Career Driver

Creating postive change to increase profitability


Project and Process Manager where 8 years of managing multiple medium to large scale projects will ensure project deliverables meet client business requirements, on time, within scope and budget.



Process Management and Facilitation

Provide process definition, gap analysis, design and execution to meet the needs of key stakeholders.

Change Management

Collaboration with stakeholders to determine how changes to processes and technology will influence the stakeholders’ role and position. Design and development of the appropriate change management strategy and activities to ensure stakeholder readiness

Relationship and Team Building

Well developed interpersonal skills with the ability to build team work through a facilitative leadership style to achieve financial results. Management of resources and communication to key stakeholders, monitoring progress and reporting.

Project Management

Knowledge of project management methodology (PMI), business requirement development and strategic project planning, budget management, scheduling, risk and Issues management, execution and gating approval signoff from stakeholders.

Work History

Work History
2004 - 2009

Manager, Continuous Improvement

Rogers Communications

Designed and implemented process improvement initiatives in an effort to improve the customer experience by improving productivity and efficiency as well as reduce cycle times, defects and costs. Led cross-functional teams ranging from 5 to 10 people with a budget of $500K to 2M per initiative. Reported to the Director, Customer Operations

  • Managed project team activities, communication, monitored progress and performed risk management.
  • Identified and addressed any project roadblocks and barriers as they occurred by creating a risk management plan which was employed through out the lifecycle of the initiative.
  • Updated key project stakeholders on status of projects to ensure timely distribution of progress
  • Ensured successful hand off to Operational owners by completing and obtaining approval of the launch plan. 
2002 - 2004

Manager, Business Processes

Rogers Communications

Project managed and drove continuous improvement to complete key deliverables in support of I.T. capital project that impact the billing system’s Dealer Compensation module.This included defining functional requirements, assessing impacts to business processes, tables and security profiles. Led cross-functional teams ranging from 7 to 10 people with a budget of $2M per initiative. Reported to the Director, Business Process Management.

  • Provided subject matter expertise during the creation of business requirements as it relates to the Commissions application area.
  • Led the development, revision, documentation and communication of business processes to continuous improvement
  • Developed and monitored project plans for major capital projects.Monitor task performance against detail plans and schedules in ensure project delivery timelines were met.
  • Implemented Sales Compensation capital projects on schedule and within budget. Reduced post implementation issues with internal Business team by 10%.
2001 - 2002

Project Manager

Rogers Communications

Accountable for supporting the Roamer Services, Operations Support Systems, Revenue Assurance as well as Prepaid areas. Led a team of 10 Programmer and System Analysts with an annual budget of $5M. Reported to the Director, I.T. Applications.

  • Implemented processes to monitor billing system to ensure that application issues are quickly mitigated so as not to create delays in critical path. Targets in timelines improved by 30%
  • Supported the knowledge transfer program to ensure 3rd party personnel reduction targets were met according to budget. Met target reduction by 50%
  • Timely and responsive support of production and testing issues within defined timelines. This included meeting target for Trouble Ticket resolution and Root Cause analysis follow through. Met Trouble Ticket resolution target of 20% by Q4 2002.
1999 - 2001

Manager, Business Transformation

Rogers Communications

Co-led the business transformation activities for the Dealer Compensation module implementation. Activities included mapping, population, validation, testing and training Finance Operations on processes for Release 1 and 2.Trained a team of 8 Finance Operations people. Reported to the Senior Manager, Billing System project.

  • Reduced Dealer Inquiries by 20% nationally by enhancing the Dealer inquiry process.
  • Uploaded table information and validated the legacy tables to the new billing system tables (information) based on predefined methodology. Success was met has the data contained in both the legacy and new tables were in line using the synchronization procedures.
  • Upon implementation of the new billing system, Dealers and Retailers continued to be paid accurately and in a timely manner based on the populated Dealer tables, process development and testing. Success was met as the Dealer payments calculated by the legacy system matched the Dealer payments calculated by the new billing system by 100% with the assistance of well documented business processes.
1995 - 1999

Manager, Sales Distribution Compensation

1990 - 1995

Business Analyst

1988 - 1990

Programmer Analyst



Master's Certificate

McMaster University

Business Administration

Centennial College



Six Sigma Black Belt

Six Sigma Canada

Project Management Professional

Project Management Institute