ROCK D. CHAMPAGNE

*** ***** ******

Russell, Ontario K4R 1B5

613-***-****

CAREER SUMMARY

A program cost management and coordination professional known for analytical, communication and organizational skills; a diverse background in project management services and accounting, including financial administration of project cost budgeting, forecasting and analysis, project scheduling and implementation of project management offices, including methodology with associated processes, project management and financial operating systems.

PROFESSIONAL EXPERIENCE

Canada Post Corporation, Ottawa 1998 to 2016

Selected Achievements

Improved the CMB life cycle evaluation process to achieve effective spending on 40% fewer sites to be replaced. Target of less than 975 sites less than previous years of 1,500 achieved.

Repatriated the CMB site Engineering Services from our General Contractor and created standard drawings for typical installations resulting in annual saving of $800,000 to the program.

Improve TAPS Warehouse coding structure and work order creation process to reduce costs by $75,000 year over year.

Project 2.0 CMB Door to Door Conversion – (June 2014 to December 2016)

As the Installation Manager I managed a team of two officers and six Engineering Technologists who’s primary responsibilities were to;

Perform first level review of site localization forms and selected standard or required 3rd party engineered drawings ensuring all CMB site selections respected our siting and setback guidelines.

Work order creation for the CMB equipment

Entering, reviewing and approving site installation work orders to our General Contractor

Qualification and first off approval of all concrete suppliers

Progress reporting, cost analysis and execution of field change requests

Addressing & Delivery – Operations Assets (December 2008 to May 2014)

Manage and support the development and implementation of the long term investment plan for the Corporations Street Furniture Program.

Develop and support the annual national program including preparation of approval documentation as per the Corporate Investment Planning requirements.

Primary support for our field Delivery Service Officers (DSO) responsible for the installation of our Community Mailboxes, ensuring the consistent application of CPC Standards and methodology.

Subject matter expert for the SNC (Profac) General Contractor for the installation and maintenance of our Street Letter Furniture – Annual contract value of approximately $45M per year.

Subject matter expert for the JDE software application used by the DSO’s to create their work orders and the invoicing to CPC of those completed work orders.

Project Lead for the final design and implementation of the new generation 3 Community Mailbox.

Postal Transformation - GTA Business Case (July 2008 to November 2008)

In this six month assignment, supported the Parcel and GTA plant teams in the development of several version of the GTA Business case while maintaining the overall Program Management.

Real Estate – Project Delivery Office (June 2004 to June 2008)

Created The Project Management Center of Excellence, an initiative under the Asset Management umbrella to ensure the consistent application of the Regional Project Delivery Services Contract and Project Management Processes and Methodologies through the continuous mentoring, tutoring and monitoring of Canada Post facility Project Leads and performance measurement of the Project Management Company contractors.

Assisted and supported the annual planning cycle and prioritization of the National Facility Change Program in coordination with the Manager of NFCP, Regional Real Estate Managers and Project Management service providers

Responsible for the review and approval of all Project Management Plans outlining project deliverables, project management procedures and contingency plans.

Responsible for the review and approval of electronic purchase orders and monthly Project Status reports

Coordinated and lead monthly cost and status meetings with Project Delivery personnel to ensure investment control across all projects and reporting the results to Senior Management.

Developed the user requirements for two databases, one to store of Project Management Documentation and the other to store historical estimates and actual project costs and key performance indicators.

Also developed the user requirements for Project Management performance surveys and lessons learned data base.

Operations Transformation – Operations (November 2003 to June 2004)

Reporting directly to the V.P. of Operations, Mary Traversy, supported the Operations Transformation initiatives undertaken in the CUPW collective agreement through the creation of comprehensive tracking tools and weekly reporting. Also worked closely with Labour Relations and Internal Audit to establish audit parameters for the review of the implementation of a number of the Operations Transformation initiatives.

Program Control Manager – Retail (June 2002 to October 2003)

Reporting to the Director of Retail Strategy, Sylvain Laporte, wrote the Program Charter for the Retail Business Strategy Program

Created a continuous monitoring progress report for all new initiatives aligning to the new Retail Business Strategy.

Lead and supported many of the initiatives resulting from this strategy involving several cross functional groups; most notably, I was the Project Manager for the fit-up of ten Retail offices delivered in record time and on budget.

Program Control Manager Supply Chain Management (April 2000 to May 2002)

Reporting directly to the GM of Supply Chain Management, Rochelle Duhaime, created the Program Charter for this initiative and supported a highly motivated and dynamic team, mandated with creating the Supply Chain Management strategy and execution of that strategy culminating in the successful purchase of the Progistix Company.

Manager, Finance & Planning (Assignment from March, 1999 to March 2000)

Responsible for collecting written status and percentage complete progress of scheduled activities to consolidate and report back to a diverse Cross Functional Team the factual current status of the Product Simplification Project.

Responsible for proactively tracking deliverables and early identification of risks to minimize the impact on the overall successful completion of the Project.

Recorded the minutes and follow up on actions from the weekly Dedicated Team meetings and biweekly Steering Committee meetings.

Project Controls Manager (Assignment from September, 1998 to March, 1999)

Responsible for the creation, implementation and maintenance of project cost controls, configuration and change management, software problem reports and timelines in support of the Information System Function for the Product Simplification Project and Commercial Customer Automation efforts of the Canada Post Corporation.

NCR Canada, Ottawa 1998

Project Control Manager (Assignment from March, 1998 to September, 1998)

Responsible for the management of the administrative, financial and project costing functions of the CPC account, as well as the supervision of the configuration and quality control and assurance departments.

AGRA Monenco, Ottawa 1998 – 1994

Selected Achievements

Assigned to the RIIP project, worth approximately $70M, to assist in the collection of information and estimates from various disciplines for the development of the class B estimate.

Responsible for the creation and implementation of departmental budgets and project forecasting for the Spectrocan Division.

Responsible for the creation and implementation of the Spectrocan Monthly Financial Report, including an executive summary written for the Executive VP of Systems.

Assigned to the Oakville Corporate Office to develop a Corporate Proposal Estimating Model at the direction of the Chief Financial Officer of Monenco Agra.

Responsible for the creation and implementation of a man-hour work breakdown structure for the Spectrocan Development Team.

Responsible for the creation of the cash flow execution plan and forecasting model for the Indonesia and Morocco Projects worth approximately $44M and $2M respectively.

Senior Cost Analyst & Facilities Coordinator

Responsible for the project cost analysis and forecasting for the Spectrocan Engineering Inc. software and hardware projects ranging in values of $2M to $44M. Also responsible for all day to day facility issues and coordination with the building superintendent.

ABB Combustion Systems Division, Gloucester 1993 T0 1981

Selected Achievements

Responsible for designing, implementing and automating a Project Cost Control System that identifies the philosophy and areas of responsibility for Operating Disciplines, Accounting and Project Management Department. As many as 17 active projects, ranging in values from $10 to $125 million were managed with this system.

Responsible for the creation, implementation and publication of the Monthly Project Management Report, which includes current project issues and the financial and scheduling status of 27 projects, ranging in value from $10 to $125 million.

Responsible for selecting and implementing AS/400 hardware and J.D. Edwards software for our financial and operating systems, a $1.5 M project completed and operational in 6 months.

Assigned to the Sherbrooke manufacturing facility to monitor man-hour performance at the operational level, which resulted in a 5% improvement in manufacturing man-hours.

Responsible for the project management and design authority of our new 200 employee office building, a $3 million project successfully completed on time and under budget.

1993-1991 - Supervisor, Project Services

Supervision of the project scheduling staff responsible for the time control of active projects, from the proposal stage through to commercial operation, for projects ranging in values from $10 to $125 million and consisting of on average, 150 deliverable components or 1,200 scheduled activities, as well as, retaining all of my duties of Project Cost Coordinator.

Responsible for selection, implementation and conversion to the Primavera P3 scheduling software

Draft preparation, publication and maintenance of the Project Management Procedures Manual.

1991-1988 - Project Cost Coordinator

Responsible for supporting and organizing the requirements of 14 Project Managers on 27 active projects. These requirements included:

Developing and monitoring project budgets and forecasts.

Verifying Actual and Committed Costs and assisting the Project Manger in the development of the Balance To Complete and Risks and Opportunities, resulting in the Project Forecast.

Interfacing with all Operating Disciplines in developing and monitoring project man-hour and budget commitments.

Identifying and explaining deviations on all projects on a monthly cycle.

Preparation, publication and presentation of the Monthly Project Management Report.

Organized and prepared the Quarterly Project Review meeting with Project Managers, Accounting Personnel, Director of Operations and Controller to review and discuss all project issues, scheduling and financial status for the purpose of collectively agreeing on project provisions and margin recognition to meet the current years’ financial plan.

1988-1987 - Senior Accountant

Collection and preparation of long range contract forecasts to determine yearly estimated sales, margins and balance sheet data.

1987-1985 - Project Analyst

Collection, verification and preparation of Project Forecasts which included accountability of the integrity of Actual and Committed Costs and assisting the Project Manager in determining the Balance To Complete and Risks and Opportunities.

1985-1984 - Project Accountant

Collection, preparation and analysis of financial data for our parent company.

Coordination and preparation of schedules and explanations for external auditors.

Documentation, coordination and maintenance of the Records Retention Program.

1984-1983 - Accounting Clerk

This function included numerous General Accounting responsibilities, such as maintenance of the cash management system, major bank and balance sheet account reconciliation’s.

1983-1981 - Budget Clerk

Collection, verification and monitoring 30 departmental overhead budgets. Monthly analysis and explanations of budget to actual variances culminating in a report to Department Managers.

Collecting, coordinating and preparing reports for a Government claim for the Moncton Nuclear Manufacturing plant.

EDUCATION & ADDITIONAL TRAINING

Completed Third Year, Certified Management Accountant Program (CMA)

Business Administration Diploma, CEGEP (Heritage Campus) Hull, Quebec

Master’s Certificate in Project Management

The Project Management Process

Business Writing Skills

Time and Stress Management

Continuous Improvement

Management Skills for Supervisors and Managers

Personal Financial Representative

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