Experience

Capstone Project Solutions

• Canada
• Business Consulting and Services
• 1 - 100 Employee

• Founder & CEO

  • Jul 2017 - Present

  ● Portfolio strategy for Program/Project Delivery - Create long-term value for customers, markets, and relationships with careful planning and prioritized objectives to deliver on your strategic goals and growth targets.● Practice Improvement - Continue your success with the adoption of good practices, tools and processes that suit your businesses' unique delivery style, complexity and portfolio, program and project practice maturity● Project Management Office Implementations – Investigate, qualify and establish the right mix of process, training and tools for an integrated delivery of your projects. Enable cross functional team project delivery, portfolio progress reporting, resource workload management and more.● Project Rescue – get your projects back to green for successful delivery and realization of intended benefits.● Services on Request – retain project managers, business analysts, change managers, program and portfolio managers as you need them.



Emergency Measures Organization

• Canada
• 1 - 100 Employee

• Planning & Implementation Consultant - Sr. Project Manager

  • May 2021 - Present

  The NG911 Project – Involves the initiation and planning for the successful transition from the current 911 infrastructure to an integrated Next Generation 911 platform in Nova Scotia. The NG911 will directly impact all aspects of the 911 system, including operations, training, IT and GIS mapping. The NG911 Project – Involves the initiation and planning for the successful transition from the current 911 infrastructure to an integrated Next Generation 911 platform in Nova Scotia. The NG911 will directly impact all aspects of the 911 system, including operations, training, IT and GIS mapping.



Halifax Water

• Canada
• Utilities
• 100 - 200 Employee

• Sr. Project Management & PMO Consultant

  • Feb 2018 - Present

  Working with Halifax Water on various projects as outlined in a 5 year strategic plan.

• Intranet Implementation

  • Mar 2019 - Feb 2020

  The project executing within the 2019 calendar year focuses on 2 phases: Phase 1 - focuses on understanding current state and defining future state. This phase elicits business requirements before assessing and recommending a technical solution.Phase 2 - involves designing, developing and configuring the SharePoint online solution. This phase also develops governance, integrates security and permissions according to approved governance, trains users and delivers change management guaranteeing awareness, adoption and retention of new practices and processes.

• PMO Implementation

  • Feb 2018 - Jan 2019

  The Portfolio and Project Management Lifecycle Project – IS (PPM project) was undertaken between February 2018 and January 2019 to establish and introduce portfolio and project practices that standardize how IS projects are selected, assessed, approved, initiated, planned, executed and reported.The PPM Project focused on developing and delivering workflows, processes, templates and tools for IT projects originating in the portfolio of projects documented in the IT Strategic Roadmap. Outcomes included:• The Projects Dashboard and MS Project Server offer a portfolio view of inflight IS projects, including high visibility of the IT Strategic Roadmap, project spending, project performance Indicators, project stage, and upcoming projects.• The PPM Repository is the source for standardized templates, samples, instructions and access to training material.• MS Project Server Resource planning module enables consistent and standardized resource assignments. • Project sites have been enhanced and now provide a consistent layout for project information and team collaboration.• Fillable forms on project sites reduce paper-based reports for communicating changes, decisions, issues, risks and lessons learned.• The PPM Project has delivered standardized workflows and project practices for how IT projects are selected, assessed, approved, initiated, planned, executed and reported. • Training and supporting materials have been provided to project managers to familiarize them with the new processes, practices and tools.



Dalhousie University

• Canada
• Higher Education
• 700 & Above Employee

• Project Management Office Consultant

  • Jan 2020 - May 2021

  The Dalhousie ITS department is embarking on a journey to deliver a project management office, supporting processes and team collaborative work space for internal project delivery. High on the list of deliverables is a interactive project centre of pending, inflight and closed project,; resource management, budget tracking, consistent templates and supported user learning. The Dalhousie ITS department is embarking on a journey to deliver a project management office, supporting processes and team collaborative work space for internal project delivery. High on the list of deliverables is a interactive project centre of pending, inflight and closed project,; resource management, budget tracking, consistent templates and supported user learning.



Pisces Research Project Management Inc.

• Canada
• Business Consulting and Services
• 1 - 100 Employee

• Portfolio & Project Resource / Workload Management Consultant

  • Sep 2020 - Oct 2020

  At Pisces RPM, leadership requested additional visibility to resource capacity assessment, planning and implementing a new resource allocation tool so they could rapidly understand current capacity and workload supported future demand. The project involved:- Current tool assessment- Needs/Requirement Assessment- Gap Assessment & Recommendation for development (1yr, 3yr, 5 yr)- Schedule for Resource Management Implementation - Activities as required for tool configuration, process / workflow documentation, user training, support post go-live- progress updates - Close Out Report



ATIGS ICT Export Strategy

• Export Strategy Consultant

  • Oct 2017 - Jan 2018

  Export Strategy and 3 Year Action Plan - industry engagement to research tactics, best practices and innovation for Atlantic Canadian export growth opportunities. Delivery of a 3-Year Action Plan, recommendations for market strategy and success metrics to target and manage progress of key deliverables within the recommended strategy. Consultation partnership with PONO Consultants International, Barrington Group and Export Nova Scotia. Export Strategy and 3 Year Action Plan - industry engagement to research tactics, best practices and innovation for Atlantic Canadian export growth opportunities. Delivery of a 3-Year Action Plan, recommendations for market strategy and success metrics to target and manage progress of key deliverables within the recommended strategy. Consultation partnership with PONO Consultants International, Barrington Group and Export Nova Scotia.



Parkland Fuel Corporation

• Manager, Acquisition Integrations & Portfolio Management

  • May 2012 - Mar 2017

  • 2016-2017: Project & Portfolio Management. Solutioned and selected vendor for online project and portfolio management introducing a PMO platform. Delivered a unique user platform, interface, processes, policies and training to drive corporate visibility and team accountability to corporate objectives. Platform successfully launched for acquisition of Ultramar and integration of commercial, retail and wholesale sites across Canada.• Oct 28, 2016: Parkland USA has expanded into the state of Wyoming following the purchase of three former CST locations from 7-Eleven. Collectively, these stations are expected to add 16 million US gallons of volume on an annual basis. This acquisition will expand the Parkland USA presence in Wyoming, and we are excited to grow the SPF presence outside of North Dakota.• Oct 28, 2016: Leader for the integration of assets and operations of PNE Corporation, a national provider of propane cylinder exchange services. The acquisition adds approximately 17 million litres of propane on an annual basis and will expand the scope of Parkland's propane business to include a national 20-pound cylinder exchange offering in addition to a 33- and 100-pound cylinder offering in Ontario.• October 27, 2016: Acquired three sites from 7-Eleven Inc. These sites include two truck stops and one retail station in and around Cheyenne, Wyoming. These stations are expected to sell more than 15 million gallons (55 million litres) of volume on an annual basis.• October 12, 2016: integration of the business and assets of The Propane Guys. This addition allows Parkland to continue to grow its propane offering in Saskatchewan and complements its existing commercial operations by leveraging The Propane Guys' strong service and tank rental offering.• Pioneer Acquisition June 2015. • Sparling Integration: Led the integration of a perfect-fit propane integration target with a best-in-class brand and highest levels of standards and customer service.



Canadian Dementia Knowledge Translation Network

• Industry Awareness

  • Sep 2010 - Jul 2012

  Assigned work and contracts to project teams, contractorsLed the design and marketing efforts to raise public awareness for CDKTN through fresh messaging for internet, event, networking and print tools and resources.Promoted network activities through local, national and international speaking engagements for partnership development opportunities, information sharing and industry awareness efforts. Facilitating conference activities, workshops, focus groups resulting in membership increase from 250 to over 700 members within a sixteen month period. Planned and facilitated trade shows, conferences and workshops to grow resource awareness.Managed daily operations of CDKTN and network personnel enabling planning and implementation of network activities through workshops, conferences, web initiatives, videos and new funding opportunities.



Greater Halifax Partnership

• Youth Employment Solution

  • Aug 2008 - Mar 2010

  Reporting to Director, Labour Market Development, managed project scope, deliverables, plans, budgets, resources and reports by delegating project teams and contractors. Built enduring relationships with private, public and not-for-profit leaders. • Designed a “first-in-Canada” employment solution framework for industry and youth with 150 stakeholders including employers, youth and community groups, including a business case and implementation strategy.• Persuaded CEO to remain committed to the project by assurance that the project was still in ramp-up stage after a less-than-optimal initial project launch. • Planned and facilitated research, focus groups, workshops, world cafes, tradeshows and events to implement the framework in the community. • Led development and delivery of marketing and communications materials in support of the framework’s promotion and implementation. • Managed design, development and maintenance of continuous feedback loop through online communication hub for stakeholders.• Created outcome measures, evaluation tools and multiple indicators of success to monitor and effect positive outcomes.• Reported to leadership and the Board and integrated feedback into project framework. • Negotiated project charter with multi-disciplinary groups with diverse interests leading to a win/win outcome leveraging key information, patience and diplomacy.



NS Automotive Sector Council

• Growth and Business Development

  • Jun 2007 - Oct 2008

  Assigned work and contracts to project teams, contractors• Researched, designed and developed the NS Automotive Industry Career Awareness Strategy.• Planned/ facilitated trade shows, conferences and workshops to grow industry awareness.• Developed and delivered Small Business Essential Skills Program. • Researched and developed the Automotive Glass Technician Certification Strategy.• Researched and developed Transmission Technician Trade Certification Strategy.• Developed and delivered project marketing and industry communications.• Delivered monthly project status reports to the Board of Directors, Executive Director, Project Steering Committees, and related stakeholders.• Built enduring relationships with clients, stakeholders and business leaders in Nova Scotia.



Nova Scotia Gaming Corporation

• Gambling Facilities and Casinos
• 1 - 100 Employee

• Projects & Process Improvement

  • Aug 2005 - Oct 2007

  * Researched and developed Policy and Procedures for the Operations Division that focused on the key determinants of quality and resulted in increased organizational accountability and consistency of process. * Directed the annual privacy audit process to ensure appropriate use and protection of personal information. * Delivered Social Responsibility Program, Volunteer Program, Waste Reduction Program, Annual Employee Performance and Satisfaction Program, and various provincial customer education initiatives



Emergency Medical Care Inc.

• Canada
• Hospitals and Health Care
• 100 - 200 Employee

• Projects & Executive Administration

  • Feb 1999 - Jun 2005

  * Planned and executed the first two Provincial Disaster Conferences for Nova Scotia first responder and second responder organizations hosted by Emergency Medical Care Inc. The conferences provided a forum for information exchange, networking, certification and workshops among disaster preparedness professionals.* Researched and reported on the recommended development of an Emergency Operations Centre for Emergency Medical Care Inc. that would support the coordination of paramedic response and recovery activities. * Researched and coordinated the development of an Emergency Operations Centre Manual that clearly defined operating procedures, staff roles, and responsibilities, event tracking and information management processes.* Coordinated Operations Division CAAS Accreditation documentation which assisted with application and award to Emergency Medical Care Inc. as the first accredited ambulance provider in Canada.* Researched and developed Policy and Procedures for the Operations Division that focused on the key determinants of quality and resulted in increased organizational accountability and consistency of process.