, as well as the payment processing function for the Cable and Wireless divisions. Automated entire payment processing system, streamlined operations and added wireless payments option without adding staff.