b'EUGEN SPIVAK, MBA, PMP, CISA, CGEIT, CRISC, BSc\n\n(416) 822-2280\neugen@eugenspivak.com\n\nSenior Project Manager / Program Manager / Management Consultant\n\nPROFESSIONAL PROFILE\n\nCredentials:\n\n- Master of Business Administration (Schulich School of Business)\n- Certified Project Management Professional (PMP)\n- Certified Information Systems Auditor (CISA)\n- Certified in Governance of Enterprise IT (CGEIT)\n- Certified in Certified in Risk and Information Systems Control (CRISC)\n- Bachelor of Science in Computer Science (York University)\n- Certified Sarbanes Oxley Expert (CSOE) Candidate\n- Reliability security clearance; clean police record\n\nManagement\nand Leadership:\n\n- More than 16 years of program and project management experience working on\nprograms with budgets exceeding $40 Million. Managed projects and programs with\nbudgets exceeding $12 Million, including software, infrastructure, business process\nreengineering, audit and compliance projects, as well as project rescue missions and\nstalled projects\n- Experience in portfolio formulation and management, with the total budget exceeding\n$85 Million, definition of value management and portfolio prioritization for the portfolio\nof $3 Billion\n- Successfully managed 19 project managers (9 core and 10 supporting project\nmanagers and directors), 9 projects concurrently, programs with 12 parallel project\nstreams, core teams of more than 250 resources delivering programs and projects on\ntime, on budget and within scope. Managed scope, time, cost, resources, risk,\ncommunication, project integration, quality in line with PMBOK best practices of PMI\n- Managed 8 vendors concurrently, experience with RFI/RFP, vendor selection and\nSOW/contract formulation for contracts exceeding 1.5 million\n- Turnaround artist, who thrives on challenge resolution through re-engineering, team\nbuilding and leadership; experienced at resolving complex business issues and\nmaking things happen across multi functional teams through innovation and creative\nthinking\n\nGovernance\nMethodologies:\n\n- More than 9 years of Management Consulting, Advisory and Business Analysis\nexperience, with the focus on Corporate Governance, PMO Governance, Program\nDelivery and Risk Management\n- Solid experience with Enterprise Risk Management, and COSO ERM Framework\n- Successfully implemented Governance Methodologies (Sarbanes-Oxley Act, Turnbull\nGuidance, Bill 198,King III, CobiT, ValIT, CMM, ITIL,TOGAF, PHIPA,FIPPA, AODA,\n\n\x0cCASL, ISO standards, others) and used these frameworks for new initiatives to\nensure that they are compliant, governed and secure\n- Experienced in SDLC, PMLC, RUP, Iterative, Incremental, Agile, Scrum, RAD,\nWaterfall, PMBOK and other management methodologies resulting in more effective\nprogram and project governance\n\nSecurity and\n\n- More than 19 years of Consulting, Security, Architecture and Technology expertise\n\nArchitecture:\n\n- Highly technical with solid experience in both .NET and Java Development platforms,\nMiddleware (Websphere, Weblogic, ESB, MQ Series, TIBCO), Databases (Oracle,\nMS SQL Server), Portals (SharePoint 2010) and Identity Management (Oracle,\nMicrosoft) with hands on approach as required\n\nIndustries,\n\n- Banking (programs impacting more than 4.5 million customers and 25,000\n\nVerticals and\n\nemployees), Insurance (Claims, Underwriting, Risk Management, B2B/B2C,\n\nClients:\n\nCustomer and Policy), Big4 Consulting (projects delivered to practitioners in 35\ncountries), Healthcare (Cancer Care Ontario, eHealth Ontario), Energy/Utilities\n(Toronto Hydro, Direct Energy), Transportation (Metrolinx, TTC), Telecom (TELUS,\nBell, Amdocs, British Telecom, Verizon Wireless), others\n\nEXPERIENCE\n\nPROGRAM MANAGER\nCIBC, PRODUCTS AND PAYMENTS\n\nAugust 2014 \xe2\x80\x93 Present\n\nManaged F15 Fee program tasked with the enhancements to increase rates and fees for products across 4\nlines of business. With the budget of more than $12 million, the program includes 19 project managers (9\ncore and 10 supporting project managers and directors), more than 170 governance stakeholders (VPs,\nDirectors, Project Managers, Team Leads) from more than 50 stakeholder groups and hundreds of\nmembers of project teams.\n- Managed delivery of 7 projects in the program responsible for bringing more than $350 million in additional\nrevenue to the bank.\n- Oversaw communication to more than 2 million impacted clients, and 4.5 million affected clients.\n- The most complex project from integration perspective was making changes to 16 internal systems; the\nmost complex project from testing perspective included more than 4,000 test cases.\n- Facilitated Executive Steering Committee, Advisory Group and other Working Group meetings, with the\nlargest meeting participation of more than 60 resources.\n- Orchestrated Customer Impact Analysis, Digital Strategy, Client and Operational Improvement reviews;\nfacilitated issue resolution to ensure that the program is on track, and clarity is achieved for program\nstakeholders, projects and project teams.\n- Conducted audit of CIBC-wide Enterprise Delivery Framework (EDF) used to manage business and\ntechnology programs and projects at CIBC, and identified more than 50 gaps and areas for improvement.\n- Managed 2 other projects focused on review of customer communication across 5 lines of business in the\nBank.\n\n\x0c- Created a blueprint for future fee programs, optimizing idea selection, stakeholder identification and\nmanagement, and introducing efficiencies in delivery of desired business outcomes and supporting\ntechnology services.\n\nPROGRAM MANAGER, PORTFOLIO GOVERNANCE\nTORONTO TRANSIT COMMISSION, CEO\xe2\x80\x99S OFFICE\n\nMarch 2014 \xe2\x80\x93 July 2014\n\nThe purpose the Portfolio Governance Program is to establish Enterprise Portfolio Management Office within\nCEO\xe2\x80\x99s Office; modernize approach to program and project management by defining enterprise\nmethodologies, tools and standards for all current and future programs and projects at the TTC. The Office is\nexpected to oversee 300 projects over the 10 years with the total budget in the excess of $9 Billion.\n- Defined key components of the Intake process for the $3 Billion portfolio, including the first standardized\nBusiness Case template at the TTC that will be used for approval of all corporate programs and projects.\n- Established Project Portfolio, and defined portfolio prioritization criteria that will be used to assess, rank and\napprove projects based on Enterprise Risks and Benefits, Project Delivery Risks, and Achievability.\n- Defined the first standardized Project Charter template for all programs and projects at the TTC.\n- Performed initial scoping, defined governance hierarchy, established approach and created early estimates\nfor the Portfolio Governance Program, that contains 12 program streams to revamp portfolio management\ndiscipline and other areas that would make portfolio management successful (Strategy Management,\nGovernance Framework, Risk Management, Portfolio Management, Program Management, Project\nManagement, Benefits Management, Performance Management, Resource Management, Organizational\nChange Management, Quality Management, IT Systems Enhancements).\n- Defined project sponsor and executive sponsor responsibilities for all programs and projects at TTC.\n- Standardized program and project milestones, and defined enterprise Project Schedule template.\n- Defined terms of reference for the Portfolio Management Executive Committee, that would oversee\nPortfolio Governance Program and Portfolio Management Office at TTC.\n- Facilitated meetings of the Program Advisory Group that contained the most senior PMO and Project\nManagers from the organization. The Group provided advice and guidance regarding establishment and\nprogression of the Portfolio Management Office.\n\nSENIOR CONSULTANT, PMO GOVERNANCE\nMETROLINX, I&IT TRANSITION PROGRAM, Toronto, ON\n\nSeptember 2012 \xe2\x80\x93 February 2014\n\nThe purpose of I&IT Transformation program at Metrolinx is to re-shape I&IT organization from business unit\ncentric to enterprise, effective and mature shared services IT organization that can support priorities of 2.7\nBillion / 300+ capital project portfolio of Metrolinx. In order to enable IT enterprise function:\n- Defined I&IT Project Portfolio with the total budget in excess of $85 Million by consolidating 108+ loosely\ntracked current and future projects, operational activities and investment buckets. Defined portfolio\nplanning, management and reporting processes and implemented supporting tools.\n- Defined I&IT Portfolio and Project Management policy that specified how to assess and govern new\ninitiatives, manage existing I&IT projects and to provide inputs to Governance processes.\n- Established I&IT PMO, defined strategy, guiding principles, functions, org structure, staffing and career\npaths within the PMO. Created capability roadmap for I&IT PMO that defined interim, medium and long\nterm PMO objectives for the next 3 years. Defined organizational change management plan to ensure that\nthe changes introduced are fully adopted.\n\n\x0c- Defined I&IT Project Management Methodology and project governance, including Checkpoint and Gating\nguidelines mandatory for all current projects (30+) in the portfolio.\n- Created a set of all required Project Management artifacts \xe2\x80\x93 43 in total, including process maps, document\ntemplates, guidelines and process guides for Initiation, Planning, Execution and Closeout phases defined in\nthe methodology. The artifacts covered Project Management (Project Tailoring Guidelines, Project Charter,\nProject Schedule, Project WBS, Project Management Plan, Project Estimation Guidelines, standardized\nrates, others), Business Analysis, Solution Architecture, Quality Management and other areas.\n- Facilitated implementation of the Project Intake Process to standardize assessment and ranking of about 6\nnew project and program requests per month.\n- Defined Resource Management Process that is used to track availability and manage future demand on\ninternal staff and schedule procurement and sourcing activities. Developed Resource Management Tool\nthat at the time contained master repository of project assignments of 170 members of staff.\n- Reviewed features of the Portfolio and Project Management Tool - Clarity for defining and scheduling the\nupgrade of outdated version installed in-house.\n- Advised Leadership Team, PMO and IT staff regarding various aspects of IT governance, strategy, policies\nand standards.\n- Managed key deliverables of I&IT Transition Program, including Program Management Plan, Program\nSchedule and Change Management Plan. I&IT Transition Program consisted of four subprograms: Strategy\nTransition Program, Governance Transition Program, Operations Transition Program and PMO Transition\nProgram.\n\nSENIOR PROJECT MANAGER\nCANCER CARE ONTARIO, Toronto, ON\n\nDecember 2011 \xe2\x80\x93 August 2012\n\nManaged key compliance program at CCO and one of the most visible within healthcare industry \xe2\x80\x93 Secure\nMessaging. The program consisted of 12 parallel project streams, 5 project managers and highly\nintegrated efforts of more than 110 project resources, including teams of 8 vendors. The program delivered\nsecure infrastructure to publish cancer screening reports (SAR) and other highly confidential Personal Health\nInformation (PHI) to about 8,000 physicians in Ontario, and in future \xe2\x80\x93 to more than 9 million patients in\nOntario. Additionally, the program revamped security infrastructure of the CCO, consolidated identity\ninformation and introduced one centralized platform to provision, manage and synchronize internal identities\nand external identities that are managed by Oracle based ONE ID Identity Management platform at eHealth\nOntario. The program addressed regulatory order of the Information Privacy Commissioner of Ontario (IPC)\nPHIPA HO-011. With the duration of 6.5 months, budget of the program was near 3 million.\n- Turned around Secure Messaging Program by building consensus and agreement among executive\nstakeholders, project team members and vendors, and got it back on track, meeting all key milestones that\nwere established. This was a second project during CCO\xe2\x80\x99s history that was presented to Board Gating\nCommittee of Board of Directors. Project has passed successfully all of the checkpoints within Project\nManagement Life Cycle, and was approved by the Business Review Committee at eHealth Ontario.\n- Utilized highly agile approach to manage delivery activities, manage expectations and provide periodic\nupdates to members of more than 20 stakeholder groups (Architecture, Call Centre, Helpdesk,\nCommunications, Development, Security, Informatics, IT Operations, Knowledge Transfer and Education,\nLegal, PCCIP, Primary Care, Privacy, Procurement, QA, Service Management, Sponsors, PMO and Web\nDigital Services internally; eHealth Ontario and Information Privacy Commissioner externally). Functional,\n\n\x0cintegration and user experience requirements were gathered and high level solution architecture was\nformulated in less than 1.5 months in order to meet project deadlines.\n- Within the Program, set expectations and managed 8 procurement streams in line with highly transparent\nstandards of CCO.\n- In record time, set expectations, facilitated initial knowledge transfer and managed on day to day basis\nefforts of 4 key vendors (Accenture, Avaleris, Avanade, MicroStrategy) that built the core of the solution.\nAdditional supporting vendors (HP, Deloitte, Telax and others) started at other times, and reported to me\neither directly or indirectly.\n- Managed formulation of solution architecture to integrate with eHealth Ontario ONE ID (based on Oracle\nIdentity Management Suite) using Microsoft ADFS 2.0 and SPML provisioning adapters. Managed\nimplementation of highly secure SharePoint 2010 secured at the front end by ONE ID, and at the back end\nintegrated with MicroStrategy BI Platform, Data Mart and Data Warehouse that contained screening\ninformation about 9 million of patients in Ontario. Managed implementation of Forefront Identity Manager\n2010 that handled identity resolution, identity synchronization and integration with several key\nauthentication and authorization repositories at CCO. Managed performance testing scenario definition and\nexecution using TFS.\n- Ensured that the solution meets all security and privacy requirements as mandated by internal\nstandards, PHIPA and FIPPA\n- Following the implementation, Secure Messaging platform was to become an enterprise platform for all\nprograms at CCO to publish electronic reports with personal health information to physicians, and nurses\nand patients (in future phases of the program) using provincial standard of identity assurance (medium\nassurance).\n- Secure Messaging Program was delivered on time, on budget and within scope.\n\nSENIOR PROJECT MANAGER / PROGRAM MANAGER\nDELOITTE, GLOBAL OFFICE OF INFORMATION MANAGEMENT, Toronto, ON\n\nOctober 2010 \xe2\x80\x93 September 2011\n\nManaged projects within the Global Consulting Program Portfolio, with the goal to deliver a set of tools for\nconsulting practitioners and clients worldwide. Total program budget was near $40 million. Largest project\nteam exceeded 60 members onshore/offshore, and overall budget was in excess of $12 million, largest\nstakeholder group included practitioners and clients from more than 35 countries.\n- Managed IndustryPrint5/ARIS project with team size exceeding 60 team members and 6 streams of parallel\nproject activities. Project implemented enhancements to best in class BPM tool (ARIS Platform) that is used\nby Deloitte practitioners globally. In addition to releases of business functionality, project improved\nperformance of selected issues from more than 120 seconds to below 8 seconds. Improvement was\nachieved by complex infrastructure optimizations; re-design of the core product by the vendor,\noptimizations of the middleware and by rewrite of some of the customizations. Implementation received\n\xe2\x80\x9cPartner Innovation Award\xe2\x80\x9d from its vendor, Software AG.\n- Managed ValueTools project with the team size of 50, focused on tools aimed at better understanding of\nclient challenges by consulting practitioners globally, and identification of improvement opportunities. Due to\ncomplexity and volume of challenges (budget, very high visibility and priority, criticality of timeline,\nconflicting priorities of major stakeholders, technical issues, and risks, others), this project was chosen as\nthe case study for Global Program Delivery conference prior to its start. New product replaced legacy\nsolution that had an annual operating cost a little below 1 million. Built consensus among stakeholders,\n\n\x0cleading to successful acquisition of chosen software, and initiation of customization and data migration\nservices by the vendor.\n- Managed ValueTools project pilot that implemented strategic consulting methodologies for insurance and\nfinancial service industries using new platform.\n- Managed As One project with the team size of 25, focused on delivery of a set of diagnostic tools to assess\ncapabilities of companies to act according to collective leadership principles outlined in a \xe2\x80\x9cAs One\xe2\x80\x9d book coauthored by Deloitte\xe2\x80\x99s CEO. As One became key positioning statement for Deloitte globally.\n\nPROGRAM DIRECTOR\nCIBC, FRONTLINE EFFECTIVENESS, Toronto, ON\n\nJune 2010 \xe2\x80\x93 October 2010\n\nManaged Business Information Management program with the objective to deliver improvements to frontline\n(~25,000 employees) search by content rewrites, metadata tagging, archival and reuse measures.\n- Managed multi \xe2\x80\x93 year business program portfolio with the budget exceeding 4.5 million and multiple\nproject teams of about 50 professionals. Individual strategically aligned projects are aimed to deliver\nimprovements to search, archival and content quality for multiple channels and lines of business (Mutual\nFunds, Mortgages, Branch, Telephone Banking, Visa, President\xe2\x80\x99s Choice Financial/Amicus).\n- Managed Mutual Funds Project, resulting in updates to 100% of procedures (80 existing procedures, 130\nnew procedures), and in updates to more than 40 mutual fund products.\n- Provided through coaching and feedback to project managers, team members, sponsors and senior\nmanagement taking steps to establish the self regulating culture of success within the program, clear lines\nof accountability and stable work environment\n- Facilitated adoption of Scrum and agile project management in synergy with best practices of Project\nManagement to ensure that individual projects are successfully delivered meeting plans for scope, time and\ncost.\n- Played key communication role, which is accountable for accurate and timely status reporting to executive\nsteering committee.\n\nSENIOR PROJECT MANAGER, CIBC, Toronto, ON\n\nMay 2009 \xe2\x80\x93 May 2010\n\nManaged and successfully delivered Business Information Support Tool project on time, on budget, and\nwithin scope (about 1100 distinct requirements). Facilitated business readiness assessment, issue resolution,\ntraining, testing, support, and orchestrated implementation involving stakeholders of more than 15 partner\ngroups within CIBC.\n- Managed and successfully delivered Business Information Support Tool project, that is presently used by\n25,000 CIBC employees on day to day basis to obtain product reference information about all products\nand services offered by CIBC\n- Project was delivered on time, on budget and within scope that was defined by about 1100 distinct\nrequirements. BIST has resulted in average savings of 1 minute to find an information about one product\nfor each search by an employee, and was nominated for Project of the Quarter award.\n- Managed project team size of more than 50 members (direct / indirect) and product owners from more\nthan 15 partner groups, including Investment Banking (Imperial Services), VISA, Telephone Banking,\nMortgages, President\xe2\x80\x99s Choice Financial(Amicus), Technology groups, Frontline Effectiveness, Intranet,\n\n\x0cRetail Distribution, Retail Lending Operations, Training & Development, eMortgages, Operations, Business\nHelpdesk (National Support Line), Forms Management and others.\n- Managed 15 direct / indirect members of staff (management and professionals), and created productive,\nrewarding and empowering environment through including mentorship, coaching, performance reviews and\nvarious team building activities.\n- Successfully delivered another project \xe2\x80\x93 eRDS, focusing on building infrastructure to automatically deliver\nrates information for Foreign Exchange Rates, Mortgages, Mutual Funds, TFSAs, RRSPs and Lines of\nCredit. eRDS project obtained Quarterly Team Achiever award for the Telephone Banking organization,\ncontaining more than 2,000 employees.\n\nSENIOR PROJECT MANAGER / GOVERNANCE CONSULTANT\nTORONTO HYDRO, Toronto, ON\n\nMay 2008 \xe2\x80\x93 January 2009\n\nSuccessfully delivered IT Governance project, and achieved Level 3 maturity in the areas of IT portfolio and\nproject management as demonstrated by panel assessment of selected stakeholders and project artifacts of\n$36M+ portfolio of 40+ IT Projects.\n- Managed two business process reengineering projects to implement CobiT governance framework for the\ncompany with revenues exceeding $2.5 Billion CAD. As the result, Toronto Hydro achieved Level 3 process\nmaturity in portfolio and project management of software projects and in management of IT human\nresources.\n- Responsible for liaising with more than 35 leadership stakeholders, including CIO, PMO Leader & 12\nProject Managers.\n- Defined relationship between inputs (people, processes and assets) and outputs to achieve strategic\nobjectives.\n- Established organizational and process controls within IT&S organization and mapped risks to controls;\nlinked plans to specific, measurable and realistic metrics and performance indicators that were used in\nexecutive reporting package.\n- Rationalized portfolio and project management framework with improved corporate templates and\nprocesses; enhancements introduced appropriate best industry practices (PMBOK, Iterative and Agile\nMethodologies, ITIL, RUP, etc) and resulted reduction of ambiguity for various stakeholders, effective and\neasy to follow processes, and improved management oversight.\n- Established Quality Management Framework based on ISO 9126 standard, establishing enterprise quality\ngoals, attributes, metrics, and processes and activities (quality assurance and quality control) needed to\nmeet these goals.\n- Mentored corporate Centres of Excellence for Requirements Gathering, Design and Development, Risk\nManagement, Software Quality and Commercial-off-the-shelf Software Implementation with suggested\nrecommendations.\n- Delivered training and overview sessions to CIO, Management and IT organization (in total \xe2\x80\x93 200\nprofessionals) to facilitate adoption of changes according to recommendations made in the\nimplementation plan\n- Assessment, conducted by panel of 7-9 senior managers, concluded that Level 3 maturity was exceeded\nfor both projects\n\nSENIOR PROJECT MANAGER\n\n\x0cDIRECT ENERGY, Toronto, ON\n\nOctober 2007 \xe2\x80\x93 April 2008\n\nManaged various customer facing SharePoint development projects within Corporate Systems, delivering\nthem on time, on budget and within scope. Established Corporate Systems Project Management Office,\ndefined PM Methodology and project management artifacts. Mentored more than 12 project managers.\n- Managed several projects with budgets up to 1.5M, that were based on SharePoint Portal, Infopath & .NET\ninfrastructure\n- Supervised teams of 10+ members\n- Prepared business case, defined project approach, created project plan and detailed estimates for a major\nenterprise initiative focused on migration of enterprise web applications to MOSS(SharePoint 2007).It was\nvalued at $2.5M CAD\n- Established IT Corporate Systems PMO and developed Direct Energy project management framework\n(DEPM) to be used across the enterprise. It is based on Rational Unified Process (RUP), Microsoft Solution\nFramework (MSF), Agile, Scrum, Waterfall, ITIL and other methodologies and best practices. Aligned\nproject controls with strategic objectives for IT\n- Mentored more than 12 Project Managers about DEPM framework and best practices related to project\nmanagement\n- Rationalized business case creation and management; created business case samples for software &\ninfrastructure initiatives\n- Suggested revisions to introduce release management according to ITIL recommendations\n- As the result of the management study aimed to improve productivity of developers, considered various\noptions, conducted cost benefit analysis, created business case and facilitated adoption of Team\nFoundation Server to be used by 150 developers across the company. Benefits of the project were\nestimated at $2.2M CAD\n\nMANAGEMENT CONSULTANT\nSIERRA SYSTEMS, Toronto, ON\n\nJune 2006 \xe2\x80\x93 September 2007\n\nSuccessfully delivered the following Management Consulting engagements for the following Clients of Sierra\nSystems:\nCo-operators Insurance:\n- Analyzed strategic goals, operating environment and technology infrastructure for M&A of two insurance\ncompanies and developed program portfolio of 18 enterprise projects valued at over $4.5M CAD,\nspanning across the entire company (Customer and Policy, Underwriting, Claims, etc). Technologies\nincluded .NET, Service Oriented Architecture and ESB\n- Advised VPs / CEO about feasible technology choices and benefits they would bring to business.\nConsulted management team about options to resolve operational, human resources and project delivery\nissues; in addition, leveraged economies of scale and helped to create more streamlined project\nmanagement framework to deliver projects more efficiently and cheaper\n- Conducted meetings with C-level executives to establish technology strategy; performed risk assessment\nand created risk response plan for a major revision of a technology platform\nRoyal Bank of Canada:\n- Managed external vendors in implementation of the property valuation system aimed to standardize\nproperty valuation, reduce exposure to credit risk and decrease turnaround time. System was launched to\n\n\x0cover 10,000 RBC employees, reducing costs by 25%, enhancing standardization and virtually removing\nopportunities for conflict of interest\n- Gathered business, technical, security, privacy and other non functional requirements; performed security\naudit and readiness assessment; ensured that RBC Project Management Framework (PMF) deliverables\nwere met\nOther:\n- Developed portions of Enterprise Risk Management consulting product offering based on COSO ERM,\nSOX, Turnbull and CobiT frameworks.\n- Created proposals and responses to RFP for various Government clients (e.g. Ministry of Public\nInfrastructure Renewal)\n- Conducted Client presentations; was involved in pre-sales and sales activities; assisted resolution of\nstrategic and operational issues early on during the engagement\n\nTECHNICAL PROJECT MANAGER,\nTELUS MOBILITY, Toronto, ON\n\nSeptember 2002 \xe2\x80\x93 December 2004\n\nSuccessfully delivered software development, infrastructure upgrade and proof of concept projects for\nEnterprise Infrastructure and Data Services departments\n- Managed development, infrastructure upgrade, and proof of concept enterprise projects (15 in total, with\ncross-functional supervision of up to 12 members) based on Identity Management, BPM, Portal, J2EE,\nMiddleware, Unix & other leading edge technologies\n- Managed expectations of project sponsors and business owners; assigned resources and coached project\nteam; managed delivery schedules and budget, ensured deliverables were met, negotiated with managers\nto resolve conflicts and issues\n- Led integration activities among enterprise applications, including Customer Care and Billing, Rating,\nInvoicing, and SAP\n- Investigated and oversaw the implementation of best practices in technology, security, and common\ncomponents and facilitated their transfer to various internal groups (Marketing, Engineering, Operations,\nand IT)\n- Was involved in all aspects of vendor (11 in total) relations - from business requirements gathering and\nanalysis, RFPs, proof of concepts, to trial, customization, integration and/or implementation, with individual\ncontracts worth up to $2 M annually\n- Based on findings and industry best practices and project methodology tools (SDLC, Iterative, Agile,\nWaterfall, ITIL, and others), created presentations to executive team that influenced strategic direction of\nthe company\n- Executed projects that became TELUS\xe2\x80\x99 largest revenue generators\n\nTECHNICAL TEAM LEADER\nAMDOCS INC., Toronto, ON\n\nNovember 2000 \xe2\x80\x93 July 2002\n\nOversaw multi million dollar implementation of highly complex telecom rating, billing and invoicing systems for\nvarious Telco\xe2\x80\x99s worldwide\n- Led integration and implementation activities of multi platform Customer Care and Billing solutions with\nbudgets between $1Million and $6 Million for telecom carriers worldwide, including Verizon Wireless ($19\n\n\x0cBillion in revenues), Telecom New Zealand ($2 Billion), British Telecom ($20 Billion) utilizing .NET, J2EE,\nJava, JSP, C++, ETL and Oracle\n- Worked closely with business units of clients, gathered requirements, defined solution architecture and\nproduct customizations required\n- Managed transfer of North American Service Centre from headquarters in Israel to Toronto division\n(engagement and service delivery model, technology artifacts, source code management, issue resolution,\netc.) for Enabler - Amdocs\xe2\x80\x99 newest billing product; managed one of the first few North American demos /\nproof of concept of Enabler in collaboration with Accenture\n- Delivered product demos and proof of concept initiatives; managed delivery schedule, issue resolution,\ncommunicated project progress, as well as conducted software development, customization, configuration\nand integration activities on Client\xe2\x80\x99s site\n- Provided advisory services to product group working with clients in order to establish their priorities,\nincluding scope of work, integration points and data conversion approach.\n\nSENIOR TECHNICAL CONSULTANT\nBELL CANADA, INFORMATION SERVICES, Toronto, ON\n\nMarch 1999 \xe2\x80\x93 November 2000\n\nManaged delivery of projects and web applications in Bell.ca environment, including new product launches,\neCommerce/B2B, extranet, sponsorship events and other projects for various business clients by multiple\nvendors\n- Responsible for projects representing new product introductions, sponsorship events and infrastructure\nalignment initiatives\n- Managed scope, schedule, specification changes, issue discovery and resolution for various technology\nprojects (36 in total, with cross-functional teams of up to 20 members, budgets up to $3 Million, 3 to 7 at a\ntime) for internal clients.\n- Ensured high availability & scalability of mission critical transaction based applications, receiving more than\n3 M hits per month\n- Took on 2 multi million dollar troubled programs (customer loyalty program - $3M, customized email engine\n- $2M), and successfully delivered them on time and on budget\n- Facilitated feasibility sessions with Business Stakeholders and assisted them to find the most optimal\ntechnology related solutions to highest priority strategic and tactical objectives. As the result, better\nrelationship was built between technology and Business Units, resulting in significant reduction of\nunpleasant surprises during project execution, improved functionality for end customers and decreased\ntime to market\n- Coordinated implementation on multi-vendor projects that involved external vendors (CGI, Xpedior, E&Y,\nCossette and others) and ensured that projects were delivered on time, on budget and within scope\n- Utilized Microsoft Project to manage project plans, and other MS applications (Word, Excel, PowerPoint) to\ncapture requirements and track deliverables of various projects\n- Performed design reviews; guided vendors, peers and bell.ca support personnel on security guidelines,\ndesign architecture, SDLC and other process methodologies, and Bell\xe2\x80\x99s creative content standards for web\nand print media\n- Consistently recognized for exceptional performance by management, clients and customers\n\nTEAM LEADER\n\n\x0cJune 1998 \xe2\x80\x93 February 1999\n\nPAGE SYSTEMS INTL., Toronto, ON\nLed efforts to test Yellow and White pages publishing software used internationally\n\n- Led team of 5 QA Engineers to create automated test suite and ensure compliance of 16 client and 4 Unix\nserver applications on 4 platforms with established design blueprints\n\nIT CONSULTANT,\nDecember 1995 \xe2\x80\x93 February 1998\n\nVARIOUS CLIENTS, Toronto, ON\nFreelance computer consulting to various clients\n\n- Developed technology solutions to drive businesses of various clients in retail, financial, logistics, supply\nchain, healthcare and other industries that included application and web development, training, networking,\nsecurity and other projects\n\nEDUCATION\nCertified Sarbanes Oxley Expert (CSOE) Candidate, Sarbanes Oxley Association\n\nPresent\n\nCertified in Certified in Risk and Information Systems Control (CRISC), ISACA\n\n2010\n\nCertified in Governance of Enterprise IT (CGEIT), ISACA\n\n2008\n\nCertified Information Systems Auditor (CISA), ISACA\n\n2008\n\nAdvanced Rational Unified Process (RUP) and Use Cases Workshop, Sierra Systems\n\n2007\n\nProject Management Professional (PMP), Project Management Institute\n\n2007\n\nMaster of Business Administration, Schulich School of Business, York University, Toronto, ON\n\n2006\n\n- Special focus on Finance and General Management\n- Led group of 8 colleagues in strategic consulting project for technology company developing .NET based\nBusiness Performance Management software; identified opportunities to increase annual revenues by\n$2.1M CAD\n\nBachelor of Science in Computer Science, York University, Toronto, ON\n\n1998\n\n- Majored in Computer Science, graduating in top 10% of the class\n\nCOMMUNITY LEADERSHIP\n\nVice Chair, Board of Directors\nNEWCOMER WOMEN\xe2\x80\x99S SERVICES, Toronto, ON\n\nNovember 2005 \xe2\x80\x93 September 2007\n\n- Provided guidance and developed governance, HR, organizational effectiveness review, performance\nreview practices and provided leadership to senior management, staff (22) and volunteers (28) in 2\nlocations\n- Involved in Strategic Planning and Programs Committees, managing over $1.2M CAD in annual funding'