Member of Yorktown Family Services (YFS) Board of Directors. YFS is a fully accredited community service agency comprised of an infant, child, and youth mental health centre; a women’s shelter and community-based violence against women services; and an integrated services site offering rapid access to multiple mental health, primary health, and social service programs for youth and young adults.

The Academy for Sustainable Innovation (ASI) is a Canadian charity with the goal to empower leaders to advance the transition to a low-carbon, socially-inclusive future. ASI programs offer education and training to help organizations and individuals build up their leadership capacity to advance sustainability initiatives within workplace or community.

Back at Deloitte as a partner in Audit & Assurance, Vanessa leads the technology advisory practice in Ontario, focusing on financial systems and cloud solutions for the mid-market. Vanessa is responsible for business development, delivery and people management with the objective to automate processes and bring efficiencies to Finance teams. Vanessa supports the national practice in Canada and Chile. Technology advisory services include Enterprise Resource Planning (ERP) and Corporate Performance Management (CPM) system selections, project management, Chart of Accounts design, implementation advisory and implementation of pointed solutions such as Blackline, Workiva, Concur among others .

Appficiency is an awarded Oracle Netsuite implementation partner headquartered in Toronto with 4 other offices around the world, and a hyper-growth company since its inception in 2014. Vanessa came onboard to complement the leadership team and execute on the vision to provide the best technology solutions for our clients to meet their unique business needs. Vanessa led the delivery team in Toronto with a headcount of 40 individuals, both onshore and offshore, and was responsible for all Netsuite implementations in Canada, which amounted to 30+ clients and 60+ projects at any given time. She also managed the Canadian P&L and was accountable for the business performance in Canada. Even though Vanessa had no mandate to sell net new deals, she led over USD$6M in business development opportunities in 2021 from existing clients who want to expand their Netsuite deployment, which attest to their satisfaction with the services provided.

Vanessa was hired to build the Financial Technology Advisory practice nationally and was responsible for developing the team and methodology, as well as driving sales and services delivery. The practice in Canada grew from 2 to 20 resources and CAD$1.5M revenue in the first 2 years, and Vanessa also helped build the practice in Chile and Mexico. She now leads the Ontario practice and manages 16 people and 10+ active projects and 20+ pursuits at any given time, generating an annual net revenue of CAD$3.5M just in Ontario and consistent yearly growth of at least 30%. - Provided advice on Corporate Performance Management system implementation and shared our perspectives on design blueprint, testing, training, data migration, project management and change management. Vanessa's role was to highlight potential risks, provide templates and recommendations on how to resolve project issues.- Developed functional requirements, high-level process design, business case and conducted vendor selection. Then Vanessa assisted the client with: chart of accounts re-design, budgeting odels re-design and mock-up of core reporting. - Led IFRS16 conversion composed of work streams: System Selection, Implementation Support, Business Process Development, Comparative & Implementation Year Readiness, Project Management. Vanessa was the project manager and managed teams from Deloitte, the client and the vendor. She planned and helped execute activities required for a successful conversion to the new lease standards without disrupting the current operations and enabled the client to be one of the early adopters. - Conducted system selection of an integrated Enterprise Resource Planning and Corporate Performance Management solution and provided methodology and best practices on vendors evaluation. Responsible for mapping current processes and IT landscape and developing functional and technical requirements for the proposed solution, as well as conducting RFP and contract review.

Trajectory is a NetSuite partner and a boutique Consulting firm specialized in cloud based ERP, CRM and Financial Management software, including implementation and support. As Senior Project Manager, I managed all project implementations and on-going support contracts as well as the relationship with around 15 clients. I also accumulated the role of PMO lead, where I take care of internal policies, process improvements, HR initiatives and Resource Utilization reports.A standard implementation takes approximately 6 months and budget ranges from CAN$50K to CAN$1.5M. During the project lifecycle, I manage the schedule and the budget, as well as the resources (Consultants and Developers) and the communication with the client from pre-sales to post go-live.

Achievers is a Human Capital SaaS company based in Toronto and offices in the USA and UK. Their product is a points system that employees can exchange for rewards. As a member of the Professional Services team, I was responsible for the end-to-end delivery of Employee Success programs to clients in North America across different industries such as: Consulting, HealthCare, Marketing and Accounting. Programs budget ranged from CAN$300K to CAN$1.3M and the implementation took between 8 to 12 weeks, including software configuration and change management. I used to manage up to 5 different projects simultaneously and my clients were HR VPs and Directors who would be the sponsors of an Employee Success program.

Siebel Upgrade Defect Coordinator:The Siebel 8 Upgrade for the largest Telco in Australia was an AUD$20M deal impacting 10K end-users and 60+ internal and external systems. It also had a large automation component in the testing phase.As Defect Coordinator, I had the following responsibilities:- Manage defect triage activities across all work streams and test phases, adding up to 13 different testing silos in Melbourne, Chennai and Bangalore; - Drive any issues blocking testing progress until closure. This included managing people from 11 different teams without being their direct manager;- Oversee the delivery of 26,656 workdays.By my 5th week on the project, the defects backlog had dropped by 60% and resolution turnaround had been cut by half. This enabled the team to complete testing on time and to increase client satisfaction with the overall program status, which was the primary reason for bringing me on-board. Products Catalogue Delivery Manager:Responsible for delivering new products and capabilities in Siebel and Kenan platform for largest Telco in Australia. Every catalogue release I managed (16 in total) have been delivered on time and on budget without any major defects reported in Production.Leading a team offshore of 43 people together with 2 managers in the India Delivery Centre and 6 people in Melbourne, my team was responsible for the whole delivery lifecycle of the client’s Products Catalogue comprising 4K products. Focus on process improvement, software quality, faster time to market and cost reduction, as those were the client's top priorities.

Common Spare Parts System Implementation at Large Automotive Client:Global implementation involving four continents and a spare parts common system for large Automotive client worldwide. I was in charge of building the link between the central team in Italy responsible for the system’s development and the local users in Brazil during all phases of the implementation.Tasks included: gathering users’ requirements for Supply Chain processes, writing functional designs and test cases, testing the system with the users, reporting status to the Executive team worldwide, delivering training sessions and supporting the go-live. Due to my deep knowledge of the system and understanding of their Business, I was appointed by the client as their main advisor on Spare Parts Demand Planning and Operations for nearly 2 years. PMO in Data Migration Project:One of the largest Telco’s in Brazil acquired a smaller mobile company and hired Accenture to perform the data migration. As a member of the Project Management Office, I was responsible for reporting on all testing phases carried out during the migration of clients from one carrier to the other. My tasks included evaluating and raising awareness to risks and potential problems while assessing the testing preparation and on-going activities.After two months, I managed to develop a good relationship with the client. This gave me full access to their internal teams that were running pieces of the project and reluctant to share information initially.

Test Lead at Mobile Number Portability Launch:The client was an organization created by the Brazilian government to coordinate the Number Portability Service Launch in Brazil.Responsible for planning the integration tests between the public agency and the carriers involved in the process, my main duties included designing complex scenarios and writing detailed test cases to be executed daily by each carrier. In order to do that, I had to understand the functional rules and the business requirements of all stakeholders involved.This assignment had a big exposure in the national media, making it a high-pressure environment. Working the night shift in order to have the test plan ready by early morning, I have planned 800+ test scenarios and enabled 4 carriers to complete their testing on time.Test Lead at Provisioning System Implementation:My role was to manage all phases of the testing process for the new provisioning system to be implemented at a large Telco client, using applications developed by Telcordia (Granite, Expediter, Activator) and BEA (SOA). I was in charge of a ten people team, responsible for testing the internet products, including test planning, execution and results validation with end-users. We went through all the phases of Testing, including Product Test, Integration Test and User Acceptance Test in compliance with the Accenture methodology. Project implemented on time and benefits realized on the second month after go-live, when order fulfillment time decreased by 63% and all the steps of the service activation were done remotely.

Billing Implementation for Largest Telco in Brazil:I was part of a functional team responsible for the evaluation of the product test of the new Billing system being implemented at the largest telco in Brazil and affecting 25 million clients. At first my roles were functional analysis of the testing results and configuration of a specific system module.After a few months on the project, I began to focus on test planning and designing IT solutions for billing new products. I was also a test lead, taking care of the entire life cycle of an integrated product test, including planning, writing test scenarios, testing execution and communication with the users on the results. I had a team of 3 people to manage.IT Architecture Project at Large Telco:The main goal of the project was to validate the IT Architecture adopted by the client in order to decrease the gaps between the organization and the industry best practices.My role was related to IT processes design, mostly based on the eTOM Model, and to data collection about all the company's systems in production. It also included research on IT Governance Models (i.e.: ITIL and COBIT).Restructure of Government Telco Agency:As an intern, I have worked at a process modelling project for the Brazilian Government Agency for Telecommunications. The project’s objectives were: the optimization of methods and processes across the Agency and the review of the organization’s structure. My role was mainly related to processes modelling and workflows design. In addition, I worked on the reviewing and formatting of documents elaborated by the team.