Cristine Fader
Organizational Change Management Lead at City of Burlington- Claim this Profile
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Bio
Credentials
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Prosci Methodology Application Program
ProsciFeb, 2022- Sep, 2024 -
Influencing Others
LinkedInJan, 2019- Sep, 2024 -
Leading and Working in Teams
LinkedInJan, 2019- Sep, 2024 -
Prosci Change Practitioner
ProsciAug, 2017- Sep, 2024 -
Prosci® Certified Change Practitioner
ProsciAug, 2017- Sep, 2024 -
Six Sigma Green Belt for Service Organizations
Schulich Executive Education Centre (SEEC)
Experience
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City of Burlington
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Canada
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Government Administration
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500 - 600 Employee
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Organizational Change Management Lead
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Mar 2021 - Present
Organizational Change Lead on Workday ERP implementation. Organizational Change Lead on Workday ERP implementation.
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Independent
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Uganda
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International Trade and Development
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Senior Consultant
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Sep 2017 - Present
Change and Organizational Effectiveness Professional (Federal-Reliability Clearance Status) Management services assisting corporations in achieving optimum organizational effectiveness through the application of a well recognized change management methodology and lean thinking principles.o Specializing in incremental and organizational change management. Improving success for organizational and individual project needs through benefits realization. Creation and implementation of change management plans/strategy.o Identify Training needs and develop detailed training plan for impacted stakeholders as part of the change management strategy. Canadian Financial Institution, Global Privacy Risk Office, Toronto, ONo Built and implemented the Organizational Change Management Plan for the adoption of a new in production tool to automate assessment of privacy risk Outcome is a well defined training and onboarding approach to successfully roll out the usage of the new toolo Developed the strategy to incorporate the behavioural change experienced at business and associated centres of governance Outcome was an alignment on an interaction model between internal partners who were impacted by the change coming to the business segments o Soft launch readiness approach created to tailor to the dependency on business preparedness and priority setting Ontario Pension Administration Company HR Transformation , Toronto, ON o Led a team of change professionals in the development and execution plan for an HR Operation Model and Technology transformation. Outcome is a defined change framework for key phases of the HCM technology configuration that highlight the tactics to be leveraged to increase the speed to adoption.o Developed the cadence of training to upskill and prepare the core project team with the knowledge to support HR functional leads for the design of core Human Capital Management technology.
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Optimus SBR
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Canada
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Business Consulting and Services
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100 - 200 Employee
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Senior Change Management Consultant
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Jul 2018 - Aug 2019
Providing Organizational Change Management strategy and methodology for large financial institutions. In my time at Optimus sbr I have had the opportunity to drive change management initiatives as well as initiate discussion around creating a change capability that would further the organizations change maturity and knowledge of the people side of client change. Canadian Bank Transformation- Led the change management strategy and planning for a key workstream related to the organizational culture transformation that aligned to the strategic initiatives of their Retail Banking segment. Initiated change plans and identified the value an open and responsive feedback practice brings to a successful behavioural change. The outcome of the work completed by the change team was an integrated set of strateges to embrace the organizational change as well as an integrated change plan that aligned with the project plan of each workstream. Canadian Bank Canadian Retail Banking Leadership Conference - Facilitated the District Vice President leadership breakout sessions for an organizational transformational change effort. Managed an advanced session for the leaders of a large Canadian Bank Branch Summit accelerating the vision of the new coaching framework, case for change and buy-in for the future state of the organization. Providing the leaders with the right tool kit to endorse the organizations vision.
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TD
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Pakistan
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Technology, Information and Media
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1 - 100 Employee
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Senior Leadership Team, Sr Manager-Project Financial Centre of Excellence(COE)
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Dec 2015 - Sep 2017
Managed organizational change by leading and developing a team of enterprise level Project Reporting and Data Governance professionals to provide enterprise level standardized reporting and centralized project financial governance. Developed the people and culture required to be recognized as a key piece in a successful project financial team. -Generated awareness for a centralized project creation intake structure for the enterprise and provided the essential adoption strategy of the new process. -Realized immediate benefits by reducing interaction from 30 Project Management Offices (40 FTE) to 1 Data Governance team (7 FTE).-Created Enterprise level communications leveraging webinar and intranet communication releases.-Crafted process and policy documentation and implemented ongoing reviews for revisions and amendments. -Collaborated with Enterprise Project Management Office (EPMO) to re-engineer the monthly financial exception process. -Provided risk analysis of a decentralized interaction model of an enterprise scorecard. -Accelerated the engagement of finance senior executives to garner support of a new technology and manage the impact of the change on Enterprise Finance team leveraging commitment to usage. -As the business sponsor, facilitated a reporting committee to enhance and roll out an improved project financial reporting structure and align segmented reporting to the Enterprise Management Reporting System (Oracle Hyperion Essbase).
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Senior Manager, Enterprise Technology Finance and Corporate Centre of Excellence (COE)
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Aug 2013 - Dec 2015
Designed and developed a small team of finance professionals responsible for driving transparency of technology project spend and financial planning at the enterprise level. Developed and incorporated a Centre of Excellence (COE) for project reporting related to Corporate Services finance segments. -Managed process change by improving executive awareness and transparency of technology investment built into business segment business cases by implementing a finance quotation process. -Created and presented roadshow material identifying impact to business, including equipping teams with ways to implement the new process into their operational models.-Lead quarterly review of new technology costs to ensure quotations were relevant and current. -Established a technology approval model that reduced business case and external resource engagement delays by 20 days (reduction of 40%). -Increased process efficiency through automation, leveraging tools already licensed to the bank. -Rolled out new process to Enterprise Technology as part of the Technology roadshow.-Created and facilitated weekly approval meetings with Executive Vice President-Introduced and managed process change and reduced the reporting time for Corporate level project reporting by 220 hours per reporting cycle (10 days per month) through the establishment of a Corporate Centre of Excellence for Project financial governance.-Coordinated and lead the quarterly Corporate CFO reviews, bringing increased compliance to project financials presented to the Enterprise CFO.
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Manager, Technology Project Costing and Investment Management
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May 2010 - Aug 2013
-Initiated a centralized financial planning and forecasting process for Enterprise Technology Finance reporting teams creating synergies between the 4 key technology finance segments. -Introduced a standardized forecasting and planning template aligned with the Enterprise Management Reporting system creating an automated link between Technology Finance and overall Enterprise Finance reporting teams. -Evolved the standard manager role to include Technology specific project financial reporting for top 20 projects
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Bell Canada
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Canada
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Retail
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1 - 100 Employee
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Manager, Performance Management Analysis, Residential Services 2007
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May 2005 - May 2010
-Provided performance related commentary and reporting packages to senior executive team members to assist in generating high level decision making solutions. -Developed reporting structure for Residential Business Units and Factories related to internal labour allocations increasing efficiency of reporting by 2 days per month. -Enhanced expense management controls by identifying and engaging employees to use common best practices methodologies and reduced overall credit card spending by $75-$100K/month.-Decreased requirement of outsourcing needs in finance through automation and process improvements saving 2 headcount obligations.-Received 6 Finance Business Intelligence (FBI) awards for process improvement opportunities and project delivery.
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Regulatory Reporting Analyst
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Jan 2002 - May 2005
Integrate monthly regulatory reporting of 3 business pillars within Wealth Management Group. Contributed to the annual internal and external audit process. Manage relationships between finance and other internal resources for regulatory report generation. Automated and implemented procedures for monthly Risk Adjusted Capital and Regulatory Reporting improving efficiency of reporting by 80%. Implemented cross training concepts within reporting unit to better understand group dynamics and demands.
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Branch/ Management Reporting Analyst
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Jan 1997 - Jan 2002
Primary finance contact for the entrepreneurial full service brokerage of TD Bank. Improved training procedures by producing training manual for new employees in branch reporting, introducing new succession planning tools for management. Developed ranking sales tool of TD Bank Full Service Brokers to improve overall view of commission grid success.Enhanced reporting process and improved turnaround time of monthly packages to brokers and to executives by 2 days.
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Education
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2004 - 2007
Brock University
B.A, Political Science and Government -
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Business Economics Brock University
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2016 - 2019
Sheridan College
Human Resources Management and Services, 3.7
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