Senior Consultant

• Feb 2022 - Present

Manager - Project Management Office

• Jan 2016 - Apr 2021

The Program Manager was responsible to:1 - Grow the topline revenue to deliver EBITDA growth & support increased cash flow by supporting timely implementation of the Capital program and management of the Expense program.2 - Management of the Forecast Variance process and equivalent process for Expense projects, ensuring Project Managers are appropriately capturing actuals and communicate to the Residential Solutions leadership team weekly progress. This is key to labour relief, health of Capital Program, and ensuring project expenses are managed.3 - Manage direct Wireline product expense budget, exploring lower cost ways of doing the same things or providing more value to the customer.4 - Bi-weekly summary Residential Solutions Projects - spend to plan, % variance to forecast and impact of any changes (within the Status Reports).5 - Forecast to actuals and identified savings.6 - Manage the competitive environment and implement acquisition and retention programs to improve Bell MTS market share. Show less

Planning and Delivery Manager

• Mar 2013 - Feb 2016

Accountable to plan, coordinate and implement the one to three projects and plans within the CCS group. This includes coordination and reporting of all in-year activities related to projects to drive the portfolio; ensuring project plans and deliverables are created, approved and implemented following appropriate project management methodologies as well as identification and resolution of resource availability and program priorities. Coordinate the one to three year project and resource plans for all projects in the CCS Director group. Manage the Director group’s project plans ensuring the program load and resources are balanced to achieve the strategic and customer priorities, including requests from Service Development. Recommend and implement changes to project priorities. Complete Scorecard for review with the prime Director and VP CCS. Prepare executive reports on a Performance / Key Performance Indicator (KPI) scorecard. Facilitate governance meetings to ensure effective time and resource management; this includes guiding the discussion and decision making process to prioritize ideas among various cross-organizational parties. Report on the status of all activities within WTSC to ensure alignment with business objectives and agreement on business commitments and expectations. Show less

Manager Program and Business Support

• Jan 2012 - Mar 2013

Responsible for building a response plan in the event of either a lock-out or a strike action from the union, planning the five year vision for Regional Operations – Workforce Control Centre, building the business case for the MTS Corporate GPS implementation, implementing GPS to the entire MTS fleet (planned completion March 2013), the Service Management project and the Installation & Repair project. Acting role in the “Manager Program and Business Support” responsible for the Process Analyst team. The Process Analyst team provides process support to most areas of MTS, with a focus on the NS and RO divisions. Show less

Workforce Control Centre Manager

• Mar 2007 - May 2012

Accountable for scheduling, controlling, tracking and dispatching of service provisioning and repair requests for MTS Allstream Consumer Market Division and Enterprise Sales Division. The Workforce Control Centre directs continually monitors the Operational field forces that provide services for TV, HSI Voice, data, and special services. Responsible for accurately dispatching and balancing MTS and contractor hours required for service provisioning and repair requests based on workforce availability, marketing targets and customer demand. Ensure optimum utilization of all field forces (Field Service, Central Office, Line Cable, Regional Cable locates and Regional Construction technicians) while maintaining service levels province wide. Ensure employee productivity, effectiveness and high morale by providing strong leadership and direction, tools, implementing effective coaching, career succession planning, motivation and training programs, developing continuous incentive, recognition and celebrate success programs, and providing a forum for discussion and resolution of issues and problems. Establish service and performance standards, measurement criteria, benchmarks and objectives through daily tours, observations, Master Schedule forecasting, the Daily Schedule Control and PP&R process. Facilitate change, acting as a change champion, interpreting the needs of employees and adjusting the message appropriately defining priorities and setting clear expectations. Accountable for budget / service levels, increasing departmental efficiencies, Customer satisfaction and positively effecting revenues by identifying opportunities through the analysis of service results, leading continuous improvement initiatives; implementing process changes, identifying requirements for improved systems as changes in technology occur, and initiating actions that will improve and resolve situations to meet CRTC, CQOS, MTS Key Performance Indicators and the required core competencies. Show less

Program Manager

• Feb 2005 - Mar 2007

Responsible for reporting the financial status of the Network Services Capital Program to the Senior Manager/Director/Vice President Level within Network Services.Responsibilities – Responsible for providing recommendations to the Senior Management, Directors and NS and Operations Vice Presidents with regards to the current health of the Network Services Program. Part entails the weekly coordination of the Gate Meeting in which both Network Services Enterprise and Network Services Consumer present projects for the initial stage of Funding Approval. In addition, responsible for reporting the financial status of the Network Service Consumer Division. This includes making recommendations to the VP of Network Services with regards to the tactical strategy that will allow the NS Budget to function within the Investment Review Committee financial guidelines. Responsible for the coordination and the establishment of the Network Services Program. This includes aligning the available labour with the available load (work capacity with the planned work that the Planning Department was planning to undertake in the current year.) Responsible for creating custom SAP financial summaries and presentations that are presented at an executive level. Show less

Project Manager

• Jan 2002 - Feb 2005

Responsible for the coordination and synchronization of all MTS Business Related Broadband projects, the management of various “Type A” projects and provided support for various functions within the Program Management function – including portions of the Capital Budget Process.Coordinated inter-departmental broadband based interactions to ensure that the established standard intervals were adhered. This responsibility also included establishing processes, standards and templates for the newly established Broadband process. In addition, I participated in the development team for the second level of the Project Management Maturity model. Currently, I am responsible for the deployment of the 2003 ADSL Growth Project through the lifecycle of the Project Management Methodology. This includes cross functional group meetings, bi-weekly reporting structure, all financial aspects (as managed through SAP) and ensuring that the project milestones are achieved.Significant Contributions - Designed, implemented and released a comprehensive month-end Broadband reporting tool utilized by senior management and front line management who engaged the data as a reporting tool for the Job Performance and Review of their subordinates. Initiated the Project team, which involved the development of a cross-functional project plan that coordinated milestone related tasks, monthly meeting and reporting structure and escalations of un-resolvable issues as required in the Project Management Methodology guidelines. Developed comprehensive program reporting within condensed timelines (Program Review Report). This report is utilized on a monthly basis by senior and middle management as a guideline for the status of all of the MTS Network Services projects. Show less

Network Provisioner

• Jan 2000 - Jan 2002

Engineer all network and customer equipment, system components, required interface and interconnection parameters, software packages and parameters for network operation. Purchase all telecommunications equipment, software, and services required for the implementation of assigned Projects. Where required, include the development of bulk or individual supply contracts with equipment and system vendors or service providers. Identify, coordinate and manage the activities and critical dates of all parties to successfully complete assigned projects on schedule. Analyze and solve system installation and commissioning problems. Purchase, Develop, issue and distribute all documentation of projects for the proper installation, circuit connections, financial control, audit, maintenance, and project management of assigned undertakings and network equipment. Documentation includes reports, presentations, drawings, site records, specifications, minutes, practices, and all associated engineering and accounting detail documentation.Accountable for the engineering, project management, provisioning, commissioning of the DSLAM cabinets for the 2001 NexGen Project. Identify capital and capital related expense requirements at the planning and implementation stages. Maintain and manage adequate funding for all labour, contract and materials required through to completion of assigned projects, on time and on budget. Show less

Assistant Project Manager

• Feb 1998 - Dec 1999

System Administrator for the Work Force Management System. Participated in the Process Redesign Phase by conducting Best Practice Research, utilize this research to develop Top Down Ideas and then, conduct a thorough Bottoms up analysis. Conduct multiple Work Center/Manager presentations throughout Winnipeg and the regions. Draft and submit ECHO articles that spoke to the accomplishments, milestone and the next steps of the Project. Fundamentally change the Customer Provisioning and Repair Process through the analysis and testing of a Workforce Management System. Created detailed System Documents for two of MTS’s Legacy Systems (CALRS and CLASS). Establish, populate and maintain all tables that will be used for the Workforce Management System. Show less

Business Analyst

• Sep 1996 - Feb 1998

Various Business analyst tasks in the Network Services and Regional Operations group.

Cable Technician

• Aug 1985 - Aug 1996

Journeyman Cable Splicer.