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Project Manager Customer Service

Calgary, Alberta, Canada
October 26, 2016

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Trushal Umrania

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


C: 403-***-****


Highly-skilled project manager with extensive expertise in delivering complex value-added and mission critical projects on time and within budget. Proven ability to manage the full lifecycle of complex projects and strategic initiatives while delivering inspirational leadership and managing multiple stakeholders. Demonstrated expertise in building high performing teams, managing relationships and expectations, and delivering business results. Excellent communicator.

Work Experience

Shaw Communications (Calgary, AB)

Aug 2011 – May 2016

Enterprise Project Manager

Responsible and accountable for project conceptualization, defining, and delivering a diverse array of business driven technology projects to align with strategic goals of the organization. Managing multiple projects (3 to 5) simultaneously, with up to 8 to 20 resources per project. Led Steering (Senior Vice Presidents, VP’s and Directors and Operating Committees (Directors and Managers).

Launch of three new Call Centers, with specific responsibility for delivering the overall IT strategy in support of this key business initiative; with a budget of $2 million (Capex) and delivered in 4 months.

Key Accountability: Managing and mitigating key risks and issues, and communicating bi-weekly IT updates to the executive sponsor and Steering Committee.

Working with cross functional teams which included Facilities Management, HR and Consumer to determine and validate the requirements and execute the IT plan to meet the business outcomes and strategy.

Translating business requirements into deliverables and technical designs in collaboration with business stakeholders in order to manage project outcomes and expectations

Created and maintained project forecasts with estimate at completion (EAC) and estimate to completion (ETC) to verify that a given project’s cost and schedule goals could be met within the approved budget, scope, and timeline parameters.

Managed the delivery of a technically complex project: Major upgrade of the Cisco Unified Contact Center suite for both Corporate and Call Center clusters. Deliverables included virtualizing on UCS platform and upgrading to SIP from H323 protocol. Budget of $6.5 million and 8 months

Applied Extension Mobility to allow users to either login to physical phones or softphones to allow employees to work remotely.

Working with Facilities, setup of hot desks and communications, policies, procedures and training for the use of “hot desks” in communal locations and how to / FAQ’s on booking.

Mitigated technical issue with Quality of Service (QoS) for call integrity related to a configuration on the network switch.

Major Systems Upgrade to a legacy Work Force Management (IEX) and delivered in 8 months. Required business process re-engineering to allow for new technical features and functions. Risks to the operational teams were mitigated by performing a phased rollout

Managing all stages of the project from conception, vendor selection, planning, procurement, communications, execution, transition and close.

Prioritized and organized changes to all affected, tightly integrated, applications by facilitating meetings with Business and IT stakeholders and, communicating clearly.

Applied Change Management strategies due the number of users being impact and understanding the resistance to the potential changes (positive or negative)

Active Directory (AD) Evolution Project: Re-architecture of the Active Directory by collapsing and consolidating the environments / Domains. Budget of $650,000 and delivered within 12 months.

Actively monitoring and controlling the project to address risks and issues and stay within the agreed variances of the project.

High level of change management and planning and communications; ensuring close liaison with the multiple stakeholders across the organization and geographically.



Telecom, Oil and Gas, Agriculture, Consultancy, Shipping and Travel / Airline

Managed Project Types Software Development,


Regulatory and Legal, Security, Cloud (SaaS / PaaS / IaaS), Unified Communications, Digital, COTS Implementation,


Project Management,

Business Analysis,

Schedule Management,

Cost Management,

Scope Management,

Resource Management,

Risk Management,

Procurement, Vendor & Stakeholder Management

SOX, Legal and Regulatory

Financial Modelling

Project Management Tools Experience

MS Project, Project Server, Innotas, Primavera, Excel, Visio,


Application Experience

Order to Cash,

VOIP Phone Systems (Cisco / Avaya),Web Portals, Call Centre Technologies, CRM, Salesforce, Billing Systems, Custom Portals, Auditing

Work Force and Field Force Management,

Electronic Board Books

Trushal Umrania


Shaw Communications. continued

Software as a Service: Migrated On-Premise MicroStrategy Enterprise Reporting Platform (used for Business Intelligence) to an AWS instance. Budget of $2.5 million (Opex) over 3 years and delivered in 6 months.

Established a Governance model and strategy to allow user access to data and operating SLA’s and OLA’s

Build out of a secure VPN tunnel and ensuring security and SOX requirements were met and integrated to the On-Premise Data warehouse

Performed architectural and data analysis, mapped current business and reporting requirements and re-engineered processes to the Cloud offering.

Built out risk mitigation, migration and transition plans to ensure successful delivery.

Call Recording Cloud Solution (PaaS) for approx. 6000 user and a budget of $2.6 million (Opex). Delivered in 4 months. As part of Consumer transformation / Service Excellence Program; the desired outcome of improving the quality of customer service.

Managed a cross functional team comprised on Business and Technical SME’s

Managed business and vendor expectations in order to provide a working solution within the allocated budget

High level of organization change management (OCM) based on potential resistance of change and number of end users.

Mitigated a high technical risk to the Corporate VPN, which was prone to DDoS attacks by moving customer facing traffic to a new VPN Firewall

Multiple Software / Web / Application development projects: Ranging from Field Force Management, Integrated Unified Desktop enhancements to Easy Own portal (Allowing Shaw Customers various options to procure equipment).

Managed product deployment for all major releases: successfully lead planning and execution of large scale production deployments including: resource management, cutover schedule, and communications. Managed deployment cutover teams of up to 20 people executing over 6 production launches.

Managed quality control team and their activities for all major releases

Integrated Risk Management Project: Enterprise Security Assessment as requested by Shaw Board Members. The project focused on People, Process and Technology: Key achievement was reduced exposure to Shaw

Engaged the Technical leadership team (Directors and above) and scheduled over 600 critical applications within 6 months

This was a time critical project and divided into multiple phases

oManaged the penetration, vulnerability and cross session testing (2 months)

oDelivered a remediation plan based on the penetration and vulnerability testing

oExecuted the remediation plan (4 months)

Long View Systems (Calgary, AB)

Dec 2009 – Aug 2011

As Senior Project Manager

Working within a consultancy role at client locations; representing the company as the first point of contact and identifying new opportunities and sustaining a good relationship

Engagement 2: TransCanada

Managed the Server Lifecycle Project from initiation to execution; objective was to retire end of life hardware (Windows, UNIX and databases servers). Multi-year project with a budget of $3m.

Managing the scope, financials and schedule

Reporting to the steering committee (which consisted of Business and IT stakeholders).

Actively monitored and controlled the project to address risks and issues and stay within the agreed variances by using Earned Value Analysis

Key Accomplishment: The project completed the target of 60% of Blade servers virtualized in the old data center one month ahead of schedule and completed 100% by the end of June 2011 and on budget. This was a key mandate of the project to help facilitate the Data Centre move by reducing the hardware footprint.

Network Lifecycle Project

Transported to rescue an inflight project when the client requested the project manager to leave and managed the execution phase of the project. The objective of the project was to lifecycle network equipment at remote locations, this involved both cooperate and SCADA network.

Key Accomplishment: Project was successful by life cycling 35% more assets than original target and within budget.

Trushal Umrania


Engagement 1: Agrium

Worked on multiple projects simultaneously, ranging from Business to Technical projects. Planned, executed, and delivered projects according to the methodologies supported by the PMO. Key initiatives were: Migration of EMEA offices to the Agrium environment, Upgrade of Office 2007, Internet Explorer 8, and Data Centre Consolidations. All projects were completed on schedule and budget with no to minimal disruption to the business.

Key Accomplishment: Building out of new headquarters for America / CPS (approx. 1000 users) and managing IT related activities from cabling to raiser rooms to moving of workstations to printers

Successfully managed stakeholder expectation, schedules and activities related to QC and deployment team’s responsibilities

APL Co Pte (United Kingdom) Jul 2007 – Jul 2009

Helpdesk / Server Operations Manager

Responsible for managing the day-to-day operations of the department while delivering inspirational leadership and training to a team of 10 employees.

Recruited, trained, developed, and mentored a high performance team

Supported the infrastructure of the European Head Office from servers, networks to end user computing

Developed, implemented and refined processes, procedures and business policies to improve customer service, client relationships, internal business processes, and best business practices, resulting in a 30% efficiency gain.

Worldspan (United Kingdom) Aug 2003 – Jul 2007

Project Manager Vendor Operations

Progressed from Technical role to Project management activities for EMEAA on Vendor activities. Defined, planned and implemented key projects within Global Vendor Support group in line with corporate strategies/goals. Ensuring conformance to standards and methodologies.

Managed the transition of services internally to an outsourced model for technical services in the UK.

Managed vendor outsourced relationship for EMEAA by holding them accountable for service delivery and contracted performance whilst balancing the need of a Partner Model.

Central point of contact for the day to day operations for any escalation items either by the internal stakeholders or the vendor.

Monitored, interpreted, analyzed and complied reports for the leadership team based on performance metrics and service issues with Root Cause Analysis and Remediation plans. Developed associated processes and standardized reporting.

Assisted in the development of SLA’s, OLA’s and KPI’s for EMEAA.

Led regular Vendor meetings on a Monthly, Quarterly, and Yearly basis; representing EMEAA needs at the global level.

Reviewed monthly invoicing and presented findings to the Vendor Management Director for approval.

Key Accomplishment: Assisted the Global Vendor Director and Global Vendor Manager in preparation, project management and implementation of all Operational RFP’s. During a RFP process with one of the key vendor (Global Serve) I assisted in the negotiation and implementation of a new SLA agreement

As Team Lead Jan 2000 – Jul 2003

Leading and motivating a team of 5 staff to provide second level support to Worldspan customers on Enterprise system applications (Mainframe), MS Office and Local Area networks using Microsoft Server 2000 / 2003 and Windows Desktops 95, 98, 2000 and XP and WAN connections.

Produced, implemented and reengineered Technical processes, procedures, fixes and support documentation in line with company standards.


Prince 2 Practitioner May 2007 – 2013

ITIL v3 Foundations March 2011

Bachelor of Science (Honors), Computing 1996 – 1999

University of Coventry

Higher National Certificate – Computing 1993 – 1996

University of Leicester

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