Toronto, Ontario
Locations:
Min Investment:
Max Investment:
Target Investment:
2021
2021
Bell Canada
2018 - 2021
2018 - 2021
• Successful delivery of projects / programs from all aspects of project management lifecycle, following established methodologies as appropriate, budge ranging from $250K up to $2M. Performed End-to-End Implementation in (DEV, SIT, UAT, PTE, PROD environments) while balancing Scope, Schedule, Risk, and Budget. • Demonstrates up-to-date expertise in Program or Project Management and applies this to the development, execution, and improvement of action plan. • Act as a single point of contact for all projects and provide overall direction, technical and analytical guidance to project and program teams that span across multiple originations including outside suppliers •Manage cross functional line of business projects in matrix organization covering range of areas. Lead the End-to-End migration of major applications to Cloud platform, optimizing solution by reducing delivery time by over 25% with cost reduction of 200k per annum, while accomplishing version upgrades. • Successfully decommissioning a large legacy application by coordinating with internal business stake holders and vendor, thus saving more than a $0.3M per year. • Assisted team with making appropriate commitments through story selection, sizing and task definition and participated proactively in developing and maintaining team standards, tools and best practices reducing development time by 20%. • Managed relationships between various stakeholders including multiple line of business, technology operations and vendor management (CGI, IBM, DXC, Veriday, Akamai and many more). • Responsible for ensuring projects meet the requirements of banking standards, policies, and procedures; that all necessary processes are carried out such as: Architecture Governance, Security Threat Risk Assessment, and Operational Gating before delivery. •Build up processes and procedures to align with the Bank's SDLC including the standardization of the release management processes and change control methodology. als.
2010 - 2018
2010 - 2018
•Directed, defined, and coordinated all program management aspects: release optimisation, established roadmap objectives, developed technology requirements, planned schedules, win room requirement prioritisation, field issues and client briefing with respect to all advanced automation capabilities and DevOps, which enabled continuous delivery and made recommendations for improvements in Products and Processes. •Manage $20m annually in a billable effort, software, hardware, and licensing. •Met aggressive dependency needs of the agile software development team by driving execution of waterfall teams - planning, specification, and delivery - to incrementally deliver using scalable agile techniques. •Responsible to define the strategy around DevOps adoption across the lab. In this exciting role, I get to work with various projects to create DevOps maturity assessment. Communicated clearly and effectively with developers, business owners, and senior business leaders (VP and Directors). •Led development of new software test application and enabled verification teams to create tests graphically making it easier for SMEs, who are non-technical to develop and maintain those tests and ensure better test coverage; it was instrumental in finding critical bugs in device software before the release. •Responsible for enterprise release management process and coordination between BAU and development teams for any project going into production and making sure all required documentation completed and reviewed by the team leads. •Managed and lead multiple Agile teams, including mentoring and creating strategic roadmaps in combination with Business and Technology. Build a high-performing environment that attracts, retains, develops, and motivates team by fostering an inclusive workplace. •Drove key automation delivery for Service Management, Monitoring and Even Mgmt. and strategic delivery.
2010 - 2018
Accolades •DevOps Leadership Award in 2018 for demonstrating exemplary leadership & initiative and driving DevOps practices. •Manager's Choice Awards - 2017, 2016, 2015, 2014 and 2013 for - “Restlessly reinvent our company and ourselves” and “Dare to Create Original Ideas”. •Delivery excellence in business transformation – ALL IN ONE - 2013. •Excellence in Service Delivery – 2011 •Best Business Enabler – 2011 •Two - Service Delivery Quality Excellence Awards for delivering quality services to the clients and ensuring customer satisfaction – 2010 and 2012
2010 - 2018
•Brought in discipline of modular development and as a service delivery. Support Platform goals of adopting/delivering our tools: DevOps to meet the scale and speed at which our Tools get deployed either internally or offering route. •Develop Analytics - Assess and develop capabilities to enable global processes for Infrastructure Management Services execution of Watson Analytics, Predictive Insight’s, and other capabilities. •Harvest Assets across Global Technology Services in Analytics Capability - Sentiment Analysis, Ticket Analysis, Availability, etc. •Re-established and drove a metrics-based culture around delivery excellence focusing on client benefit versus internal analytical metrics. •Recommended the nature and scope of present and future product lines by reviewing product specifications and requirements, appraising new product ideas and/or product or packaging changes. Liaised with clients to ascertain business requirements and presented automation solutions. •Built out a training plan to move from waterfall to Agile and facilitated training across, six months later we have a steady velocity with predictable results, including multi-location teams. •Optimized performance by researching Gartner analysis to identify industry leaders, driving RFI and RFP evaluations, and negotiating SOWs to maximize product delivery. •Analyzed vendor products, SLA, performed cost/benefit analysis, developed consensus among Business Units for alternatives to legacy applications. •Devised forecasting and capacity planning strategy to enhance customer experience and increase project revenues; this allowed our team to add 4 FTE development resources. •Provided engineering and QA teams with detailed analysis, drove integration of new technologies and quality initiatives into projects and activities in the organization. Applied Lean 6 Sigma techniques to reduce Time to Market for prototypes from 20 to 8 weeks. Improved test automation by 50%, 2-4 weeks sprint cycle.
2001 - 2010
2001 - 2010
2006 - 2010 - Consultant – Six Sigma and lean - information technology organizations. 2005 - 2006 - Technical support engineer - service-based organizations. 2001 - 2004 - Manager quality and production - International manufacturing unit.