Project Manager Management

PROFILE

o Professional global leader, specializing in strategy, business

proposition assessment and reengineering, and client management.

o Manage high-impact global projects and programs. Bring vision,

innovation, and solutions-oriented executive leadership.

o Develop and set long-term strategic direction, teach the strategy to my

team, and guide/advise my team through execution/implementation of

strategic initiatives and action plans with key stakeholders.

o Create operational plans that incorporate the goals and objectives of the

strategic direction while maintaining compliance with governance policies

and managing risks.

o Skilled in utilizing structured methodologies and employing leadership

and management principles.

o At ease in highly-visible roles. Strong executive presence in business

exchanges and a proven capability of fostering constructive and critical

working relationships with diverse stakeholders.

o Expert at building resilient networks, both in-house and virtual teams,

achieving buy-in and motivating front-line staff for maximum

organizational effectiveness.

CORE BUSINESS SKILLS: Global Strategy and Coordination

Project Management Finance Transformation

Operational Management Business Development Program Development

Influencing/Managing Change

Budget/Cost Control Management Reporting

Process Control Design Governance/Risk Policies

SELECTED RELEVANT PROFESSIONAL EXPERIENCE

KPMG, Toronto, ON

2009 - 2012

Global Strategy Consultant: A highly-visible international strategy role

with the primary focus of providing strategic and business development

advice to partners in 150 countries on how to leverage regional

capabilities, opportunities, and client relationships to target revenue

growth on a global basis. This role included advising and recommendations

to executive Steering Committees and senior management. Heavily weighted on

building effective relationships with executives.

. Built and managed 10 strong global networks (Insurance, Bermuda

Reinsurance, Alternative Investment - Real Estate, Hedge and Private

Equity, Infrastructure, Regulatory, Indirect Tax, Transfer Pricing,

Mergers and Acquisitions, Latin America/ Iberoamerica) of 200+ KPMG

partners worldwide, leveraging national and regional capabilities,

opportunities, and client relationships in order to grow global revenues

. Brought a big-picture mindset to the150 KPMG firms and drove global

coordination and communication, answering the questions of: How to build

global presence in the world's major markets? & How to turn global

presence into global competitive advantage?

. Part of elite Globalization team secluded over 10 days in New York City

to review 5 year (2010-2015) Global Growth Strategy ($4.15 billion).

Evaluated key elements of transformational agenda to focus on high-growth

opportunities that supercharge the network and support firms' strategy

review. Recognized and assessed overlaps, constraints, risks, and

assumptions in the documented global strategies of 6 service lines and 4

industries. Responsible for financial model & calculations

. Owned, led and conducted strategic reviews and initiatives across the

globe, including: on-site visits, business plan review and evaluation of

region development (for example, reviewed India and Brazil offices in

2011)

. Maintained an extensive awareness of all relevant global business and

sector/geographical initiatives, both internal and external, their

implications, inter-dependencies and imperatives. Advised Global Steering

committee on relevant issues and opportunities

. Identified cross-border opportunities and country propositions that can

be leveraged in other regions; Managed the development of global

propositions supported by the Global Steering Committee; Maintained &

improved integration between national practices

. Responsible for development of a Global brand and ensuring the effective

and efficient running of the Global Business

. Global Account Management - Challenged KPMG partners on their client

account plans and assumptions; captured action points on opportunities

and ensured follow-through on those opportunities by partners; developed

and refined client messaging and strategy for targeting new business

under best practices; interpreted data and deployed benchmarking

approaches; gathered and disseminated big issues. Facilitator for getting

key issues in front of the client

. Produced 6 Thought Leadership publications (for example, Frontiers in Tax

magazine)

. Responsible for running of client events and conferences around the

world, including: creation of content, approach to client meetings,

preparation of partners, liaise with Marketing to create marketing

materials, internal and external communications and website

ACCENTURE, Toronto, ON

2007 - 2009

Senior Business Consultant: 100% travel position with all work performed at

client site. Provided knowledge and experience to enable client Finance

departments to respond to changing needs and expectations of the business

and to improve efficiency and effectiveness of finance operations whilst

addressing the ever-increasing challenges of new regulatory requirements.

For every company, within any industry, evaluated end-to-end processes,

people, and systems within the finance area. Compared findings to

competitors and best practices. Performed gap analysis and recommended

strategy and implementation plan to grow revenues, cut costs, and make

company more efficient. Performed business proposition assessment and

reengineering.

Full awareness of best practice innovations and stayed abreast of trends

and latest regulatory requirements. Led and managed a team of international

consultants to deliver high quality, commercially sound advice and

recommendations to Board level.

ACCENTURE - Selected Projects

Apache Canada Project Size:

$450,000

. Positioned as the Finance Transformation Operations expert in determining

opportunities for cost reduction

. Determined 17 short-term and 78 long-term value creating opportunities

($600,000 - $800,000 est. annual benefits)

. Developed strong relationship with client, resulting in sale of 2 phases

of follow-on work

Best Buy - Enterprise Tax Compliance Program Project

Size: $1million

. Key contributor to achieving a single enterprise instance of Vertex 0-

Series for sales tax assessment, realizing savings in business and IT

support costs. Also ensured that customers are charged the correct sales

tax on their purchases, reducing corporate risk and enhancing the overall

customer experience.

American International Group (AIG) - Project FiRE Compliance Team Lead

Project Size: $900 million

. Designed initial Compliance and Risk Management Controls Strategy and

Approach to global regulations in order to improve AIG's internal

controls over financial reporting and consolidation processes, resulting

in successful completion of global design phase.

. Directed Compliance scope discussions with Global Design Leads and Senior

Management, within an SAP Financials environment

. Trained sub-teams on Compliance requirements analysis

MANULIFE FINANCIAL, Toronto, ON

2004 - 2007

Business Consultant, MFC Global Investment Management, 2005 - 2007

Senior Business Analyst, MFC Global Investment Management, 2004 - 2005

. Utilized my risk expertise to develop the Sarbanes-Oxley Section 404

action plan and associated business process redesign

initiatives - affecting $104.5 billion in assets and 150 staff members

. Managed Sarbanes-Oxley implementation and remediated process deficiencies

to strengthen corporate controls and procedures, which resulted in

Manulife achieving "Sarbanes-Oxley Certification" - top corporate

priority for 2006

. Led investigation of cash issues and balanced transactions between 5

different IT systems to save $10 million of conversion write-off

. Constructed a framework for automating approximately $4 billion/month in

manual transfers, resulting in a cost reduction of 1.5 FTEs

. Appointed as committee chair in design and implementation of a strategic

framework for managing new business initiatives

. Streamlined processes and procedures during Manulife Financial's Canadian

custody conversion by motivating front-line staff and achieving buy-in

from Manulife and CIBC Mellon integration stakeholders - custody mandate

totaled $60 billion in assets

. Successfully managed 5 direct reports on critical projects with

information constraints and high pressure for positive resolution

. Effectively coordinated the interface between senior management on a

cross-border basis, internal/external audit groups, and staff

EDUCATION AND PROFESSIONAL DEVELOPMENT

Masters of Business Administration - School of Business and Economics,

Wilfrid Laurier University, Canada 2006

. GMAT Total Score 710 (95th percentile)

Canadian Investment Products and Financial Markets: Canadian Securities

Course Certificate - Canadian Securities Institute 2001

Honors Bachelor of Commerce - Queen's University, Canada

1999

SUPPLEMENTARY SKILLS:

Languages - Fluent in French with professional experience in a bilingual

position. Expert Spanish.

. Computer Skills - Advanced skills in MS (Word, Excel, Outlook,

PowerPoint, Project, and Visio), Lotus Notes, and Adobe.

SAMPLING OF COMMUNITY LEADERSHIP AND PERSONAL ACHIEVEMENTS

Runner: 2009 New York Marathon, 2006 Boston Marathon

2009

. Through dedication & perseverance achieved personal goal of completing

the 2009 NYC Marathon and 2006 Boston Marathon

Faculty: Accenture, Toronto - Management Consulting Fundamentals Course

2008

. Taught course designed to build the foundational skills of management

consulting and prepare consultants for client work

Advisor: Accenture/ Richard Ivey School of Business, Toronto - Ivey

Connects

2008

. Mentored a Richard Ivey student team providing pro bono consulting

services to not-for-profit organizations

Project Manager: St. Michael's Hospital, Toronto - Balanced Scorecard

Initiative 2006

. Led an in-depth analysis of the organization's balanced scorecard

initiative against existing and future strategic objectives

. Determined strategic gaps, suggested improvement recommendations and

developed a comprehensive implementation plan

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