DIGITAL SOLUTIONS PROJECT MANAGER

Decisive, business savvy IT Solution Delivery Leader with a broad background of infrastructure, solution development and system integration engagements. A strong communicator and relationship builder with an ability to deliver practical solutions across large, diverse and often difficult stakeholder groups. Leads integration of 21st century solution delivery technique including agile project management, bi-modal solution development, DevOps and service-oriented architectures.

Managed budgets in excess of 12M$ per year and team sizes from 4 to over 40;

Integrated agile and waterfall to deliver multiple world-class web development projects;

Supported Lexus rebranding by delivering an emotionally appealing Lexus website, winner of the 2016 JD Power Best Automotive Website;

Modernized Toyota Canada’s corporate website to enhance the experience of mobile website visitors through using adaptive design techniques and employing advanced services to drive information and multimedia offerings;

Delivered highly visible post-secondary scholarship program and supporting website technology under extremely tight timelines using risk-based prioritization techniques, transformed adversarial relationship;

Wrapped form and structure around stalled ERP infrastructure project, delivering on time, on budget and defect free;

Able to balance “getting it right” with “getting it done.”

Related Projects

PROJECT #

PROJECT OVERVIEW

SCOPE

BUDGET

TEAM SIZE

15

Implemented SharePoint system to manage documentation for Long Term Care Corporation

Enterprise

$200K

10

13

Leveraged OPS content management system to deliver intranet for Ministry of the Environment

Provincial

---

Confidential

12

Created provincial medication management strategy

Provincial

Confidential

15

11

Executed electronic referrals pilot for the Ministry of Long Term Care

Provincial

Confidential

Confidential

9

Upgraded pharmacy dispensing system

Enterprise

$4M

27

7

Implemented clinical management system to manage data from global medical trials

Global

$1.8M

12

7

Completed business case for an electronic clinical data capture system

Global

--

--

7

Implemented multiple HL7 based interfaces between laboratory systems and hospital systems

Local

$500K

5

5

Implemented laboratory information management system in a regulated environment

Local

$3M

30

1

Implemented laboratory information management system in a research laboratory

Local

Confidential

4

Professional History

CAIN PROJECT MANAGEMENT LTD., Toronto, ON OCT 2005 – CURRENT

Established independent project management consulting practice based upon the principles of customer focused solution delivery. Cain Project Management Ltd. specializes in transforming organizations.

SENIOR PROJECT MANAGER

SEP 2017 – MAR 2018

SHOPPERS DRUG MART

Toronto, Ontario

PROJECT #22

Scope: Enterprise

Team Size: 53

Budget: $2.3M

Responsible for supporting the expansion professional services provided by Pharmacists in Alberta by implementing a clinical management system.

Successfully guided problem through completion of the design phase, locking down a previously fluid scope;

Managed intricacies of developing a complex healthcare interface using multiple offshore vendors;

Established sound quality assurance processes to ensure solution is fit-for-use;

Nurtured collaborative team environment enabling multiple internal and external teams to function as one.

SENIOR PROJECT MANAGER

DEC 2015 – SEP 2017

TOYOTA CANADA INC.

Toronto, Ontario

PROJECT #21

Scope: Enterprise

Team Size: 20+

Budget: $7.2M

Transformed toyota.ca into a mobile friendly, AODA compliant and visually appealing website. Employed adaptive design techniques to maximize mobile experience without sacrificing desktop usability. Website delivered on time, on budget and to the accolades from Toyota Executives, Toyota Dealers and public test groups.

Integrated agile and waterfall development methodologies to foster creativity in creating the user interface and apply discipline of creating back end data and multimedia services;

Managed Executive level steering committee;

Quickly adapted project team to the continual changes initiated by external projects;

Improved the relevance of the Toyota website through the expanding data driven web services.

PROGRAM MANAGER

DEC 2013 – DEC 2015

METROLINX

Toronto, Ontario

PROJECT #20

Scope: Enterprise

Team Size: 40

Budget: $14M

Upgraded ERP infrastructure and applications in support of Metrolinx’s GTHA inter-regional transportation strategy. Wrapped structure and process around stalled ERP infrastructure upgrade project, delivering on time, under budget and defect free.

Recovered stalled project through setting clear expectations, mentoring team members and establishing an environment of accountability;

Managed multiple external vendors and internal teams to upgrade eBusiness suite applications

Successfully secured Enterprise Board approval for $35M funding of the program;

Launched Hyperion and Taleo projects;

Established multi-dimensional governance to provide oversight on the business value realization and the technical excellence of the program

SENIOR PROJECT MANAGER

OCT 2012 – DEC 2013

TOYOTA CANADA INC.

Toronto, Ontario

PROJECT #19

Scope: Enterprise

Team Size: 20

Budget: $4M

Supported the rebranding of Lexus by creating an emotionally engaging website to reflect the “Creating Awesome” theme. Website was delivered on time and on budget. Website was awarded 2016 JD Power Best Automotive website.

Managed multiple outsourced vendors and internal development team to deliver website and back end data services;

Established productive working team and executive level governance to ensure all stakeholders had the information they needed to make informed decisions;

Introduced working framework which was able to integrate corporate waterfall methodology and vendor agile development methodology;

PROGRAM MANAGER

FEB 2012 – SEP 2012

GOVERNMENT OF SASKATCHEWAN

Regina, Saskatchewan

PROJECT #18

Scope: Provincial

Team Size: 15

Budget: $5M

Led initiative to fulfill government election promise of providing Saskatchewan Grade 12 graduates with a $500 scholarship. Responsible for establishing the program internal and external administrative procedures and the IT solution to support the program. Project was successfully implemented in an extremely tight timeline and under the visibility of the Premier. Program has provided over $5M in scholarships to approximately 10,000 students.

Delivered multi-stakeholder project within extremely tight timeframes drawing upon mastery of work prioritization and risk management;

Built transformational relationships with Saskatchewan universities, colleges and private vocational schools that were critical to promote adoption and deliver project on time;

“Hands on” when I had to be to get the job done.

DIRECTOR, INTERACTIVE MEDIA

JUL 2011 – JUL 2015

5th BUSINESS

Mississauga, Ontario

PROJECT #17

Scope: Corporate

Team Size: Various

Budget: Confidential

Retained by leading Mississauga marketing firm (part time) to lead development and maintenance of customer web application and corporate infrastructure.

Delivered multiple web development projects to external corporate customers;

Member of the sales pitch team;

Reduced time to deliver customer websites by establishing practical system management processes, implementing version management system and creating a problem tracking system;

Increased infrastructure reliability through outsourcing infrastructure to external vendor.

SENIOR PROJECT MANAGER

APR 2011 – FEB 2012

MINISTRY OF THE ENVIRONMENT

Toronto, Ontario

PROJECT #16

Scope: Provincial

Team Size: Various

Budget: Confidential

Retained by the ministry to lead upgrade of provincial hazardous waste web application and environmental laboratory system upgrade.

Completed all phases of multiple government procurements for time and material professional services, project based services and products;

Developed and gained approval of strategic plan to move critical ministry application to new infrastructure;

Led the ongoing delivery of multiple ministry Geographic Information System (GIS) applications.

TEACHER

JAN 2011 – JAN 2012

SHERIDAN COLLEGE

Brampton, Ontario

Taught course on Human Resources and Communication Management for Sheridan College. Recognized by students for ability to blend theoretical and practical project management concepts.

SENIOR PROJECT MANAGER

OCT 2010 – MAR 2011

MINISTRY OF ABORIGINAL AFFAIRS

Toronto, Ontario

PROJECT #15

Scope: Provincial

Team Size: Various

Budget: Confidential

Retained by the ministry to manage multiple complex, in-flight IT projects within the Ministry of Aboriginal Affairs.

Led the development of two Java/Websphere/Oracle applications on extremely tight timeframes with abstract requirements. Employed non-traditional development technique to obtain agreement on scope, crystallized requirements, managed outsourced vendor. Transformed disenchanted client to a supporter of the project and the project organization;

Directed development of SharePoint content management application from inception through delivery. Project completed ahead of schedule and 60K$ under budget;

Turned around toxic relationship with client to a productive working environment through focus on customer needs, constant communication, perseverance and delivery of results.

SENIOR PROJECT MANAGER

MAR 2009 – JUL 2010

Specialty Care

Toronto, Ontario

PROJEC T #14

Scope: Provincial

Budget: Confidential

Retained by Specialty Care (owns and manages several long term care and retirement communities across Ontario) to advise on a wide range of IT issues.

Advised on outsourcing the corporate computing infrastructure to a third party. Accomplishments include signing outsourcing agreement, establishing structured project management processes and monitoring progress;

Structured IT portfolio at Specialty Care to allow projects to be managed more effectively;

Implemented Sharepoint system to support document management initiative.

SENIOR PROJECT MANAGER

SEP 2009 – MAR 2010

MINISTRY OF THE ENVIRONMENT

Toronto, Ontario

PROJECT #13

Scope: Provincial

Team Size: Various

Budget: Confidential

Retained by the ministry to lead multiple high-profile projects concurrently. Quickly assumed leadership from incumbent and built productive relationship with customers with minimal supervision. Prioritized tasks to deliver what was important to customer.

Managed in-flight intranet project for the MoE that was stalled. Guided project to successful implementation. “Tim, you brought a calm and patience this project sorely needed. I appreciated your professionalism and implementation work in the last couple of months. We would not have been successful if we stayed on the previous course. It’s a shame you can’t tag along on the next project.”

Led maintenance and support of critical hazardous waste management system (Websphere, Java, Oracle) for MoE. Stabilized system through the introduction of a structured testing methodology to verify new and existing functionality. Reduced defect backlog by over 75% by implementing disciplined system management procedures. Improved availability of the system. “This was the best January ever.”

Managed out-sourced development of pesticide licensing system (Websphere, Java, Oracle). Introduced system validation approach to verify web application meets business requirements. Resolved complex issues with vendor processes resulting in project objectives between delivered within defined timeframes;

Developed reputation for delivering results. Assigned to initiatives when things had to get done.

SENIOR PROJECT MANAGER

JAN 2008 – SEP 2009

eHealth Ontario

Toronto, Ontario

PROJECT #12

Scope: Provincial

Team Size: 15

Budget: Confidential

Retained by the Ministry of Health and Long Term Care to lead the implementation of a Drug Information System for the province of Ontario (a key component of the Ontario eHealth strategy). Key member of team that developed the strategic planning documents (including change management strategy) for the Ontario provincial Drug Information System. Secured multi-million dollar funding from Canada Health Infoway.

Key member of team that developed the strategic planning documents (including change management strategy) for the Ontario provincial Drug Information System. Secured multi-million dollar funding from Canada Health Infoway;

Knowledgeable with Government of Ontario OCCIO project gating and enterprise architecture process (Zachman Framework). Led team in successfully delivering documentation for project management Gate 0,1 and 2 as well as Checkpoints 0 and 1;

Created change management program to promote adoption of the drug program within the medical community, private sector and public;

Conversant with provincial eHealth reference architecture;

Developed execution roadmap for provincial drug information system implementation;

Gained reputation as a structured, results-driven project leader.

SENIOR PROJECT MANAGER

APR 2007 – DEC 2007

MINISTRY OF HEALTH AND LONG TERM CARE

Toronto, Ontario

PROJECT #11

Scope: Provincial

Team Size: 10

Budget: Confidential

Retained by the ministry to lead the pilot deployment of electronic referrals pilot which will allow people to stay in their homes longer and reduce healthcare costs. Worked with all levels of three healthcare agencies to deliver two electronic referral pilots. Agencies met business objectives and government verified functionality and deployment approach.

BUSINESS CONSULTANT

APR 2007 – SEP 2007

Compliance Associates

Toronto, Ontario

PROJECT #10

Scope: Enterprise

Team Size: 8

Budget: Confidential

Retained by Compliance Associates (life sciences consulting firm) to assist with securing a solution selection engagement with a pharmaceutical client. Developed proposal for consulting services to which was accepted and governance procedures.

PROGRAM MANAGER

APR 2006 – APR 2007

SHOPPERS DRUG MART

Toronto, Ontario

PROJECT #9

Scope: National

Team Size: 27

Budget: $4M

Retained by client (TSX: SC), Canada’s largest retail drug group (7.8B$), to lead program to expand strategic in-house developed, Java based national pharmacy management system (HealthWATCH™) that supports over 3B$ in drug sales.

Assumed leadership of multi-million dollar enhancement to HealthWATCH™ (multi-disciplined team, outsourced development) to enable SDM to increase market share of prescription sales to long term care facilities;

Created and executed large scale change management program to promote adoption of optimized work processes and innovative technology to over 200 stores and over 1,000 staff;

Recognized for delivering the upgrade project on time; a first in the history of the application;

Took over critical unplanned project to update the HealthWATCH™ at the 11th hour to meet provincial regulatory changes (Bill101). Through integrating team activities, prioritizing work and effective communication, changes were implemented ahead of schedule and without defects saving the company 60K$ per day.

SENIOR PROJECT MANAGER

JAN 2006 – APR 2006

SOLECTRON

Newmarket, Ontario

PROJECT #8

Scope: Local

Team Size: 5

Budget: Confidential

Retained by Solectron (DJE: SLR), a $11B electronics manufacturing, repair and refurbishment business to recover an in-flight work process optimization project.

MDS INC., Toronto, ON AUG 2002 – OCT 2005

MDS is a global health and life sciences company with 1.8B$ in annual sales and 9,000 employees in 27 countries.

SENIOR PROJECT MANAGER

PROJECT #7

Responsible for delivery of multiple medium and large projects. Led projects from inception to implementation. Managed multi-disciplined team remotely with team members located in multiple global offices.

Initiative

Scope

Team

Size

Budget

CRF Work process reengineering

Global

12

$1.8M

Strategic service offering / Electronic Data Capture

Global

HL7 Interface

Local

5

$500K

Billing System Selection

National

3

IT DIRECTOR

PROJECT #6

Accepted six-month assignment to turnaround an under-performing IT Group at MDS’ flagship laboratory in the United States. Responsible for delivering computing services to laboratory and contracted hospitals. IT service improvements identified as key to retaining two major customers worth over 20M$ yearly.

Established service delivery framework, structured processes, set service expectations. Restored system service level agreement commitments within six months;

Instilled customer centric service attitude. Within three months, reduced conflict between IT and business executives, lab staff and external customers;

Recruited and hired new IT Director and transitioned the role to the new leader.

APOTEX INC., Toronto, Ontario SEP 1997 – AUG 2002

Apotex is Canada’s largest pharmaceutical company, manufacturing and marketing over 250 products for local and international consumers.

PROGRAM MANAGER

PROJECT #5

Scope: Local

Team Size: 30

Budget: $3M

Directed strategic enterprise LIMS project from solution selection through the execution phases. Solution replaced existing system that was not achieving the desired business benefits.

Guided team through all phases of solution selection process in accelerated timeframe (business requirements, RFP, solution and vendor evaluation, cost / benefit analysis, and recommendation);

Reduced labour cost and time to validate analytical method in R&D lab by over 25%;

Facilitated development and execution of change management plan to ensure the “people success” of the project;

Reduced development costs and implementation time by harmonizing work processes and integrating system validation into the system development process.

GLOBAL Y2K PROGRAM MANAGER

PROJECT #4

Scope: Global

Team Size: 40

Budget: $7M

Created and managed Apotex Global Y2K Project Management Office. Transitioned Apotex and all global affiliates transitioned through Y2K with no impact upon operations.

Coordinated all internal and external Y2K communication, tracking over 100,000 individual communications;

Learned to be successful managing by influence as opposed to authority;

Maintained Executive sponsorship of initiative throughout the extended life of the project;

Successfully met Executive challenge to balance resources dedicated to mitigate the Y2K threat and the resources required to grow a thriving business.

SENIOR PROJECT MANAGER

PROJECT #3

Scope: Corporate

Team Size: 10

Budget: Confidential

Migrated Apotex from Novell based LAN to Microsoft Windows on time and defect free and in compliance with federal and provincial health regulations.

IMPERIAL OIL LIMITED, Sarnia, Ontario MAY 1982 – SEP 1997

Imperial Oil is Canada’s largest oil company with exploration, refining and retail facilities throughout the nation.

PROJECT MANAGER

PROJECT #2

Scope: Corporate

Team Size: 4

Budget: Confidential

Directed efforts to migrate Imperial Oil from mainframe based e-mail system to Microsoft Exchange. Coordinated migration efforts with Exxon enterprise e-mail initiative.

PROJECT MANAGER

PROJECT #1

Scope: Corporate

Team Size: 4

Budget: Confidential

Led strategic business transformation project to streamline laboratory work processes and implement solution to support revised work processes.

Designed and executed superior change management program to transition laboratory to new work processes supported by new technology;

Achieved a 50% reduction in the turnaround time for used oil samples, reduced sample processing cost resulting in a 10% growth in business;

Reduced the turnaround time for Crude Oil Assay process from 8 weeks to 2 weeks and eliminated virtually all data errors. The Crude Oil Assay business grew by 25%.

SENIOR SYSTEM ENGINER

Implemented and supported IBM mainframe and telecommunication infrastructure required to support mission-critical, enterprise Refinery Information Management System

SUPERVISOR – DATA CENTER SERVICES

Implemented and supported IBM mainframe and telecommunication infrastructure required to support mission-critical, enterprise Refinery Information Management System.

SYSTEM ENGINEER

Supported data farm and operating system on IBM mainframe computers at corporate data center.

Education

Honours Bachelor of Mathematics, Computer Science, University of Waterloo, 1982

Project Management Professional (PMP), Project Management Institute, January 2001

Agile Project Management Professional (PMI-ACP), Project Management Institute, 2014

Community Service

Chairman - 2004 Ontario Ringette Championships

Chaired the 2004 Ontario Ringette Championships (28 teams, 500 players), widely regarded as the best provincial ringette championship to date. Drew upon influencing and negotiating skills to work with volunteers, plan and run the tournament. The project documentation and schedule have been used by subsequent tournaments to help organize and prepare for the provincial championships. In 2004, I was inducted into the Ontario Ringette Hall of Fame as a result of my leadership at the tournament (and other contributions to the sport of ringette).

Speaking Engagements and Publications

True Effectiveness Begins with a Dream

Apotex Project Management Community of Practice

October 2009

True Effectiveness Begins with a Dream

Project Management Institute

Durham Highlands Branch

November 2008

Career Transition

Right Management

October 2007

Principles of Project Management

The Electronic Healthcare Enterprise

October 2007

True Effectiveness Begins with a Dream

Project Management Institute

Southern Ontario Chapter – Northern Branch

October 2007

Career Transition Strategies

Southern Ontario IT Jobs (Career Transition Group)

September 2007

Communications Management

Project Management Institute

Southern Ontario Chapter

June 2007

Building High Performing Teams

LIMS for Pharmaceutical/Biotech Industry

University of Wisconsin

April 1998

LIMS as a means, not an end

American Laboratory (publication)

March 1997

Utilization of LIMS technology to facilitate changes in business

American Laboratory (publication)

December 1993

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