Project Manager

Stephen McHugh CPA, CMA, PMP

**** ******** ********, *********** ** L5L 2A4 . (c) 416-***-**** .

******@******.***

A seasoned Finance and Project Management professional with almost twenty

years' experience managing major enterprise-wide business, finance, HR and

IT projects in the Banking, Utility, Government, Military, and Health Care

sectors. Focused on large interconnected projects designed to impact the

overall business and lead the way to organizational change. Ability to

lead project teams through to complete execution of stakeholder

deliverables on-time and on-budget.

Professional Profile

. Extensive experience in project/program budgeting, governance and

monitoring

. Proven track record of successfully implementing large, enterprise-wide

projects

. Successful in aligning large teams to overall organization objectives and

managing progress and performance

. Experience in managing multi-million dollar business relationships with

cross-functional teams in multiple locations world-wide

Professional Experience

Program Manager

November 2013 - present

Diversicare

Diversicare must replace its Financial Accounting and Reporting, Purchasing

and Payables, Sales and Receivables, Payroll and HR systems. These systems

are used at 40 subsidiaries across Canada. Working with the President and

CFO, built the Project Charter, Plan, and Budget, set up the project teams

and managed the Business Requirements, Vendor Pre-Qualification and RFP

processes.

Program Manager

June 2009 - November 2013

Ontario Medical Association

Responsible for working with senior IT and business executives to

successfully replace OMA's existing Finance, Purchasing, Payables, Sales,

Receivables, Payroll, HR, and budgeting systems (Great Plains Dynamics)

with Microsoft Navision. For all five OMA companies, standardized and

streamlined business processes, and managing extensive business process,

role and responsibility redesign requirements.

. Built and managed the steering committee (C level executives and the

CFO as sponsor)

. Led several project teams and Project Managers (totalling 30-40

people from Finance, HR/Payroll, IT, and the Vendors)

. Managed the budget of between $3M - $5M

. Redesigned the chart of accounts, dimensions, company structure, and

fund accounting to comply with GAAP/ IFRS for non-profit organizations

. Created system interfaces to automate data flows/file transfers

between Navision and other legacy systems

. Improved OMA's financial reporting and analysis capabilities by

o Standardizing and restructuring the GL (for all five companies)

and adding new dimensions

o Eliminating the use of most of Finance's Excel workbooks

o Implementing new financial reporting tools (JET reports, OLAP

tools, employee Portals)

o Significantly enhancing the quality of OMA's financial

accounting controls

. Re-engineered business processes using a combination of workflow

automation and portal implementations

. Led the redesign of Finance's roles, positions, and organizational

structure, created and delivered training strategies, plans, and

materials

. Managed organizational change and promoted highly effective training

by deploying a Digital Knowledge Hub which reduced end-user training

from weeks to hours

Program Manager, IT Service Costing

Feb 2008 - Dec 2008

Ministry of Government Services (Province of Ontario)

Worked with the Executive Steering Committee (all of Ontario Public Service

CIO's and other senior directors) and managed 15 separate project teams

consisting of 40-50 Finance and IT employees, stakeholders, consultants and

relationship managers. Responsible for determining the costs, pricing and

standards for all services supplied to the Ontario Public Service by the

Ministry's IT Services cluster.

. Set the project scope and deliverables, built the plans, schedule and

budget

. Controlled a budget of $1M-$3M (for the pilot phase of the project)

. Negotiated software purchase, support, and consulting services

contracts

. Managed project resources in Toronto, Oshawa, North Bay, and St.

Catherines

. Developed costing, pricing models, non-financial performance metrics,

and service-level agreements for Desktop services, Hosting Services,

Telecommunications, and Service/Help Desk

Project Manager

Feb 2006 - Dec 2007

Moneris Solutions

I managed the Financial Accounting and Treasury streams of this enterprise

wide project, in which Moneris replaced its back-end debit card and credit

card transaction processing system with Essentis.

. Managed a budget of $1M - $3M (entire project budget was over $50M)

. Led four project teams of 20-30 consultants, employees, managers,

directors and consultants in Toronto, Atlanta, New York, Chicago,

London (UK), and Spain

. Designed and tested common financial processes for the Canadian and US

operations, and migrated some financial processes from BMO and RBC to

Moneris Finance.

. Established new financial accounting processes controls, and reports

for the Bank of Montreal, RBC, Moneris, MasterCard International, and

Visa International

Senior Program Manager

Jan 2004 - Feb 2006

Bank of Montreal Financial Group

As part of the Project Management Office for InSight (a major enterprise-

wide costing and pricing project), I led Technology and Solution's project

teams.

. Project resources were located in Toronto, Chicago, North York,

Barrie, Atlanta, and in other companies (Symcor, Harris Bank, and IBM)

. The project teams developed costing, pricing models and non-financial

performance metrics, and service-level agreements for Desktop

Services, Network Services, and Telecommunications

. Redesigned key business processes ensuring processes were ITIL and SOX

compliant

. Established performance metrics and reports for all major support

services

. Created a business intelligence/scenario management prototype, giving

Technology and Solutions world-class strategic, tactical, and

operational cost management capabilities

. Worked in partnership with the Enterprise Infrastructure cost team,

refined their costing and pricing model, which represented $400

million in annual costs and identified $40 million in potential

savings by eliminating duplication of effort

Financial Systems Manager

June 2001 - Jan 2004

Region of Peel

I built a new business unit, with a mandate to design and implement a

comprehensive financial systems lifecycle management plan that was clearly

linked to the Region's strategic, tactical, and operational needs. Under

my leadership, I reduced the

. Capital budget from $50 million to $30 million

. Operating budget from $5 million to $3 million.

. License costs also fell by 30% by dropping unused modules and bundling

licenses for related applications.

. Eliminated redundant systems. Support costs fell by 50% for some

systems and reserve contributions were reduced by 15%

I achieved this by

. Hiring, training and managing four Project Managers, eight Business

Analysts and four consultants

. Standardizing the processes for Project Management, end-user support,

system performance reporting, system governance and control, and

business case development and approval

. Establishing solid business cases for project proposals

. Managing the procurement process

. Successfully implementing numerous projects including:

o Replacement of Hyperion with PeopleSoft Financials

o Implementation of PeopleSoft Payroll and HRIS

o Upgrade of PeopleSoft Financials and HRMS to version 8

o Enabling employee self-service by implementing unused HRMS

modules

o Streamlining of A/P and Purchasing processes and controls by

using PeopleSoft Financials

o Replacement of several legacy systems with PeopleSoft

o Automation system interfaces between PeopleSoft and other legacy

systems

Manager, Business Process Re-Engineering

June 1998 - June 2001

Region of Peel

Built and led a new business process re-engineering team (several

consultants, Business Analysts and programmers) to re-engineer the Region's

financial processes and emulate best practices wherever possible.

Together, we

. Realized an annual $5 million increase in the returns from the Regions

investments

. Avoided unnecessarily spending $80 million to replace the Region's

water meter systems

. Reduced the duration of the capital planning and budgeting process

from six months to six weeks

. Created a province-wide "municipal reference model" consisting of

process maps, performance metrics, benchmarks, roles,

responsibilities, and controls for core municipal processes. Many

municipalities realized millions in savings by exchanging and

emulating best practices

Professional Training & Education

Project Management Professional (PMP)

Project Management Institute

2003

Masters Certificate in Project Management

York University

2002

Chartered Professional Accountant - Certified Management Accountant

(CPA-CMA)

Society of Management Accountants of Ontario

2000

Bachelor of Commerce with honours in Finance

Carleton University

1996

Certificate in Operations Research

Canadian Operations Research Society

1996

Bachelor of Science with honours in Physics

Carleton University

1989

Conferences & Seminars Delivered

OMA's Navision Digital Knowledge Hub, Altus Alliance

2012

Disaster Recovery for the Financial Function, HFMA - Health Care

Financial Managers (USA) 2012

An Authoritative Guide for Finance, Society of Management Accountants

of Ontario 2011

Costing Government Programs & Services for Improved Performance

Measurement, Canadian Institute 2005

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