Responsible for the delivery of 9-1-1 solutions to various levels of governments. Leading effort within Solacom to update Project Management processes. Managed projects of up to $10M value.• Managing Projects of Strategic importance• Increased PMO focus on Scope Management, leading to better margin control of projects• Leading update of Solacom Project Management templates and processes

Responsible for the creation of Business Requirement Documents and System Requirement Specification Documents for multiple projects.• Meet remotely with Project team members to understand their organizations• Determined the level of detail required in the SRS document at this time• Progressively elaborated the requirements. This ensured that the end users were comfortable with the process prior to requiring more information.• Identified process gaps. Led initiative to solve… Show more Responsible for the creation of Business Requirement Documents and System Requirement Specification Documents for multiple projects.• Meet remotely with Project team members to understand their organizations• Determined the level of detail required in the SRS document at this time• Progressively elaborated the requirements. This ensured that the end users were comfortable with the process prior to requiring more information.• Identified process gaps. Led initiative to solve the gaps.• Skills Used: Leadership, Project Management, Business Analysis, Process Creation, Vendor Management Show less

Responsible for the delivery of Customer Facing Projects for the Managed Services and Professional Services teams. Responsible for the management of internal projects. Initiated the first PMO at Grade A. Responsible for the dispatch of 5 Senior Systems Integrators. Responsible to for the billable time of 5 Senior Systems Integrators, Project Coordinator and self.• Delivered projects to Grade A customers by building excellent relationships and managing internal teams effectively and… Show more Responsible for the delivery of Customer Facing Projects for the Managed Services and Professional Services teams. Responsible for the management of internal projects. Initiated the first PMO at Grade A. Responsible for the dispatch of 5 Senior Systems Integrators. Responsible to for the billable time of 5 Senior Systems Integrators, Project Coordinator and self.• Delivered projects to Grade A customers by building excellent relationships and managing internal teams effectively and professionally.• Initiated an improved project review process upon the signature of a contract.• Mentored Project Coordinator.• Workload of more than 40 concurrent projects.• Developed RACI charts for the delivery of the different project types.• Merged the PMO into the Professional Services organization.• Delivered weekly project updates to internal stakeholders. Show less

Responsible for the delivery of Customer Facing Projects for the Networking and Software Development teams. Responsible for the management of internal projects. Responsible for the operational rebuild of the Nova Project Management Office. Responsible to ensure that every project was assigned to billing upon completion.• Delivered projects to Nova customers by building excellent relationships and managing internal teams effectively and professionally.• Where needed or requested… Show more Responsible for the delivery of Customer Facing Projects for the Networking and Software Development teams. Responsible for the management of internal projects. Responsible for the operational rebuild of the Nova Project Management Office. Responsible to ensure that every project was assigned to billing upon completion.• Delivered projects to Nova customers by building excellent relationships and managing internal teams effectively and professionally.• Where needed or requested, assumed control of projects. Normally done when a project was late in delivery or in other trouble.• Reviewed every project request for completeness and suitability for Nova • Mentored Nova employees who were responsible for managing projects• Re-wrote the Nova PMO Charter to make it more descriptive and focused on Nova’s needs.• Developed a standards-based, Nova-focused series of templates and documentation that gained adoption for the management of projects.• Developed measurements, measuring tools and processes for the company-wide oversight of projects.• Led initiative to more accurately track the current number of projects at Nova and identify projects that could be closed easily. This gave insight into the current project load at Nova.• Developed internal PMO website for use by Nova project managers.• Developed and provided a new series of standards-based instructions to provide Nova project managers with assistance when delivering their projects.• In conjunction with Nova Managers, developed templates for standard projects to be used in the quoting, scoping, delivery and closure of projects. • Created a new Project Management Information System for Nova, using existing tools, that allowed the management of project within a single, defined location to avoid duplication of data and confusion about project information location• Created new process for requesting projects. Show less

Delivered corporate projects that improved Customer Experience and increased Operational Efficiency. Educated and led the project teams through the process to define the project's scope and timeline during Initiation Phase. Led the teams through the Execution of the Project Plan, tracking the progress and communicating project status to the team and executives.• Led the team responsible for the improvement of the TD/MBNA Secure Chat product, which led to a 30% increase in use by… Show more Delivered corporate projects that improved Customer Experience and increased Operational Efficiency. Educated and led the project teams through the process to define the project's scope and timeline during Initiation Phase. Led the teams through the Execution of the Project Plan, tracking the progress and communicating project status to the team and executives.• Led the team responsible for the improvement of the TD/MBNA Secure Chat product, which led to a 30% increase in use by customers within one month. Platform now performing well above prior expectations. Both Customer Experience and Employee Experience has been enhanced.• Integrated the Secure Chat product into the Operational Escalation Desk to improve the Escalation process. Project exceeded expectations, with improved employee satisfaction, increased ability to handle Escalations and better reporting on Escalations. Show less

Managed Contracts to ensure Customer Satisfaction, improve Profitability, meet/exceed deliverables and supported internal teams. Worked with Large Government Organizations.Responsible for the post-sales management of several contracts, including Compugen’s largest customer, including demo/evaluation units, billing issues, updating the product catalogue, reporting, delivery issues and acting as escalation point for various internal teams.Responsible for “Onboarding” new customer… Show more Managed Contracts to ensure Customer Satisfaction, improve Profitability, meet/exceed deliverables and supported internal teams. Worked with Large Government Organizations.Responsible for the post-sales management of several contracts, including Compugen’s largest customer, including demo/evaluation units, billing issues, updating the product catalogue, reporting, delivery issues and acting as escalation point for various internal teams.Responsible for “Onboarding” new customer contracts, including Managed Print Services contracts. Maintained reports for Federal Government Contracting Vehicles. Show less

Managed Projects according to PMI best practices and Bell’s internal guidelines, including Project Planning, Risk Management, Change Management, Schedule Management, Reporting, Billing and Project Closure. Project Value of more than $1 Million.• Managed the initial project for the introduction of a new Bell Canada service – upgrading the QOS (Quality of Service) on MPLS circuits. In spite of technical issues, project was delivered successfully through the use of Change Management.… Show more Managed Projects according to PMI best practices and Bell’s internal guidelines, including Project Planning, Risk Management, Change Management, Schedule Management, Reporting, Billing and Project Closure. Project Value of more than $1 Million.• Managed the initial project for the introduction of a new Bell Canada service – upgrading the QOS (Quality of Service) on MPLS circuits. In spite of technical issues, project was delivered successfully through the use of Change Management. Received “Excellent” scores on customer feedback questionnaire.• Managed a project to backup, update and redeploy a government department’s PBX. Project was complex - including 15 sites, several technologies, equipment procurement issues, 3rd party vendors and various types of circuit orders to be placed. Project was successful due to the cohesion of the team, the use of comprehensive Project Risk Management and the relationship that was built with the customer. Received “Excellent” scores on customer feedback questionnaire.• Managed a project to install a new Remote User VPN solution for a major bank. Project was successful due to following PMI best practices and relationship with the customer. Received “Excellent” scores on customer feedback questionnaire.• Assisted Senior Project Manager with the development of senior management reports for the development of a new Bell Canada product. Show less

As the sole Project Manager for JetNet, successfully and consistently met all deadlines and customer expectations when implementing IP technology security projects.• Initiated change for Day 1 technical resourcing at JetNet through the identification and escalation of the issue and participation in the effort to solve the issue.• Created and managed a small Project Management Office, including the development of templates, processes and tools.• Revised PM role at JetNet to… Show more As the sole Project Manager for JetNet, successfully and consistently met all deadlines and customer expectations when implementing IP technology security projects.• Initiated change for Day 1 technical resourcing at JetNet through the identification and escalation of the issue and participation in the effort to solve the issue.• Created and managed a small Project Management Office, including the development of templates, processes and tools.• Revised PM role at JetNet to remove Administrative overhead of entering orders into the systems of other groups and partners. Show less

Lead tester on a major software development project. Learned the role on the job.• Product was successfully released without any unknown bugs found by customers• Reduced the testing cycle by using all automation techniques available.

Lead Stager of all Cisco, Netscreen and Nortel equipment deployed by JetNet.• Dramatically increased productivity and accuracy of role using no-cost automation (Mail Merge)

Managed the improvement of the HP Service Centre at Integra.• Improved HP service scores every reporting period by visiting clients and refining processes, leading to increased Service revenue.

Ran Compaq/HP Service Centre and performed all service functions. Presided over in-house hot site for national client.