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Manager Management

Hamilton, Ontario, Canada
September 20, 2017

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Dir Global Sales, Partners & Alliances Operation; Consulting; PMO and Client Relationship Leader.

Markham, ON, L6B 1E4



An accomplished global Projects, Portfolio, Programs and Sales Operations Leader with a 22+year progressive history of delivering global, multi-industry projects and/or programs that meet and exceed organizational goals and objectives despite numerous challenges, conflicts, and competing interests.

Proven ability to create, plan and drive innovative initiatives by leveraging business and financial expertise that transforms ailing ventures into profit-generating centers resulting in portfolio revenue increases up to 300% in one year.

A strong relationship builder with superior communication skills who creates collaborative environments by developing and leading high-performing global teams while effectively influencing and managing clients, vendors, and key decision makers, enhancing consensus among all stakeholders to work towards the common goal.

“Bringing together global partners and alliances within a diverse matrix”


Client, Partners & Vendor Relations

Global Sales Operations

Performance Evaluations

Resource Allocation and Management

HR and Mentoring

Goal Setting & Monitoring

Training & Development

Governance & Audit Controls

Deployment Strategy

Enterprise Gating

Project & Portfolio Delivery

Project Lifecycle Methodology

Consulting & Advising

Reporting & Evaluating

Strategic Planning

Budget & Risk control

Change Management

Risk Analysis & Mitigation

Stakeholder/Steering Committee Management

Executive Team Collaboration


Relationship Management: Direct, train and develop global teams; Build and manage vendor and client relationships; Consult with Executive Leadership teams (ELT); Guide and support country leaders.

Program, Portfolio & Project Oversight: Lead the strategic planning to drive and deliver large-scale, global programs for the Technology, Finance, Retail and Government sectors.

Business Turnaround: Apply astute change management and process improvement acumen to transform money-losing programs into viable business opportunities.

Sales Operations: Establish and monitor targets; Deploy resources to enable teams to reach goals; Ensure a robust pipeline of viable opportunities; Maintain service level agreements and drive KPIs.


Optimized sales targets: Worked with Finance, Compensations and Human Resource departments to design a more robust sales incentive and compensation program, vastly improving sales performance in all countries. Resulted in teams consistently meeting quarterly targets based on $184 million in annual sales revenue target.

Created a Program Management Office: Set up a new Project Financial Support Office to handle global projects from one centralized location, greatly improving processes, efficiencies, productivity, and profitability.

Grew a program portfolio over 300%: Transformed money-losing projects into profit centers, increasing a portfolio from $208 million to $644 million in one fiscal year by utilizing process improvement strategies.

Championed an IBM pilot project: Initiated a pilot project to set up a new program support office which generated over $400 million in new revenue as a result of business turnaround ventures. This initiated the creation of similar support offices in India, Costa Rica and Argentina.

Massive business turnaround: Led a total overhaul of a $54 million, money-losing TD/Bell project (-36% gross profit) cutting costs by over $450K and increasing gross profit to 39% in only 6 months.


CGI – Director Consulting Jan 2017 – current

Client Engagement Leader - Canadian Security

Interface for all horizontal communication within the client environment.

Provides leadership for new business within the client environment, during both the integration and the proposal phases

Information Technology member management for those working on client site.

Approval of Services Delivery which may exceed the strict requirement for the contract.

Verifies that all process and methodologies as specified are followed and ensure that effective monitoring and controls are in place to support the Client Delivery.

Escalation point for all client communications with regards to operations.

Responsible for P&L, ensuring all groups providing Infrastructure (tier 1) services to the client are providing financials efficiencies.

Ensure that CGI is in compliance with the contract with our delivery model.

Sets priorities for operational activities within the client environment.

Responsible for Tier 1 Client Reporting (SLA, Status, utilization) Responsible for ensuring that services management processes are adhered to by all group supporting the client Responsible for the relationship for Tier 1.

Ensuring that the need to grow the client engagement is balanced with operational requirements.

Responsible for creating and manages as require ongoing service improvement plan.

Managing + Inc. President – Freelance 2016 – Jan 2017

OpenText Canada, Waterloo, ON


Interfaced with the Executive Leadership Team (ELT) (Human Resources, Finance, Sales, Marketing)

Managed yearly planning for Sales Operations including budgeting, developing and implementing commission structures, and calculating global incentive compensation plans and coverages.

Led the planning, design, and execution of effective strategies and continuous improvement initiatives that deliver on productivity and profitability goals, often exceeding revenue targets.

Consulted with Executive leaders, making sound recommendations to ensure key policies and procedures are adhered to across the organization, ensuring compliance and consistency.

Achieved consensus and influence decision-making with internal and external stakeholders through superior communication and relationship building skills.

Analyzed KPIs, trends and other data to formulate reports, case studies, and recommendations. Presented findings to senior level management to be utilized for Sales Operations strategy development.

Developed and monitored a $184 million yearly, Global Sales Revenue target that is divided up among each region and country according to their individual allotment, with quarterly targets established.

Coordinated and led weekly cadence meetings with Regional Vice Presidents to analyze their KPIs and pipeline. Provide the support and resources needed to ensure targets are met.

Deployed resources for each country to address gaps in knowledge, headcount, and budgets by providing training, requisitions to hire, and funding.

Partner with Human Resources, Finance, and the Global Partnership Program to plan, create and facilitate company-wide employee training and development, mentorship programs and onboarding for new hires.

IBM Canada, Toronto, ON Jan 2005 – Jan 2015

Held numerous distinctive roles, progressing from Project Portfolio Manager (PMO) to Global Program Manager (financial support focus) and Program Relationship Manager (client and vendor relations focus). Managed relationships with key vendors and tier-one clients. Led and mentored teams of internal and external staff and other stakeholders.


Focused on building, improving and maintaining strategic relationships with vendors and clients. Key liaison for large-scale programs for major entities such as TD Bank and Rogers. Led and developed teams of up to 50 staff, Project Managers and Project Executives across North America, India, Argentina and Costa Rica.

Accountable for driving $94 million and $75 million programs for Rogers and TD respectively, with a focus on coordination and implementation, ensuring that deliverables were met as per the Statement of Work.

Formulate effective workaround and mitigation plans as part of ongoing process improvement initiatives.

Worked with the global reporting team to deliver financial status reports to the Executive Leadership.

Spearheaded a successful cost-saving initiative by developing a compelling business case to run a portion of the programs through the Costa Rica, Argentina and India Project Management Office.


Created a pilot project support office, leading the team through the challenges of addressing the declining health of projects to make them more robust. Led and developed teams of up to 130, managing 65 direct reports. Managed and supported all lines of business as an SME for Relationship and financial management. Managed banking, retail, insurance, and government clients >$20MM

Hired and trained financial professionals on project management methodologies to enable them to better analyze the risks and issues and make sound recommendations from a broader perspective.

Increased the value of the program portfolio from $208 million to $644 million over one year with no additional staff by intervening and taking over the failing projects or providing the project leaders with the resources required to help them turnaround their projects.

Conducted quarterly, global IBM “Boot Camps” for the Project Managers and other stakeholders to promote the value offered by the project support office which attracted more business and grew the portfolio.

Conducted monthly operational reviews on behalf of the Project Executive to help provide insight for the Executive Leadership Team and stakeholders regarding programs progression.

Fulfilled Delivery Project Manager and Relationship Manager roles for a complex, 9-month, $36 million programs (TD eMessaging) to migrate three U.S. banks (acquired by TD) onto the Canadian platform. Provided resources, met deliverables and worked with technical and legal teams to ensure a seamless transition for an ambitious undertaking that had never been done before.

BUSINESS PROJECT PORTFOLIO MANAGER (various programs) (2005 – 2007)

Handled major banking and retail projects for a PMO. Led and developed teams up to 60 staff. Managed clients and vendor relations and provided end-to-end program and financial reporting and analysis.

Led a team of 40 through a $65 million project for Bank of Nova Scotia, delivering a massive upgrading of the computer hardware for all of the banks and kiosks across the country.

Oversaw a team of 60 on a $110 million project for CARA to standardize, consolidate and improve the back-office computer systems for Harvey’s and Swiss Chalet, enabling them to operate together more efficiently.

Summary of Major Projects, Program, and Portfolio:

Financial Sector:

TD $36M - Relationship and Vendor Management (team 40+, internal/external)

End-to-End Program reporting and relationship management on tier 1 client.

Bank of Nova Scotia - Project & Portfolio Management – (team 40+, internal/external)

Oversaw nationwide refresh hardware program ($65M), owner of database and vendor relationship

TD eMessaging - Project, Portfolio, Relationship Management ($36M)

Migration of 3 USA Banks onto Canadian platform (Florida and NY)

Bell/TD Voyageur Projects ($65M) - (Managed team 130+, internal and external)

Refreshing call recording and reporting systems and consulting services

Led Gross Profit achievement of 75 % increased profitability within 4 months, cost savings of $500K to meet year-end GP target identified $450K of over-billing by vendor

Retail Sector:

Cara Project, Portfolio financial leader -- (team 60+, internal and external)

Co-managing one of IBM’s largest Retail Programs new locations and refreshing existing location across Canada, integration and updating POS back office system ($110M)

Loblaw’s, Portfolio financial leader – (team 30+ internal and external)

Retrofits all stores Nationwide; incorporate Joe’s Fresh into the program.

Telco Sector:

Rogers - Program Management (Team 50+, internal and external staff)

Monitoring platform, utilizing SAN, Middleware, storage and PS services

End-to-End Program reporting and relationship management.

CIBC, Card Products, Technology & Operations Department, 2004 – 2005

Project Portfolio Manager (Contract)

Portfolio Financial and Relationship Management, cadence reporting, program health.

Oversight of $70M Cards, Products & Collections Technology Project, ensuring compliance with the process, policies, methodology and financial requirements.

Hewlett Packard Canada, 2000 – 2004

Project, Portfolio & Relationship Manager (contract)

Scope and health management on multiple Tier 1 and Corporate Accounts (customers: Rogers, Bell Canada Mobility, RBC, TD Bank, CCAC, EQAO, University Health Network, & Government & GTAA.

Recognized by Executives and Stakeholders of HP as a solid leader and contributor to one of the company’s most successful short-term project (2 months) $12+M CCAC Technology Program


Global Certification; IBM University, Global Education (5 years intensive; 83 courses) e.g.

Leadership and Team Management & Strategic Decision Making and Effective Services Recovery

Client-Focused Service Delivery & Diversity-Positive Organizations

Client Relationship Management & Critical Thinking & Creativity Innovation

Emerging Global Leaders; Blue Leadership Management Executive Global Course, IBM

Business and Financial Leadership, Leading High Performance, Leading Relationship, Leading Globally, Leading Diverse, Coaching, Mentoring, and Motivation

Project Financial Management Certification; IBM

Project Management (PMP) Certification; Levels 1 & 2,

IBM Project Management Orientation and Fundamentals

Project Management Level l & 2

Creating and Tailoring Project Management Systems

Contracting Management for Project Managers

Client First Certification; IBM

Business Management; Stratford University

Methodology and Technology exposer

WWPMM – (IBM World Wide Project Management) & FASTLANE – (IBM - Accelerate Implementation)

EDF (CIBC - Enterprise Technology Delivery Framework)

PMI Methodology & PPM – (HP Project, Portfolio Management)

Technology, e.g.

Ent Information Management (EIM), Ent Content Management (ECM), Business Process Management (BPM)

IT Infrastructure, e.g. Storage, server, DevOps etc.

Data and Analytics

Security – data and application

Cognitive solutions

MobileFirst – trusted mobile experience

Commerce – customize reports


“ Kim is an exceptional global leader with solid strategic decision-making skills which guide the teams to success quarter after quarter. If ever I needed a Sales Operations Director, Kim would be the first person I call.”

Graham Pullen, Vice President Asia Pacific & Japan

Contact this candidate