Management Project
Resume:
Thomas DiPasquale
***-** **. ***** ******: 416-***-**** ************@*********.**
Toronto, Ontario Home: 416-***-****
SYNOPSIS
Mr. Dipasquale possesses extensive international leadership experience in Program
Management, Portfolio/Project Management, Change Management and Operations
practiced in driving innovative solutions to complex business opportunities.
Experienced Enterprise PMO Leader established from zero and directed for 10 years a
Global Project Management Office supporting a $10B business unit. Drove portfolio
content planning, project governance, business commitment management and an
integrated project centric financial and resource planning process.
Practiced in working with senior leadership teams to uncover business needs, indentify
opportunities, align organizations and orchestrate change to deliver the business
imperatives. Strong leadership and consulting skills including ability to crystallize vision
and to motivate cross-functional teams to achieve objectives.
Extensive Program Management experience, planning and managing large complex
technology and business programs, extensive experience developing project plans,
resource plans, managing program performance and customer expectations . Global
programs scaled from $10M to >$100M. Strong business acumen, business case
development, financial planning and risk management.
Developed innovative programs and processes from zero, utilized business
transformation and process reengineering to generate significant financial & business
transformation leverage. Delivered >$100M of P&L impacts via cost reductions,
reengineered processes, shared services and innovative revenue generation.
Self-directed and skilled at balancing the tactical and strategic objectives. Practiced at
operating horizontally & vertically across organizational boundaries to align the
complex dynamics of multiple stakeholders with divergent interests.
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FUNCTIONAL EXPERTISE
Project Management Executive
Office Leader management interface
Business Customer relationship
Development management
Business operations/ International
strategic planning experience
Enterprise Portfolio Offshore & global
Management and commitment program mgmt.
management Matrix management
Program/project experience
management CapEx budgeting &
Program/project asset management
governance, SDLC, Life Cycle Mgmt. scope - $100M
Management 100 resources
Contract negotiation,
Vendor
RFP, SLA and SOW development management/outsourcing
Project centric
Acquisition &
planning, budgeting & resource planning divestiture management
Change agent,
Quality mgmt.
business process ISO9001, TL9000
improvement/reengineering
Customer satisfaction
methods
Operations &
Infrastructure mgmt.
PMP, Prince2 & ITIL
Certification
PROFESSIONAL EXPERIENCE
TD Bank Financial Group –Toronto, Ontario
2012 – 2013
Senior Program Manager – Office of the CIO
Reporting to the Director Office of the CIO, Delivery Excellence
Program Management.
Program management/business transformation: Lead a Workstream for
an Enterprise wide program to restructure TD’s Project Governance, Program and Project
Management process.
Directed a cross LOB program to introduce new process and tools to improve
project planning and forecasting in order to augment, risk profiling, financial planning and
business case confidence.
Developed Gating and Governance process improvements to enable
business decision planning and risk mitigation. Team member for development of a corporate
Program Governance & Gating process.
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Developed training course materials and delivered training to support the
corporate deployment of new tools and their supporting processes. Training >300 technical
resources.
Elaborate phased deployment strategy to mature the toolsets and processes
enabling tool based data mining and leveraging data to drive on-going root cause analysis and
continuous improvement opportunities.
Rogers Communications –Toronto, Ontario
2010 – 2012
Senior Manager – RFS Program Management Office
Reporting to the Director Infrastructure Operations and Program
Management.
Portfolio management: Managed and grew a team of senior Program
Managers accountable for driving the planning and execution of >200 concurrent IT projects
spanning 7 portfolios encompassing, new application deployments, software currency, disaster
recovery, data centres, storage, server refresh, virtualization and telecom related projects.
Projects scale from $250k to >$20M.
Reengineered the organizational model, Program Manager Role definitions
and the project governance structure to stabilized the organization and optimize project
delivery.
Delivered a 25% reduction in project intervals and a 250% increase in volume
of projects.
Portfolio governance: Directed project governance process improvements
to drive 3rd party vendor performance, manage project triage and establish a formal project gating.
Formalized phased gating process to establish management check points
and a common method for managing KPI’s, change management and project risk.
Structured projects into a Portfolio Management model in order to establish
prioritization, identify cross-project dependencies and to align with application Release
Management schedules. Established a common method for project prioritization to maximize
delivery of Rogers’s strategic business objectives.
Developed a portfolio planning and demand forecasting processes to facilitate
vendor resourcing and data centre planning.
Vendor management: Management of the outsourced Request for Services
organization with the outsourced partners, driving delivery of infrastructure projects.
Directed project elaboration from requirements definition to execution and
deployment, established a project categorization and business prioritization process to scale
vendor resources and focus delivery on business critical projects.
Developed models to baseline cost and interval performance in order to
validate proposals and as a tool for drive performance improvements. Improved SLA
compliance by 30%.
Celestica – Ottawa, Ontario
2008 – 2009
Director – Professional Services Program Management
Reporting to the professional services Senior Director, responsible for
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the business process development, supplier management and quality
system development to support a new professional services product
development organization.
Process engineering/product development and quality: Responsible for
elaborating the business processes, SDLC framework and Quality systems for the launch of a
new Global professional services organization and a global multi-site program. Program Budget
$150M.
Ground zero organization established to develop telecom core network
product development programs in an ODM model, encompassing real time n-level software
development, hardware development, FPGA development, technology trials and new product
introduction. Team size > 170 globally dispersed resources; Canada, US, China and India.
Developed, in a new organization, the Quality Management Plan, Risk
Management Strategy, SDLC framework, Corrective Action Process & Root Cause Analysis
triggers, defect management, release/configuration management, project management
reporting.
Developed a threshold management and Project Board management
framework adapted from the Prince2 methodology to enable global teams to manage sub-
project execution and establish a formal escalation path to executive management and the end
customer.
Trained and mentored local, remote and off-shore teams in the process
requirements and the threshold management framework.
Customer relationship management: Business interface into end
customer’s program and product management senior leadership team.
Addressed the shortfall of details in the formal contract by negotiating with end
customer the project/product quality targets, project management methods and process
requirements.
Finalized the licensing, intellectual property ownership and cost models with
end customer.
Initiated and chaired customer facing, cross functional workshops to negotiate
and develop a longer term evolution of program management, project, product quality targets
and process requirements with end customer.
Closed customer gating issues to enable project to progress. Aligned
processes to meet expectations of the Japanese organization.
Vendor program management: Business interface into third party suppliers
and establishment of contractual frameworks including SOW and MSA documentation.
Liaised with the end customer and supply chain management to establish the
Intellectual Property/ licensing ownership.
Completed the contract closure covering; Statements of Work, Managed
Services Agreements and Service Level Agreements. Total value $6M.
Nortel Networks – Paris, France: Ottawa, Ontario
2005 – 2008
Director – Wireless, Program Management & Portfolio Governance
Reporting to UMTS GM in France and the GSM Product
Management Senior Vice President, major responsibilities and key achievements include:
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Portfolio governance/program management: Directed the Business unit
Portfolio/project governance process. Chaired executive VP/GM Portfolio Management Board
reviews provided executive program reporting, KPI monitoring and reporting, requirements
management, content churn alignment, SOX compliance and boundary condition management.
Global product development programs with multiple products and
international project teams located in France, US, Korea and Canada, with significant offshore,
LG Joint Venture and 3rd party partner content. Multi-year projects with interdependent
deliverables and multiple stakeholders. 40-50 concurrent projects. Project budgets $5M
>$100M.
Managed and maintained a Portfolio Master Plan by amalgamating all the
individual project plans into the one master identifying dependencies, critical milestones, total
financial, resource and overall portfolio progress.
Drove portfolio content closure with Product Management linked to business
commitments covering five product lines and a global organization. Aligned dependant
deliverables from other organizations into the master plan.
Directed Change Management processes, initiated in response to Out-of-
Bounds project status resulting from requirements changes, business case changes or risk
management triggers. For each event chaired option analysis reviews with stakeholders, drove
closure and documented agreed program redirection.
Reviewed and approved all requests for project tailoring of project
management process requirements prior to governance reviews by executive management.
Deployed a Project Contract framework formalizing commitment management
and setting baselines for project change control process.
Developed zero base budget analysis of outsourcing options and created an
outsourced governance model.
Change management/process reengineering: Business leader unit,
supporting three global business units/GMs. Process owner drove process reengineering
programs.
Core team member responsible for the definition of a new standardized
corporate End-to-End Life Cycle Project Management and Portfolio governance processes.
Developed the Project Management process evolution utilizing a modified
Prince2 framework of structured stages, exception/threshold management.
Successfully directed business unit implementation of new corporate Project
Management and SDLC processes, developed a gap analysis and secured management
approvals for each business. Directed a phased deployment plan, mentored global project
management team on new process requirements and deployment strategy.
Business process improvement/P&L optimization: Directed special
General Manager Projects to drive P&L optimization & program efficiencies. Worked with the
Supply Chain Operations Finance and Product Management organizations in order to process re-
engineered the supply chain and logistics cost models to reduce the business unit’s costs.
Delivered $7M of annual expense reductions via an evolved cost allocation
model aligned to the product strategy roadmap.
Customer satisfaction/program management: Business unit program
owner covering the global customer base (Vodafone, BT, TIM, Orange, O2, Bouygues, Mobistar,
Telenor, MTS, AT&T, Bell Canada, SK Telecom, KT Telecom, China Unicom, China Mobile,
SingTel, Claro, T-Mobile, Telcel, Movistar, NTT docomo, BSNL, TATA, etc). Drove business unit
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processes, analyzed results and identified key process issues and CTQ factors.
Developed an improved survey strategy & restructured data mining/analysis
to link with Strategic business plan and key customers. Reengineered the corporate survey to
align with the business unit portfolio and the product evolution plan.
Established cross functional matrix teams to drive action planning, Corrective
Action Process changes and Root Cause Analysis.
Represented Nortel at customer workshops and in customer driven supplier
audits.
Raised Customer Satisfaction by 15% with critically dissatisfied customers via
targeted actions planning and focused account management reducing the risk of defection.
Nortel Networks – Ottawa, Ontario
2000– 2005
Director – Optical Networks Program Management & Business Development
Reporting directly to the product development Senior Vice President.
Major responsibilities and key achievements include:
Business development/e-Science: Initiated the business development
thrust to establish Nortel’s presence in the Global Research & Education/e-Science vertical
(Grid/Cloud computing, Research networks, Genomics, particle & high energy physics,
atmospheric research, medical imaging, etc.). A new and previously unexploited market vertical.
Drove pre-sales, outreach initiatives & partnering to position Nortel as a
supplier & technical partner. Established key market attributes drafted position papers and
studies, elaborated plans to exploit new business opportunities. Developed joint research
proposals, technical interactions/seminars, product demonstrations, marketing &
communications.
Developed business model to address new vertical encompassing, go to
market strategy, solutions, customer account alignment and post sales support requirements.
Model extensible to Research and Cyber-infrastructure organizations of US Federal
government.
Established U.S. Federal government interactions including membership on
two U.S. Federal Cyber-infrastructure committees.
Structured joint research proposals and assembled an international team to
develop an advanced technology applications.
Generated more than 20 new customer RFI/RFQ interactions and successful
sales into 7 regional/national networks.
Program management/customer trials: Directed the definition and
execution of projects to develop and deploy advanced technology trials into customer networks.
Leveraged customers, international research partners and internal technical design resources to
establish cross enterprise international project teams.
Directed all aspects of program including technical requirements, network
architecture requirements, project plans, schedule, cost, quality, communications and risk
management.
Completed successfully 10 trials including the world’s first transcontinental,
Line speed (10 Gb/sec) AES256 technology trial between six sites in Europe, Canada and the
US.
Contract negotiation/divestiture governance: Business unit negotiation
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prime as part of the corporate team responsible for the divestiture of Nortel product development
organization, scale $200M. Total corporate divestiture $2B; comprised of operations, product
development and an out-sourced business model.
Completed the face-to-face negotiations with buyer and developed with legal
counsel the contract documentation for both the divestiture and a governance framework for
the management of the out-sourced business to be operated as an integrated project delivery
function transparent to downstream functions.
Closed final contractual agreement with buyer and secured approvals from
Nortel Executive management on final scope, technical content and transition plans.
Secured agreement with the buyer for continued use of production supply
chain inventory on-loan and closed with Finance on a GAAP compliant financial model to
support the newly divested business structure. Savings impact, $10M annually.
Program management/outsourced development: Managed the interface
into external suppliers, including establishing statements of work, program requirements
definition, negotiating fee schedules, deliverables and tracking program execution.
Directed end-to-end telecom product development programs encompassing
n-level software development, hardware development, technology trials and new product
introduction. Project team >200 resources, Canada, UK and off-shore.
Established the vendor relationships and contractual frameworks, Request for
Proposals, Statements of Work, work packages and Service Level Agreements.
Established project governance management structure covering RFP
responses, reporting requirements, change management, issue management, quality targets
and product acceptance requirements.
Scope: 3 Product lines each with 2-4 concurrent multi-year projects, project
budgets ~$50M.
Business process improvement /business transformation: Reengineered
methods to drive expense containment by implementing a global procurement and
redeployment/recycle process.
Identified opportunities and gaps in existing processes, worked with finance
and supply chain organization to develop options for global redeployment and the targeted use
of inventory in-lieu of procurement.
Secured stakeholder approvals & drove implementation resulting in $25M of
annual savings.
Business process improvement /P&L improvements: Worked with the
General Manager, senior VPs, Product Management and Finance to align the P&L based
ongoing revisions to the business model. Analyzed the cost drivers, baselined and normalized
against historical and corporate norms.
Chaired reviews and alternative analysis with leadership team and secured
executive stakeholder’s consensus on revised cost models. Developed new business unit
resource plans, product segmented investment strategies, business risk assessments,
depreciation and corporate services cost models.
Negotiated with corporate services interdivisional costs aligned to the new
business model & with supply chain on resized product introduction costs. Annual savings
$5M.
Identified surplus assets and slashed business unit depreciation by 60% via
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an aggressive asset disposal and write-down program. Annual saving $4M
Nortel Networks – Ottawa, Ontario
1991 – 2000
Director – Optical Networks Global Project Management Office & Shared
Services Operations
Reporting directly to the Senior Vice President, during the period
where Nortel grew to the number one global telecom supplier & Business Unit grew to
$10B, major responsibilities and key achievements include:
Management scope: Reporting to SVP recruited and grew from zero a
cross-functional department tasked with managing the business unit’s operations in a shared
services model.
Management scope $100M, 100 resources
Cross-functional team comprised of Project Managers, Business/Financial
analysts, technical resources and functional managers
Global Project Management Office and Portfolio/project governance
Business unit Operational and Strategic planning
Enterprise Resource planning, Financial planning and Budget management
New Product Introduction Program Management
Shared Services, Technical Operations and Infrastructure Program
Management
Capital Planning and Asset Management
Web Services application Program Management
Real Estate planning and Program Management
Quality Management Systems, Business Continuity planning
Employee communications, Quality Management Systems
Acquisition integration, R&D Tax credit submissions.
Project Management Office: Built the business unit PMO function and
processes from zero. PMO scope covered portfolio management, release management,
integrated budget and resource management, project management processes, project
governance and executive reporting and dashboards. Chaired executive program, portfolio, and
business reviews, establishing a business operations model to drive closure in a dynamic
business.
Scope - 6 product lines each with an average of two major releases per year
and multiply supporting projects and minor releases, 30-40 concurrent projects. Projects
scaled from $5M to >$75M. Multi-year projects delivered by globally dispersed (Canada, UK,
USA, India) matrixed cross functional teams. Annual budget >$650M.
Developed and standardized the business unit project management methods,
mentored the project management resources in deployment of a common PM management
framework and standardized project planning, risk management, templates, KPI’s and
reporting.
Develop a centralized project tracking process establishing the methodology
for evaluating and reporting project progress. Standardized project reporting, milestone
definitions to drive stakeholder alignment in a complex global Matrix organization.
Chaired project Stage Gate reviews as part of an end-to-end project
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governance and commitment management process.
Developed strategy to establish a Centre of Excellence (CoE). The primary
responsibility of the CoE was to provide an extensible management framework to deploy
regional PMO’s in response to business unit growth.
Directed Change Management processes, initiated in response to
requirements changes, business case changes, new customer commitments or risk
management triggers. For each event developed and ranked way-forward options, chaired
option analysis reviews with stakeholders, drove closure and documented agreed
project/program redirection.
Acquisition integration: Integrated 4 major corporate acquisitions in the US,
Canada and the UK into the PMO, portfolio planning, financial planning, organizational models
and business unit management processes.
Acquisitions comprised of both start-ups and mature businesses, developed a
gap analysis for each acquisition and tailored an integration plan based on business specifics.
Financial program management: Formulated the business unit’s global
budgets, and financial forecasts. Reviewed actual spending, assessed risks and proposed risk
mitigation to address gaps. Built ISO9001 compliant processes business processes. Budget
scale >$650M.
Business unit prime interface into Finance and HR organizations accountable
for budgets, resource plans, forecasts and variance analysis. Formal planning submissions via
corporate financial database completed for each quarterly planning cycle.
Directed financial Change Management processes in response to changes in
the business model triggered by corporate direction, revenue variation or risk management
triggers. For each event developed and ranked way-forward options, chaired option analysis
reviews with stakeholders, drove closure and documented agreed project/program redirection.
Enterprise portfolio management: Directed feature requirements
prioritization, commitment management planning and change management as part of the multi-
year business unit portfolio roadmap with Product Management, balancing revenues, resources
and customer commitments dynamically. Utilized capacity planning and enterprise resource
management frameworks to align and structure closed programs
Harmonized the portfolio content planning process across the 6 product lines
between the global product development organization and Product Management organization.
Developed closed and integrated portfolio plans across 6 product lines.
Closed commitment and release roadmap with quarterly/yearly budget allocations and planned
the enterprise resources to deliver programs.
Managed and maintained a Portfolio Master Plan by amalgamating all the
individual project plans into a master identifying dependencies, critical milestones, total
financial, resource and overall portfolio progress.
Business operations/strategic planning: Formulated the business unit’s
business annual operating plans, portfolio plans and financial models. Worked with business
leaders, Product Management, Development teams, Finance and HR organizations to developed
yearly operating plans aligned to the market and financial requirements
Chaired cross-functional planning sessions to size business, close on market
penetration strategy, technology and product roadmaps, establish global resource plans and
segmented investment envelopes.
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Directed SWOT analysis planning and critical success factor analysis as part
of the Operational management framework.
Developed forward looking, multi-year quartiles to segment investment into
new products, technology, market segments and plan for a roll-off of investment in mature
products.
Real estate/program management: Established a new business unit
function, accountable to the General Manager, to plan, build and deploy real estate to meet
business requirements under an optimized shared services model.
Program Owner, drove program strategy and directed a $150M multi-phase
construction program. Directed all aspects of projects including programming, project planning,
Requests for Proposal, design and delivery. Aligned program planning with corporate real
estate policies and norms.
Successfully completed all projects on-time and on budget, received VP
award.
Technical operations/infrastructure management: Built from zero a shared
services organization to manage the business unit’s development and customer support
laboratories. Consolidated all departmental operations into common structure to drive efficiencies.
Provided 24x7 incident and problem management services to development
teams, supported both local and off-shore testing teams.
Generated a 40% improvement in lab utilization and asset efficiency through
consolidation, design standardization and a shared services model.
Infrastructure program management: Lead the design and program
managed the Implementation of a 300% increase in technical space to 100k sq.
Directed and program managed all aspects of multiple projects including
project management, technical design/programming, vendor management, project planning,
schedule, cost, quality, communications, procurement and risk management..
Successfully completed projects on time and budget, working in a complex
organization with multiple in-flight product development projects, meeting the business unit’s
corporate and customer commitments.
Program management/new product introduction, customer network
rollout: Directed a technical and project management team accountable for the program and
technical planning, engineering configuration management and procurement of pre-production
networks for Global R&D programs, ramp customers and customer network trials.
Established team and managed concurrent projects across three product
families and the Global customer base. Annual budget >$60M.
Managed global deployments into customer networks trials and First Office
Application deployments for ramp customers. Balanced business commitments and technical
risks to deliver projects into General Availability.
Directed more than 100 customer network deployment trials/first office
applications.
Web-services application development/program management: Lead
team to developed Oracle and Ingres database web-services applications to optimize asset
management, recruited staff and managed program implementation using an agile methodology.
Completed and deployed the corporation’s first integrated asset management
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database as an Oracle database to meet business requirements for ISO9001 certification.
Drove improved business operations effectiveness resulting in a 25%
increase in utilization efficiency, a 100% accurate fixed asset inventory and reliable ISO9001
certification.
CapEx/asset program management: Re-engineered the legacy processes
and developed a consolidated business unit capital and asset management process.
Planned and executed the annual capital budget $75M, secured executive
and finance approvals. Developed business cases linked to program commitments for all
major expenditures. Assumed business unit asset ownership, reduced depreciation by 40%.
Quality management: Generated the organization’s Quality manual,
processes & management framework to enable ISO9001 and TL9000 certification.
Developed Quality Manual content, prepared executive presentations on
process requirements/gap analysis/management leadership accountabilities and
implementation plans.
Line prime for five of the ISO9001 required elements, elaborated and
deployed supporting processes and procedures.
Audit prime, successfully passed all audits with zero non-conformances.
EDUCATION
Illinois Institute of Technology (IIT) Chicago, Illinois
Bachelor of Science Electrical Engineering (BScEE)
ACCREDATIONS
PMP (Project Management Professional)
Prince2 Foundation certification
ITIL v3 Foundation certification
Six Sigma Green Belt certification training
PERSONAL DATA
Mobility: Available to travel or relocate
Citizenship: Canadian/US
Languages: English mother tongue, French and German
Security Clearance: Secret
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