Hired to help a rapidly-evolving Technology Start-up scale up their people, processes, and production capability. Responsible for the Production, HR, IT, Facilities, and Administration functions, Strategic Planning, and Leadership Development at all levels of the organization.• Instantiated and formalized key Operations functions including Manufacturing, Human Resources, Facilities Management, and IT Support• Worked to dramatically improve manufacturing unit quality and throughput through continuous optimization of existing and new processes and procedures• Implemented the R.A.C.I. (Responsible, Accountable, Consulted, Informed) framework as a key part of the company’s operating system• Created and implemented a robust and nimble hiring funnel which resulted in multiple key hires and the subsequent on-boarding of substantial outstanding talent• Successfully located and facilitated the organization’s move to new and expanded business/production facilities

Fractional COO/CTO/CIO, People Development, Business Coaching, Organizational Due Diligence.

Initially hired to evolve the Information Technology team and infrastructure. My role progressed through a variety of positions, including Director of Human Resources, Director of Quality Assurance, and Sr Director, Operations- culminating into the role of Sr Director, Technology and Operations (CTO/COO) where I was responsible for the company’s Technology, Cloud Development (Web), Business Analytics, Information Systems, Quality Assurance, Human Resources, Finance, Facilities, and Administration departments and reported directly to the CEO of the companyIn this portfolio, I had overall responsibility for 8 Directors, more than 150 staff across multiple locations, and budget of more than $30 Million. As a member of the company’s Senior Leadership Team responsible for developing, aligning, and coordinating over-arching department and corporate business missions, goals, strategies, and tactics. Individually tasked with a personal focus on Leadership Development at all levels and within all departments of the organization, and given full responsibility for planning and facilitating Sr. Management Strategic Off-Sites.• Consolidated several groups under one umbrella, improving proactivity, accountability, consistency, reliability and cost efficiency, which resulted in savings to the business, better collaboration between teams, in addition to being able to build a more proactive and reliable Information Technology services area.• Built Information Technology team from scratch enabling significant improvements in system reliability, employee productivity and engagement at all levels, while minimizing confusion and lost time.• Developed and Implemented monthly Employee Satisfaction Program helping to create and retain a more engaged team.• Hired, managed and mentored several other departmental leaders which eventually lead to my own redundancy as centralization under Electronic Arts took place and it was clear that the people reporting to me were ready to lead.

While with ATB I was responsible for managing all resources related to the strategic and tactical direction for the company’s mainframe, server, deskside, and Help Desk infrastructures. Since my portfolio contained some outsourced teams; we built vendor management, definition and management of Service Level Agreements, Key Performance Indicators (KPIs) and Customer Scorecards. Ownership, implementation, monitoring, and continual updating of the portfolio’s 36-month rolling Strategic Plans for computing infrastructure. In addition, my team was tasked with the development and maintenance of comprehensive Disaster Recovery Plans for all business and customer data. • Disaster recovery plan / business resumption program – replaced legacy system with evolving system recovery plan• Oversight of all outsourced systems – creation and monitoring of the Service Level Agreement with IBM enabling user downtime due to system malfunction to less than .05% of the time improving company productivity.

Initially hired to form their Information Technology department and steer construction and fitment of their new facilities on Roper Road. Promoted to Information Services Director, reporting to the CEO, where I provided strategic and tactical direction of teams responsible for the company’s computer, telecom, and data infrastructures. Provided strategic leadership of the company’s overall technology infrastructure, budgeting, staffing, and long-range planning requirements. Chaired the Change Management committee. As a member of the Senior Management team provided IS portfolio context and directed general Intuit Canada business operations, product development, brand management, and marketing plans. • New corporate facilities built, staffed, and fully operational in record time, ahead of the tax season deadline.• Directed the organization’s first internal open data management project “Operation Hairball” which focused on the integration of 37 disparate information data streams into one central system, enabling simpler and faster transmission of information across the company and ultimately much better decision making.

Initially hired as Unix Support where I coordinated and provided support for enterprise and pipeline-specific Unix hardware and software. Promoted to leading the Help Desk, where I directed and managed teams responsible for Tier-1 support of Enbridge’s desktop computer environment. Managed desktop evergreen facilitated vendor management. Promoted to Technology Services Supervisor where I directed and managed Tier 1 and 2 teams responsible for 7x24 support of Enbridge’s computer infrastructure, datacentre, and Help Desk. Facilitated business-appropriate solutions for customers and full-cycle vendor management. Provided tactical and strategic support for corporate IT initiatives sponsored both internally and in partnership with other business units. Successfully lead an extensive Data Centre refresh and the company’s Y2K infrastructure initiatives, all with zero impact to pipeline operations.• Successfully lead an extensive Data Centre refresh and the company’s Y2K Infrastructure initiatives, all with zero impact to 7x24x365 pipeline operations.

(specific role/responsibilities available upon request)

(specific role/responsibilities available upon request)

(specific role/responsibilities available upon request)

(specific role/responsibilities available upon request)