Manager Project

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HUSSAIN H. BANDUKWALA

Toronto, ON Incorporated 647-***-**** **********@*****.*** ca.linkedin.com/in/hussainbandukwala/ PROFESSIONAL HIGHLIGHTS

Program/Project & Product Manager:

o Lead operational, technology & regulatory programs/projects for over 12+ years with a combined budget of $30M+ o Managed globally distributed cross-functional teams of 50+ resources in fast-paced, matrix environments o Worked directly with C-level executives and recognized for being a versatile leader with a focus on getting things done o Served as product manager for own B2C startup which has experienced 400+ downloads since Q4 2014 and helped customers save time and make money in a two-sided marketplace

Project Management Office (PMO) Builder & Thought Leader: o Played pivotal role in establishment and continuous improvement of PMOs for companies and programs o Keynote speaker at Project Management Institute (PMI) events attended by 80+ members and guests o Authored PMO relevant publications and blogs at https://www.slideshare.net/parwaaz and http://www.parwaazcc.com/blog/

Strengths: Business Case Development, Annual Budget Planning & Prioritization, Executive Presentations, Metrics-based Reporting, Change Management, Team Mentorship, PM Tools Maturity PROFESSIONAL EXPERIENCE

Silver Lining - Independent Operations Management Consultant, Toronto, Ontario (Sep 2016 – Jun 2017) Silver Lining is a SaaS-based behavior change company committed to change the global economy one small business at a time.

Streamlined operations and setup an internal accountability, communication and reporting structure to ensure the proper functioning of a globally distributed virtual team

Coached and supported all team members with their success within the company

Managed the hiring process of team and worked directly with them for their on-boarding and goal setting

Led “sprints” to address issues preventing the company from growth, including technology/system upgrades (e.g. CRM, internal communications, phone) and process changes (e.g. financial model, lead generation, customer service)

Provided day-to-day leadership on all operational aspects of the company related to results, people, process, & tools Shoppers Drug Mart (SDM) - Independent Project Manager, Toronto, Ontario (Feb 2015 – Mar 2016) Shoppers Drug Mart Corporation is a Canadian retail pharmacy chain, acquired in 2013 by Loblaw Companies for $12.4 billion in cash & stock.

Spearheaded a high-visibility $3.5M+ regulatory initiative for the #1 strategic program at SDM to integrate its pharmacy dispensing application with the province of Saskatchewan’s (SK) drug information system and comply with its eHealth standards

Successfully navigated cross-program dependencies and constraints in a dynamic environment across all phases of the System Development Lifecycle (SDLC) to deliver complex application integration and accomplish mission critical conformance from SK

Provided leadership and served as a single point of contact for the entire release team (50+ onsite and offshore resources) with over 8 working streams from both Business and Technology across multiple vendors

Monitored project status, risks/issues, budget/resource forecasts, and shepherded execution of 200+ change requests Toronto-Dominion (TD) Bank - Independent Project Manager, Toronto, Ontario (Jul 2014 – Feb 2015) TD Bank (NYSE/TSX: TD) is the 2nd largest bank in Canada by market capitalization & as per Forbes, it is the 19th largest bank in the world.

Managed a $1M+ business intelligence initiative for ATM Channel data consolidation via the creation of a common data platform to improve quality of data reporting and analytics and serve as a foundation for future reporting needs

Guided team through System Development Lifecycle (SDLC) and on-time delivery of Planning phase deliverables

Served as liaison between matrix organizations and stakeholders (IT/Business Leads) and established relationships with third-party vendors

Enjoyed confidence of key stakeholders through crisp reporting, timely escalations and effective communication Cognizant Technology Solutions - Manager, Toronto, Ontario (Jan 2010 – Jul 2014) Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, & business process outsourcing services, and is a member of the Forbes Global 2000 and the Fortune 500, and is ranked among the top performing and fastest growing companies in the world.

Client: Express Scripts Canada (ESC) - Served as a delivery manager for an 8-month initiative to lead the $1M+ transformation of an end-to-end medical claims management application for ESC (a Fortune 50 healthcare company) to increase market share and foster revenue growth

o Helmed crucial “recovery phase” of the project to ensure timely delivery of 800 defects within 2.5 months o Created delivery plan for recovery and steered team through tight coordination and meticulous execution o Improved team morale and forged strong collaboration between onsite and offshore teams o Recovered code quality and surpassed benchmarks through revamping and standardizing coding best practices PAGE 2 OF 4

o Established metrics-based reporting to objectively gauge status and progress of the project o Managed on-time and on-budget launch of the application through development, regression testing, User Acceptance Testing (UAT), production, and production support phases o Instituted and sustained strong collaboration and working relationships with the client team and management o Mobilized demand, interviewing, and on-boarding of resources o Monitored preparation of bi-weekly presentations to apprise IT Sr. Director on progress and risks/issues of the portfolio o Managed team of 30+ onsite and offshore resources that included developers, business analysts and QA resources o Galvanized team for improved performance via coaching and continuous feedback o Created an account governance model by establishing an Engagement Management Office (EMO)

Client: Travelers Canada - Set up the Project Management Office (PMO), transformed the IT division to a metrics- driven organization, and managed 9 projects over 2 years with a combined budget of $2M+ a) Played pivotal role in establishment and operationalization of the Project Management Office (PMO) o Conducted current state assessment, identified vision for the PMO, and formulated a roadmap for the PMO setup o Launched governance processes, standards, methodologies and artifacts for resource and financial management o Served as an advisor in the setup of project management tools including project dashboard, issues/risk log and project start-up deliverables checklist, and championed the concept of structured plan development via work packages o Assisted in setting up delivery mechanisms through Project Development Lifecycle (PDLC), SDLC, piloted them on projects, and advocated their maturity via better collaboration and enterprise tools o Led the PMO roadshow to obtain recognition from Business and IT Leads of the PMO as a formal project governance body, and showcase its benefits to further strengthen Business-IT partnership o Produced 11 sell-sheets, project mandates and charters and promoted the value of these initiatives to the Business o Mentored project managers and coordinators to ensure that the PMO tools and processes were used consistently o Participated in annual budgeting preparations for IT based on project pipeline, prioritization and cost estimations b) Facilitated transition of IT division to a metrics-driven organization in direct collaboration with the CTO o Mapped strategic and tactical IT goals to corresponding business objectives for gauging value of the IT division to the Business, to its own staff, and to the company (based on its innovation, process efficiency and financial stability) o Researched IT strategy publications and metrics best practices, and corroborated with the IT team to shortlist 40 key performance indicators (KPIs); refined and finalized to 15 KPIs after review with the CTO o Collected relevant data for the KPIs and measured them against prescribed benchmarks and industry standards to assess the IT division’s annual standing

o Created executive presentation that interpreted the KPIs to showcase IT division’s annual operating review to the CFO o Operationalized this process and assisted the IT team in adopting this organizational change by leveraging executive sponsorship from the CTO, empowering KPI owners to own their strategies, and recognizing their short-term wins o Collaborated with KPI owners every quarter to measure progress, counter challenges, and refine KPIs (via improved measurement techniques and/or better KPI alternatives); KPI owners attained self-sufficiency within 2 quarters c) Planned and delivered 9 projects over 2 years as a project manager with a combined budget of $2M+ o Spearheaded projects ranging from $30K to $1.5M including o a high-visibility IT audit initiative to execute 60+ mandated corrective actions which ensured adherence to enterprise standards, prevented financial loses, and avoided reputational impairment, o a multi-year desktop (Win XP to Win 7) migration program to increase productivity of 450+ users across the country, enhance intra-company collaboration, ensure business continuity, and position the company for future technological investments, and

o 7 custom application development projects to meet changing business needs o Recognized by CFO and CTO for successfully managing key initiatives and providing superior reporting o Provided on-schedule, on-budget project delivery leadership from initiation through closure amidst resource constraints and shifting requirements

o Created and managed project artifacts including sell-sheets, mandates, charters, governance models, business cases/benefits, schedules, issues/risks logs, communication plans, dashboard updates and executive presentations o Effectively managed steering committee meetings with stakeholders including CFO, CTO and Head of Global Audit o Managed 26+ onsite and offshore resources that included developers, QA resources, business analysts, database administrators, infrastructure staff, architects, Business associates and third party vendors (2 vendor teams) o Established relationships with third party vendors, intra-company auditors and leadership from 15 Business Units

Directed several business development opportunities for Cognizant that included business architecture, BPO and consulting proposals; initiated a key opportunity after soliciting buy-in from executive management to assess the state of the Canadian healthcare market and evaluate readiness for introducing Cognizant Healthcare’s consulting services to Canada

o Led the assessment, conducted the research, analyzed the market, and collaborated with senior management o Defined the market opportunity, drivers and segmentation o Assessed the value of Canadian healthcare initiatives in line with Cognizant offerings o Identified competitive landscape, performed SWOT analysis and devised strategies to gauge market entry feasibility o Devised demand generation and campaign management methodologies to position Cognizant formidably PAGE 3 OF 4

Diamond Mngmt & Technology Consultants (now PwC) - Associate, Chicago, Illinois (Jan 2008 – Jan 2010) Diamond (formerly NASDAQ: DTPI) was acquired by PwC in Nov 2010 where its 500 consulting professionals continue to provide their advisory and execution services in the niche strategic IT consulting space for their Fortune 500 clients.

Client: WellPoint - Served as program manager and budget administrator for a $23M CTO-driven program to transform core capabilities for WellPoint’s IT organization within 1 year; the capabilities included incorporating new governing processes, introducing web services to improve IT response to business agility, and overhauling technology platform such as the enterprise service bus (ESB) to position IT for business growth o Headed 4 projects and 8+ sub-projects within the program while overseeing a team of 15+ resources (including project managers, architects and tech leads)

o Developed project charters, partnered with enterprise governance for initiative funding, and led projects through all phases, from project initiation, through planning, implementation and close-out o Managed conflicting stakeholder expectations and communicated overall program status, progress, risks/issues and their corresponding mitigation/resolution strategies to senior leadership on a weekly basis o Maintained program view of scope and schedule by integrating all project plans and milestones into a project schedule as well as an executive-level dashboard to monitor the milestones o Provided program leadership and managed coordination between all projects within the program to ensure all team members clearly understood their responsibilities and that no aspects of the program were overlooked o Connected with the team and stakeholders (IT VPs, IT Directors, 2 vendor teams) through formal meetings and informal avenues to build a strong relationship and establish a candid, two-way communication channel o Handled all changes in scope, schedule and budget through enterprise governance body’s change request processes o Assessed project budget burn rate against forecasted burn and managed spending of capitalized and non-capitalized budget appropriately; managed variance analysis in collaboration with IT finance team o Entrusted by Director of Technology to manage vendor contracts, develop SOWs for new initiatives and existing project extensions, draft procurement orders for new technology assets, and facilitate their approval process o Coached team in building their respective project schedules and standardized reporting of project status

Client: WellPoint - Track Lead for a 4-month initiative to assess validity of WellPoint’s current Enterprise Portfolio Management (EPM) tool for resource capacity management o Managed client team of 10+ associates to identify and finalize requirements for the proof of concept (POC) and pilot o Developed POC tool and corresponding reports using advanced MS Excel based on requirements o Successfully piloted POC by motivating and training selected team members to adopt and utilize the tool o Outlined recommendations for future state resource capacity management tool based on pilot results targeting resource forecasting, workforce flexibility, demand/supply visibility and scheduling

Client: US Small Business Administration (SBA) - Conducted benefits analysis of an enterprise architecture initiative for SBA; the initiative was driven by a federal mandate and the CIO wanted to use this opportunity to identify long term solutions producing extended benefits

o Performed research on mandate requirements, lead client interviews to identify current-state pain-points, defined future state in alignment with the requirements, and conducted gap analysis for 2 divisions within the federal agency o Defined business architecture and laid out the roadmap to identify cost savings and improve performance targets BearingPoint (now PwC) - Consultant, McLean, Virginia (Jan 2006 – Jan 2008) BearingPoint (formerly NYSE: BE) North American practices were acquired by PwC and Deloitte in May 2009 while its EMEA entities continue to operate under the same banner. Prior to the acquisition, BearingPoint was a Big 4 management & technology consulting firm.

Conducted gap analysis on a military agency’s existing internal website, offered recommendations, and redesigned website to improve both branding and central availability of information

Led UAT and participated in overall quality assurance, including preparation and execution of test cases, and working with developers to facilitate issue resolution for the integration of a telco client's billing and provisioning systems

Designed presentations for sales pitches and business development for BearingPoint

Critical component in creation of alliance with a partner to increase market growth opportunities for BearingPoint, expanding its portfolio of business solutions and providing another resource to its 17,000 professionals McFadyen Consulting - Consultant, Vienna, Virginia (Jan 2004 – Jan 2006) McFadyen Solutions (formerly McFadyen Consulting) is an eBusiness system integrator that specializes in large-scale ATG eCommerce and web portal solutions serving Fortune 1000 clients globally.

Led overall project management activities for a media & entertainment client, including: compiling time estimates and resource schedules, managing client and offshore resources, and presiding over resolution of 85% corrupted online orders

Managed a search engine optimization (SEO) initiative for a client by analyzing competition, identifying relevant keywords, and redesigning website to attract higher search engine rankings

Conducted architecture review of the B2B eCommerce platform for a client by performing analyses on system setup and coding best practices to meet performance efficiency targets

Developed key workflow and shopping cart components, and managed requirements with business owners to improve user experience for a B2C eCommerce system geared to revamp up to 75% of a global clothing retailer’s online business

Recognized for “Best New Employee (2004)” and “Most Innovative Consultant (2005)” awards PAGE 4 OF 4

LocaWoka - Co-founder & Product Manager, Toronto, Ontario (Jan 2012 – Mar 2016) LocaWoka (a personal side project) is an easy-to-use smartphone app that helps busy people outsource their errands and tasks to trusted, reliable individuals seeking supplementary income within their neighbourhoods.

Defined long-term product strategy in conjunction with startup's launch and growth vision

Translated product strategy into iterative execution from conception to prototype to launch

Planned and executed customer development to solicit feedback and translate it into UX/UI and other product features

Researched competition and customer response to gauge product placement in the market

Prioritized features and monetization strategies on product roadmap

Devised marketing channels and facilitated creation of copy for customer reach-out

Participated as guest speaker on CBC's Metro Morning radio show and Canadian Immigrant’s trade fair

Featured as cover story for the Canadian Immigrant magazine and mentioned in The Huffington Post

Advised by MaRS (Toronto-based startup incubator) and Google NEXT (#1 startup pre-acceleration program in the world) PROFESSIONAL DEVELOPMENT

Certifications & Publications

Lean Management Certified (LMC) - 2014 Sun Certified Java Developer - 2005

“Setting up a Project Management Office (PMO)”, http://slidesha.re/1pPCIqX - May 2014

“Discover the right tools for your PMO”, http://bit.ly/1Zz5Mok - Mar 2015 Project / Model / Document Management

HP: PPM Centre, Quality Centre; Planview; Clarity MS: Project, Word, PowerPoint, SharePoint

Google Docs; Pivotal Tracker; Asana, Trello Customer Development & Prototyping Industry / Domain

Insurance, Banking, Healthcare, Telecommunication, Government, Retail, Aviation, Mobile, Media/Entertainment Additional Interests

Startup & Small Business Columnist, Canadian Immigrant - 2015

Mentor, Pakathon (startup hackathon) - 2014-2015

Product Manager, VenCorps (collaborative and social crowdfunding startup) - 2011

Product Manager, Project D2D (startup providing doctors instant access to medical specialists) - 2010-2011

Participant, Startup Weekend Toronto (startup hackathon) - 2010 EDUCATION

The College of Wooster, Wooster, OH - May 2003 Bachelor of Arts in Computer Science

Honors & Awards: Omicron Delta Epsilon (Economics Honor Society), Dean’s List, Senior Thesis Honours

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