Dave Cassie

Dave Cassie


Board Member - Creative Work Studio Steering Committee (St. Michael's Hospital)

Fitness - cycling and weightlifting

Coaching hockey and soccer


Family activities

About Me

Strategic consulting and transformation leader with who drives change and bottom-line benefits for clients.  Develops and leads business units with full accountability for sales, growth, profit and service quality.  Deep expertise in industry trends, strategic issues, and operations and technology in the financial services industry.  Strong proven leadership in developing and executing business unit strategies, operations performance improvement programs and technology strategies for major organizations.  

Work History

Work History
2007 - 2009

Vice President, Financial Services Consulting and Solutions

EDS, an HP company
  • Established and led EDS' consulting team for Financial Services in the US and Canada providing high-value industry business and software solutions to existing and targeted new clients. Established a direct team of ten industry consultants and directed extended teams of dozens of resources. Contributed to new in-year revenue of $40M and over $200M of total contract signings through existing accounts and six new clients.
  • Developed winning proposals for technology transformation and modernization through the use of assessment tools, Service Oriented Architectures and strategic roadmaps for five clients; yielding new advisory revenues in excess of $20M. The proposed programs provided between and 20% and 30% savings in cost of ownership for key applications portfolios, saving our clients in excess of $100M of operating expense while positioning EDS for long-term client engagements and outsourcing services.
  • Developed a strategic technical roadmap to integrate multiple client channels (branch, Internet, voice response and call centre) for a major charge card issuer, providing a consistent and common customer experience while driving down support costs across all channels.
  • Assessed the viability of the Canadian check truncation (electronic clearing) program for the Canadian Payments Association and eleven direct clearing banks. Developed a program roadmap with resource and cost estimates to complete the program, which was ultimately cancelled saving over $100M in additional capital costs.
2005 - 2007

Vice President, Business Transformation / Financial Services

Electronic Data Services

·Proposed multi-year growth plan to more than double the annual revenues of EDS in Canada to one billion dollars through focused sales and in specific regions and industries which resulted in 20% growth in sales.

·Proposed a merger and acquisition plan designed to more than double EDS’ advisory and systems integration presence in Canada’s commercial sectors.Identified acquisition with market capabilities and resources complimentary to EDS to extend EDS’ market reach and acquire new capabilities.

·Led valuation and negotiations for the acquisition of strategic data centre assets as part of an outsourcing pursuit with a contract value in excess of $500M for a major bank.The proposed acquisition would more than double EDS’ data centre assets in Canada.

·Developed a strategic core banking transformation for the Latin American operations of a leading Canadian bank.Identified operational improvements, technology cost reductions and operational risk mitigation opportunities worth over $50M in savings to the bank.

·Led a commercial consortium of EDS, a core banking systems provider, a global telecommunications provider and local systems integrators proposing a core banking and network infrastructure implementation for a leading Iraqi bank in support of that country’s investment in rebuilding its commercial economy and infrastructure.

2004 - 2005

Regional Vice President, Strategic Technology Services

Electronic Data Services

·Established and led EDS Strategic Technology Services consulting business unit to provide strategic and transformation advisory services to clients in North America.Developed and led a team of over forty consultants generating over $15M in direct fee revenue and the potential for over $150M in pull-through services revenue.Recruited, trained and managed the consulting unit with full profit and loss accountability.

·Implemented a shared-services business unit (TechWorks) providing business and technology services to the four business units and the corporate centre functions of Altria.Reduced overall technology operating costs in key areas by more than 20% and enhanced corporate governance of shared services and technology improving overall investment alignment for key shared service operations.

·Developed an proposed a strategic transformation program for Tyco International to monetize Tyco’s undersea cable and data centre assets through a global shared services utility providing services to internal Tyco business units and commercially to potential third-party clients.

·Developed a merger integration program to integrate the technology platforms, services and operations of Invista International with KoSa as part of the acquisition of Invista by Koch Industries.The proposed integration standardized platforms and operations across the two organizations yielding 20% - 30% cost reduction in technology operating costs and additional benefits in manufacturing and shared services operations.

1997 - 2004

Principal, Strategic Information Technology Practice

A. T. Kearney
  • Contributed to the growth of A.T. Kearney's fastest growing and most profitable practice through direct oversight of campus recruiting and development of talent.
  • Consistently exceeded new business sales targets with over $16M in new project sales in 2004.
  • Awarded two A. T. Kearney Innovation Awards for contributions to innovation and thought leadership for an approach and methodology for defining, negotiating and managing strategic alliances and for contributions to A. T. Kearney's financial services strategy and transformation toolkit.
  • Secured a major shared services assignment for Altria in partnership with parent company EDS. The contract was worth more than $300M in transformation and technology services to establish and support a global shared services organization to four main business units and the corporate head office.
  • Led the restructure of Lucent Technologies' Worldwide Services business unit, eliminating capacity by 25,000 resources globally and cutting over $1B of annual operating costs. Addressed operational shortcomings in the supply chain and program delivery, saving tens of millions of dollars annually through improved cash flow / collection and reducing warranty liability costs.
  • Improved the operations of a major ($1B annual revenue) multi-client outsourcing unit for EDS in the airline industry. Implemented new processes, controls and governance mechanisms to reduce error rates, expedite decisions and enforce quality control with reduced outages dramatically and saved tens of millions of dollars in penalties and lost fee revenue.
  • Shortened the product development life-cycle and reduced product development and marketing costs for Avon through a tiered approach to product design with expedited swim lanes based on product categories and value. Established a gated product development process to ensure appropriate governance and management.
  • Developed an internet-based marketing and sales strategy for General Motors based on an ecosystem assessment of the impact of the web on consumer buying behavior, access to information and influence of on-line information channels. The resulting action plan resulted in a new consumer direct internet division, eGM, leading the internet alignment for retail sales.
  • Implemented a broad strategic alignment strategy for General Motors with leading internet influencers such as Yahoo, Disney, AOL, Kelly's Blue Book, Edmunds, iVillage and others. Dramatically changed how the manufacturer procured new media exposure to focus on collaboration versus a traditional media buying processes.
  • Implemented a strategic technology architecture roadmap and systems development lifecycle process for Chase Manhattan Fiduciary Services.  The resulting roadmap consolidated multiple competing platforms and eliminated outdated technical platforms, saving 20% of operating costs while mitigating significant operating risks.  The systems development lifecycle process enhanced system quality while reducing costs of rework and project delays and cost overruns.
  • Designed and implemented a new business unit within Silicon Graphics (sgi Consumer Products) to market, sell, manufacture and deliver a Wintel-based graphics workstation to the consumer and small business segments. Deployed a fully functional business unit within 18 months with new processes, organization and business applications supporting a customer self-service sales model with third-party logistics and manufacturing providers.
  • Proposed as growth strategy to achieve 20% year-over-year growth in wireless products and services for Aether systems. Further recommended operational restructuring to reduce costs by up to 30% by shedding unprofitable units in order fund market growth in high-potential areas.
  • Designed a new IT organization and capability based on industry best practices and benchmarks for Invista International, a newly-formed subsidiary of DuPont. Creating a separate IT support function within the cost and operating objectives of DuPont critical to a successful carve-out of several under-performing business units through Invista, improving DuPont financial returns.
1991 - 1997

Principal, Performance Improvement / IT Transformation

KPMG Management Consulting
  • Developed new business for the firm in areas of performance improvement, information systems, market assessments, business planning and compensation excess of two million dollars annually.
  • Managed multiple concurrent projects and teams meeting revenue, profitability and growth objectives while maintaining an 80%+ client satisfaction rating, based on client surveys.
  • Supported the Director of BC operations of Alcan on operational efficiency and Economic Value Add (EVA) assessment and transformation for cost reductions. The assessment laid groundwork for significant cost reductions across the power generation, manufacturing and transportation / port operations.
  • Led the Human Resources and Payroll redesign team for Better Methods; a major government-wide operations re-engineering effort for the Government of Manitoba, which enhanced the efficiency and effectiveness of HR and payroll support functions across the government.
  • Designed and architected a set maintenance and project management processes and systems to establish a best in class maintenance and project management capacity for Suncor's oilsands operations in Alberta. Suncor regularly invested billions of dollars in plant maintenance and upgrades; the new capability reduced the number and severity of program delays savings tens of millions of dollars in cost overruns and lost production.
  • Designed the systems, administrative procedures and reporting capabilities for a proposed trustee service for a family-owned wealth management firm; avoiding costly third party Trustee fees and ultimately allowing the firm to grow revenues as a provider of trustee services.
  • Restructured a major IT outsourcing agreement for Overweightea Foods, reversing spiraling technology costs and improve the outsourcing relationship. Restructured the internal IT department and established clear governance processes and structured for the management technology investments and operating expenses.