Robert is a principal with Informative Services Group (formerly Consulting Resources Group). With extensive project management and analytical skills, Robert is committed to ensuring that initiatives achieve successful completion. He participates in the improvement of service delivery capabilities by developing procedures and methodologies and teaching others. He also designs, develops, and maintains client web sites.

As a client, the Law Society of Alberta engaged Robert to implement an employee Intranet, renovate their public website and rejuvenate their document management process for shared and regulatory documents. The Daily Page (Intranet) was completed in 2008, the public website went "live" in 2010 (see the new public website at www.lawsociety.ab.ca) and the document management process, as well an additional project to make all public forms interactive, was completed in 2009.

In Enterprise Services, responsible for infrastructure architecture and standards, strategic planning for collaboration, communications, and domain naming, enterprise software licensing, and voice services. Participated in benchmarking, financial analysis, and outsourcing negotiations.In Company Systems, responsible for determining and implementing collaborative and knowledge based systems and communications across MDS, including formulating strategies for existing business-unit based systems.

As a consultant to MDS, ran the Program Management Office for the Year 2000 Project (only minor problems were encountered at the end of the project and the company’s operations proceeded normally without interruption). Also, gathered requirements and worked with an outside vendor to develop the MDS Intranet site, LINK.

In outsourcing, was responsible for managing four Toronto clients and ensuring that all aspects of their outsourcing needs were met (Help Desk, Network Operations, Telemanagement, Engineering, and Computer Processing. Performed all functions including support for sales and marketing (opportunity identification and contract negotiation), transition of services to SHL Systemhouse, client management, service level reporting, and financial management.NOTE: SHL Systemhouse Inc. was acquired by MCI Worldcom and was later sold to EDS.

For information systems, was responsible for all financial, project management, and messaging systems as well as all data networks. Spent six months in 1993 in the UK on a special assignment to "turn around" their money-losing operations. Provided internal consulting support for project audits and outsourcing centre set-up.

Responsible for providing computer management, methodology, and technical consulting services to a broad base of clients. Work included user training, situation analysis, requirements definition, package modification, hardware configuration, and installation of solutions. Provided support for the Goods and Services Tax implementation.

Started as a Programmer/Analyst in 1978 and worked through various client assignments and projects to become a Project Director and Senior Consultant by 1987. Client projects included the design, development, and implementation of accounting and financial systems, trust accounting, hospital systems, weather information databases, contract award and tracking, library applications, inventory, and personnel systems.Participated in the annual planning session and monthly review sessions, prepared and evaluated proposals and business opportunities, and reviewed proposals as a member of the “red team”.Active in the Methodology Network, wrote the Project Audit Manual, participated in the development of the Technical Architecture Guide, and taught the Project Management Course.

Obtained extensive programming and accounting experience through the University of Waterloo's co-operative work/study program by designing and developing both financial and operational systems for the Commercial Products Division.NOTE: Atomic Energy of Canada Limited sold the Commercial Projects Division, renamed Nordion, to MDS Inc.