**** S. Elwood
tel: 647 *** ****
Specializing in business process reengineering, business analysis, optimization, project management, best practices, and implementation planning and execution.Specialist in identifying, engaging, and effectively communicating organization objectives to different stakeholder groups to gain agreement and required contributions.Expert work shop design and facilitation, identifying key issues and developing solutions and strategies to achieve recognized objectives.Extensive experience establishing project governance infrastructure support systems.Specialist in bridging communications gaps between stakeholders, user groups, and developers.
Career Summary1999 – present: contract consultant: business process improvement, project management, business analysis, workshop design and facilitation, bridging communications between competing stakeholders1991 – 1999: CIBC employee: business process improvement, project management, business analysis
Skills and Experience detail
Business Consultant, January 2012 – current
Tactile Audio Displays Inc. Leading sales and marketing activities of the high tech start-up company, TADs Tactile Audio Displays, in the Ryerson Digital Media Zone start-up incubator:Development of corporate infrastructure and systems of governance.Creating marketing and product design strategies. Supply and distribution chain development.Leading web and traditional media marketing and promotional campaigns: communications strategy, content and copy writing, media release scheduling, media launch planning and management.
Business Solutions Consultant, August 2010 – July 2011
Toronto Hydro Corporation
The Customer Satisfaction Program (CSP), a portfolio of four projects aligned to lines of business, to improve customer satisfaction and measurement capture processes (KPI) for continuous improvement.
1. Project Management activities required to support execution of the four projects within the program portfolio, including, but not limited to: creating statements of work, project charters, detailed project plans, engaging stakeholders, facilitating meetings, setting agendas, tracking/reporting project metrics.
2. Business process reengineering the highest impact customer-facing service lines (4 projects), to:
Lead/facilitate workshops and one-on-one interviews to gather business requirements, and create future state business process flows to attain program objectives.
Implement a performance measurement and capture system to enable a continuous improvement KPI measurement cycle within the organization.
3. Liaising with enterprise architecture department and creation of recommendations and system specifications for enabling technologies, and performance measurement and reporting systems.
4. Implementation of new processes: identify, create and/or facilitate the creation of material and infrastructure required to make new processes operational, including:
Procedures documentation, training material, and delivery and change support infrastructures.
Internal corporate communications and staff presentations; presentations to affected staff.
Business Analyst, January 2010 – March 2010 (six week contract)
Business process reengineering of invoicing processes:Establish project governance infrastructure, including statement of work for project.Creating business process flowcharts, and supporting documentation of invoice processes.Performing current state analysis business processes.Conducting root cause analysis, creating and evaluating alternative process designsDeveloping recommendations and business requirements for future state invoice business processes.
Business Process Consultant, November 2008 – July 2009
Ontario Centres of Excellence (OCE)
1. Analyzing mission critical business performance metrics reporting requirements and, in conjunction with the development of an enterprise business process management information system, developing plans to develop process solutions for business transformation.Analysis of business needs within the context of organization vision and objectives.Development of project scope, statement of work, and project planning and governance documentation.Documenting existing organization-wide business process flowcharts (swimlane/line of visibility)Business process analysis, reengineering, best practices, proposed business processes, implementation
2. Business process reengineering Finance processes to increase organization process effectiveness and efficiency to supporting implementation of SAP Finance module. Analysis and development of process change recommendations enabling SAP lite accounting module software integration and new business process implementation. Project management of implementation of business process improvement recommendations.Infrastructure support activities during implementation execution.
Project Manager, PCO, August 2007 - September 2008
(CIBC) Asset Management Inc., Platform Integration Program
The Platform Integration program objective: software integration of two service delivery systems and data onto one service delivery platform. The program included projects to merge data, verify data quality, improve system performance, statements of work and service level agreements with operational service providers, process definitions, and business process reengineering, including the development of user support documentation in support of the change implementation.Establish project infrastructures, creation of project management documentation, including, but not limited to: work package definition document, project schedule, project governance, detailed business requirements, and issues logs. Full responsibility for management of MS Sharepoint project document repository.Negotiating resource commitments and delivery timings.Monitoring and measuring project execution progress.Creating reporting artefacts: integrated project plan, dashboard, and executive presentations.
Senior Business Analyst, December 2006 - May 2007
Bank of Montreal, TECP Program
The TECP (Truncation and Electronic Cheque Presentment) Program was a national, industry-wide implementation of electronic cheque-clearing capability, governed by the Canadian Payments Association (CPA). The objective of the role was to facilitate the attainment of systems and process modifications necessary to meet regulatory compliance.Facilitated the development of mandatory readiness artefacts, test plans, and client consulting to fast-track BMO cheque-clearing client’s capability to meet compliance with mandatory regulatory changes, relating to TECP implementation.Coordinated vendor and service provider subject matter expert involvement and confirmation of service level agreements to mitigate project, operational and reputational risk to BMO and client.
Business Analyst, Aug. 2006 – Nov. 2006
CIBC – Global Operations – Third Party Demands Project Lead negotiations for work packages, including: current state process and issues documentation, business process reengineering, including development of process definitions, business and process requirements for future state design, leading future state design exercises, documenting future state conceptual design, and future state detailed design.Defining and negotiating project scope, resources, and timelines, documenting and resolving project issues, by issues logs.Leading and conducting failure mode effect analysis (FMEA) on the third party demand processes.Developing new business designs, and creating process tools and new systems processes and procedures, and key performance indicators (KPIs) to meet regulatory and legal compliances.Tracking project progress, reporting project status, balancing resources to meet tight delivery deadlines.
Project Leader, Dec. 2005 - May 2006
Bank of Nova Scotia/Stratix Consulting, Symcor Alignment - Statement Replatforming ProjectLead the launch, project initiation, requirements development and documentation.Project objective: to rationalize statement processes, from data feeds, to statement composition, production and rendering with the bank's primary service provider, Symcor.Built necessary infrastructure to support image-enabled processing product offerings.
Project Leader, May 2004 – Nov. 2005
INTRIA Items Inc., Truncation and Electronic Cheque Presentment Project Business TransformationProduced and distributed of deliverables: current state analysis, process flow maps, business rules, design logs, procedures, and test scenarios, and use cases for the INTRIA TECP ProjectWorkshop design and facilitation; leading process design sessions to reengineer existing processes and net new processes for cheque image capture, and workflow management system developmentProject planning; developing, presenting, and negotiating timing and costing estimates for deliverablesExecuting Lean Six Sigma methodology to enable viable workflow designs within new systems and operational constraints
Business Process Reengineering Specialist, June 2001 - Dec. 2001
CIBC - Brand Promise Business Transformation Program - Customer Authorities ProjectWorkshop design and facilitation; leading weekly, director-level, conceptual design workshop sessions, and managing the capture of information from these sessionsProduction and distribution of deliverables: design principles, business requirements, business rules, process flow maps, procedures, and use scenariosTeam building, including a primary role in hiring for the team, identifying skills gaps and developing and delivering appropriate BPR training to the team membersProject planning; participating in development of appropriate methodology to accomplish strategic vision
Business Process Management Consultant, May 1996 – Dec. 1999
CIBC Trade Finance Division Documentation of existing business processes and development of new business processes, business rules and procedures for implementation of new service delivery platform (MKI - Trade Innovations)Development of test scenarios and test cases for system and user acceptance testingFacilitating strategic direction review for business transformation program development: create business case, Request for Proposals, development of approach and participation in evaluation and selection process for strategic outsourcing partner.
Senior Business Analyst, Sept. 1994 - Apr. 1996
CIBC - Telephone Banking
Project Leader, Customer Service Workstation Graphic User InterfaceDevelopment and documentation of business/user requirements and associated business rulesCo-ordination of programming developmentDevelopment of test scenarios, test cases for user acceptance testingCo-ordination and execution of user acceptance testing for applicationFacilitating demonstrations of application to user community
Project Leader, Bill Payment Utility PilotDevelopment business/user requirements and request for proposal vendor selection processesCo-ordination of programming development and system installation Co-ordination and execution of user acceptance testing (test case development) and implementation
Business Process Consultant, Mar. 1993 - Dec. 1993
CIBC, Commercial Markets Re-Engineering ProjectLeading business transformation project for CIBC Commercial Markets projectFacilitating project planning workshops with primary team, drawn cross-functionally across commercial marketsDevelopment of comprehensive business process flow documentation for end-to-end service delivery
Project Leader - Regional Consumer Loan Support Centres Review, May 1992 - Mar. 1993
CIBC - Engineering and Consulting DivisionProject planning and tender to Vice President Consumer Loan DivisionProcess flow, and procedures documentation and re-design
Senior Business Analyst, May 1991 - Mar. 1993
CIBC Business Efficiency Analysis Group/Engineering and Consulting Division, Consultancy Practice Development ProgramBusiness process reengineering researchDevelopment of business process documentation and analysis techniques, methodologies, and software tools
Bachelor of Commerce, McMaster University, 1989
2007 September Adobe Creative Suite for the Web – CS3 - course CXCP185
2006 June (X-)HTML and Cascading Sheet Styles – course CXCP663
1999 June Project Management: Skills for Success
Learning Tree International
1998 November Intermediate Project Management with MS Project
Waterloo Management Education Centre
1998 October Principles in Project Management
CIBC Proprietary Training Program
1997 November CIBC Frontline Leadership Program
1997 April Situational Leadership Program
CIBC self-study program
1995 July Presentation Skills
MICA Management Resources
1991 November Bates Project Management and Control
English native language
French fluent spoken and written
Spanish basic spoken and basic written
Hobbies and Interests
Sports: weight training, hockey, cycling, swimming, windsurfing
Available upon request.