Experience

Crescent Bank

• United States
• Financial Services
• 1 - 100 Employee

• Management Consultant/Transformation Program Manager

  • Apr 2021 - Present

  Provide Program/Project Management to meet new FDCPA regulations. Integrating Agility/Scrum/Sprint IT model & minimum viable product (MVP) discipline.



Crescent Bank

• United States
• Financial Services
• 1 - 100 Employee

• Management Consultant/Senior Program Manager

  • Sep 2019 - Apr 2020

  Program Manager for transfer of Chesapeake, Virginia operations to Dallas, Texas. Inclusive of property acquisition, complete interior re-construction, recruitment, and former Call Center site shutdown. Support planning, coordinating and drafting COVID-19 Business Continuity.



Crescent Bank

• United States
• Financial Services
• 1 - 100 Employee

• Management Consultant/Senior Project Manager

  • Oct 2017 - Feb 2018

  Manage contracting and transition of complex offshore Call Center outsourcing solution. Sub-contractor for Ontala, Linda Tuck Chapman, author of Third-Party Risk Management: Driving Enterprise Value.



Neustar, Inc.

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• Vendor/Third-Party Project Manager

  • Jul 2017 - Oct 2017

  Supporting ONTALA Performance Solutions, provide project management services for quick implementation Vendor/Third-Party program.



Credit Suisse

• Switzerland
• Banking
• 700 & Above Employee

• Third Party Management Consultant & Project Manager (3PRM)

  • Oct 2015 - Mar 2016

  • Reporting to Program Executive as a sub-contractor, provided project management and change-management advisory services for the automation of third-party risk management practices into a Hiperos platform to achieve regulatory compliance.• Change included designing third-party risk management programs; developing or reviewing existing operating models and processes; and reviewing and developing enhancements and controls in existing strategic sourcing and procurement processes.• Reporting to Linda Tuck Chapman, Ontala, author of Third-Party Risk Management: Driving Enterprise Value.



TwentyTwenty Spend Consultants

• Chief Operations Officer

  • Dec 2014 - Oct 2015

  Consult and offer program oversight of risk centric procurement and supply management solutions and change implementation, including related system including Hiperos and like technologies.



BMO

• Canada
• Financial Services
• 700 & Above Employee

• Third Party Management Consultant & Interim Managing Director (3PRM)

  • Feb 2013 - Mar 2014

  • Reporting to Linda Tuck Chapman - CPO, provided transformational consulting and change leadership to achieve regulatory compliance and deliver best fit solution for global sourcing and vendor management. • Program management & consulted on the Canadian & U.S. transformation of procurement, supply management, and cost management model, practices, & technology (Hiperos). • Interim Managing Director, Enterprise Supplier Governance (ESG).



RBC Investor Services

• Canada
• Financial Services
• 700 & Above Employee

• Procurement & Supply Management Consultant (3PRM)

  • Nov 2011 - Feb 2013

  Directly led the identification & selection for capabilities of world class global contract management framework & system (hosted SAP technology solution) to achieve $4M annualized savings (IBM Emptoris).Provided consultation and implementation support for centralization and standardization of global sourcing, vendor management and cost control.Supporting the merger of procurement operations and tools between new parent company and subsidiary.



Biovail

• Pharmaceutical Manufacturing
• 1 - 100 Employee

• Vice-President, Global Corporate Procurement

  • Dec 2008 - Dec 2010

  Reported to the SVP of Shared Services and was accountable for creative corporate-wide procurement and purchasing governance, standards and services for more than $500M in direct and indirect spends.• Through engagement of senior business leaders, transformed and step-changed procurement controls, policies, standards and operations to achieve their business strategies and objectives• Reduced cost structure by $29MM in annualized savings through a corporate-wide spend analysis and execution of supply and demand saving plans that generated a competitive advantage • Categorized critical suppliers and implemented leading practices for vendor management, supply risk monitoring, and gathering of market intelligence• Lead global & offshore outsourcing of clinical studies, clinical logistic services and travel services• Introduced policies on Procurement, Purchasing, Outsourcing, Philanthropy, Travel & Business Expense, and Procurement Project Management methodology and tools• Designed the integration of lifecycle and roles and responsibilities between procurement, project office, software & system development, legal, finance and operations product development• Developed right-fit governance models and operating framework for procurement, travel office, enterprise sourcing, philanthropy, and business protection• Successful implementation of procurement and contract management automation and records retention and management• Outsourced (benefits, recruitment, transitional, sales, adverse management, I.T., internal audit, fleet, management, travel management, meeting management, print management, marketing & creative services, product recall, and more), sourced (ERP, legal invoicing, matter management, consulting services, banking services, HRIS, building & property maintenance, insurance, etc.) and implemented online catalogue purchase portals for reduced cost, time and increased efficiency.



Biovail

• Pharmaceutical Manufacturing
• 1 - 100 Employee

• Sharepoint Program Consultant

  • Aug 2008 - Sep 2008

  • Corrected the course of the program with new plan and schedule to implement a SharePoint 2003 platform and solution for Intranet and Management of Records, Documents and Training



Aviva Canada

• Canada
• Insurance
• 700 & Above Employee

• Enterprise Risk & SOX Program Director Consultant

  • Jan 2008 - Jun 2008

  • Brought program on track with new governance, plan, schedule, resources and suppliers for national rollout of financial and technology risk controls• Corrected the course of the program for I.T. transformation and sourcing projects inclusive of consolidation of servers, upgrade of desktop, desktop applications, operating systems, email, active directory, and more; implementation of testing center of excellence, service delivery lifecycle and change management practices• Improved relationship and communication between US and Canada, Regional and Global Committees through improved governance and reporting framework and practices including consolidating suppliers



Biovail

• Pharmaceutical Manufacturing
• 1 - 100 Employee

• Senior Program Consultant

  • Dec 2005 - Dec 2007

  • Corrected the course of the global program to implement IT SOX Controls with new plan and schedule. Program managed the IT SOX implementation and successful external audit of control tests• Directly supported the SVP of Shared Services with process improvements and operation oversight during the search for a new CIO• To address risk and cost associated to court ordered disclosure of records, Program managed the corporate records and email retention pilot



American Express

• United States
• Financial Services
• 700 & Above Employee

• Senior I.T. Program Consultant (New York Account)

  • Mar 2003 - Dec 2005

  • Successfully sold & delivered Canadian program and project services to the New York office and program managed the integration of rewards rebate program and members interface platform• Increased sale of services to New York by tenfold and successfully program managed the portfolio of project teams responsible for annual SOX automations, rewards and card programs



Workplace Safety and Insurance Board (WSIB)

• Canada
• Insurance
• 700 & Above Employee

• Director of Procurement (Agility)

  • Aug 2000 - Oct 2002

  Reported to SVP of Legal was accountable for creating a Procurement department that met the transformational goals of the agency.• Engaging heads of business, established procurement controls, standards and operations that delivered procurement specific skills• Developed go-to-market strategic plans that integrates the overall program goals with each business leads objectives (CRM, ERP, Portal solutions)• Acted as primary negotiator for service and product agreements• Implemented Procurement Specialist team and model to assign resources to business areas while maintain the flexibility of moving resources from valleys to peak load areasPioneered the development of procurement tools and template that integrated with agency change management and project management institute (PMI) practices

• Acting Director, Finance System & Support

  • Jul 1999 - Aug 2000

  Acting Director, Finance System & Support - July 1999 – August 2000Reported to the CFO, directed a team of 28 project managers, analyst and production support staff that met the business financial system needs. • Introduced project standards and enhanced change control and helpdesk services for financial system changes• Successfully sourced new financial system and implementation services

• Manager, Administrative Services

  • Jul 1998 - Jul 1999

  Directed a team of 35 and provided oversight of province-wide services for: call centre; switchboard; medical and office secretarial; production support; mail; and records services to support physicians, nurses, and adjudicators.• Achieved 29% reduction in production support personnel having completed provincial workload and capacity analysis with recommendations



Scarborough Public Utilities Commission

• Leader (Director) of Communications

  • Jan 1996 - May 1998

  Reported to the CEO, directed a team of 6 to provide external and internal communication services across the organization.• Working with the heads of business centralized communication services and established related policy and procedures• Achieved significant culture improvements through staff & customer surveys and execution of action plans • Successful publication of annual report and staff newsletters• Successful technology rollout of company Internet and Intranet platform & procedures

• Manager of I.T.

  • Jun 1994 - Jan 1996

  Reported to the CIO, responsible as 1 of four management people to transform IT. Manage the End User & Back Office Services. • Following the termination of I.T. Management, successfully worked with an independent consultant to transform I.T. governance, standards and resource structure segmenting services into 3 distinct groups• Within first 6-months, increased user satisfaction in helpdesk and field support by 50% and implemented End User Architecture Committee representative of each area of business• Working with the heads of business, established service level agreements for Networking, End User Support and Applications with charge-back penalties• 35% annualized budget reduction in I.T. goods and service through supplier consolidation and various policy changes to reduce demand• Successful implementation of helpdesk, incident and asset management applications

• Supervisor, Customer Accounts

  • Jan 1990 - Oct 1994

  Directed a team of 35 providing: billing; collections; small claims court actions; customer services; sales of energy efficient appliances; merchandise displays; call centre; cashier; reception; records; secretarial; field technicians; telecommunication; and mailroom services. Responsible for department sourcing and contract management.• Significantly increased service levels and reduced resource costs by consolidating Collections, Billing and Customer Service into a multi-functional representative and re-designed work environment • Successful implementation of a new integrated CRM system that included customer accounts, collections, billing, cashier & field services • Increased performance tracking through the sourcing and implementation of call center phone and queue technology

• Human Resource Generalist

  • May 1986 - Jan 1990

  Reporting to the SVP Human Resources provided internal/external recruitment, testing, and contract manage staff agency services; direct support to HR services (Pension and Benefits, Payroll, Safety & Training, Labour Relations); corporate supervisory coverage and hand-on services (A/R, A/P, Records and Drafting, Purchasing, Stores, Construction Project Planning); and maintained the H.R.I.S.• Implemented WHMIS regulatory practices and facilitated training to all staff and management• Reduction in recruitment management cost through the implementation of resume database and search engine• Independently managed and executed the successful mapping of the entire commercial and residential service operation process from “request for service” through “installation” to “accounts receivable”.