Elias M. Absi, PMP.

**** **. ******* ******, ******, ON, Canada, K1T 1M1

Tel: 613-***-****, Mobile: 613-***-****, E-mail: acyng4@r.postjobfree.com

BACKGROUND SUMMARY

A Project Management Professional (PMP), and a former member of the Professional Engineers of Ontario (PEO). Have more than 20 years’ experience in project management, people management and engineering. Manager of multiple, concurrent, cross functional R&D in hardware and IT projects. Have excellent time management, communications, decision-making, presentation, human relations and organization skills. Driven and committed to delivering IT projects on time and within budget.

Areas of special expertise include:

IT Professional Project Management

Stakeholder Management and communications

Data Centers Project Management

Research and Development Engineering

Risk Assessment

New Product Introduction end-to-end Program Management

Product Line Management (PLM)

Proficiency with MS-Office (Project, Excel, Word, PowerPoint, Visio etc.).

Statistical Process Control (SPC), Design of experiments (DOE), and ISO certification.

PROFESSIONAL EXPERIENCE

EMA Consultants Oct. 2015- Now

Senior Project manager

Consultant at Shared Services Canada (SSC) on the “”NRC Re-build’ Integration Project.

As part of the PMO, currently working with various PMs on 65 projects in 14 programs for Shared services Canada on a complex project over 100 million dollars.

Experience in creating and maintain project artefacts, Work Breakdown structures (WBS), Integrated project plans, progress reports and other documents.

Worked on preparation of decks for senior management (DG levels)

Experience with Projects for ETI, IT security, Networks, Data Centers etc.

Experience in critical path methodology and monitoring project performance.

Sanmina Inc. May 2013- Oct. 2015

Senior Program Manager

Managed a program with over 45 million dollars in annual revenue.

Managed the stakeholder’s communications and addressed their concerns.

Ensured that performance on key metrics meets or exceeds requirements, inclusive of profit margins, inventory levels, revenue stability and growth,

Worked closely with the engineering group on several software and hardware development projects to develop schedules and monitor performance..

Provided budget analysis, labor planning and coordination of activities between client and several teams in the organization

Managed supply/demand plans to ensure all deliverables are coordinated to support on time delivery against Sanmina commitments

Coordinated and delivered quotations to sales organization and/or customers

Ensured execution against contractual requirements to the customer

Monitored programs from initiation through delivery to meet revenue and cost projections

Lead several programs for quality improvement, productivity, and cost reduction to maximize competitive economics for both Sanmina and the customers

Project managed the transfer of company operations to a new building in Kanata ensuring that the schedules and risks were well planned and shared with all stakeholders.

SMART Technologies Mar. 2011- May 2013

Project Manager

Managed several medium size projects in the operations development group.

Set-up schedules and plans for the monitoring of progress on-going NPI projects

Weekly progress and status reports on all active projects

Participated in the transfer of production to Mexico and China

Lead teams focused on cost reduction projects on CCAs, PCBs, cables and electronics used in the various products at SMART.

Manage relationship with contract manufactures and outside consultants.

Familiar with Oracle ERP and Agile.

Gennum Corporation Mar. 2007 – Dec.2010

Senior Project Manager

Planned, organized and set-up a new Project Management Office (PMO) with a staff of four project managers managing over $80 million in projects which lead to revenues exceeding 150 million dollars.

Introduced new checklists, required documentation, and approval process at the various gates, to ensure proper progress at each phase of the project.

Efficiently managed about eight R&D engineering projects simultaneously valued over 10 million dollars each. Managed the day-to-day operational and tactical aspects of these projects.

Managed the introduction of many 3G optical Video products from idea review to market readiness. This included the mechanical and physical hardware design, software and testing development. The bulk of the products were 1310 nm Receivers, Transmitters and Transceivers used by customers like Nortel and Sony.

Created and maintained project plans, which defined scope, activities, dependencies, WBS, work effort, duration and associated resource requirements. This also included the plans for the qualification and testing of the finished parts (e.g. ESD, EMI, Corrosion etc.)

Managed the identification of risks and opportunities identified from a budget, schedule and technical performance (optical, thermal, cross talk etc.)

Forecasted, tracked and managed project budgets, POs and invoices on SAP.

Ensured team members were constantly aware of the project schedules and upcoming milestones by sending weekly summary of the tasks to be completed in the coming week, and the tasks that were behind schedule.

Provided on-going business analysis and recommendations to senior management on the status of the projects and the portfolio.

Used Earned Value techniques to monitor the project performance and progress. Worked with the project teams to ensure all phase gating activities are completed and prepared gate review presentations for senior management approval

Drove continuous improvement of NPI process through project post mortems and cross-portfolio analysis. Developed log files for root causes of project delays at the task level and milestone levels to be used as part of lessons learned for future projects

Chaired regular status meetings with the project teams and the customers, working through open action lists and resolving with negotiation and mitigation strategies

Ensured ISO compliance of all project and process components

Succeeded at bringing cohesion to a cross-functional team where its members were located across multiple sites worldwide

Managed the relationship with the suppliers, contract manufacturers and other stakeholders through weekly meetings and tracking of action items.

Represented PMO in the company’s budget, business, and strategic planning meetings.

Magenn Power Inc. (Project Management consultant) May 2006 – Mar 2007

For this renewable energy startup, led a team of designers and engineers to develop a novel wind generating system based on helium blimp rotating on its x-axes.

Prepared scope, charter, schedules and WBS for two projects: One with the Discovery Channel, and the other for SDTC (Sustainable Development Technology Canada). This comprised of a very thorough detailing of what the tasks, sub-tasks, and the milestones to be achieved at the various phases of the projects.

Managed the contract negotiations and stakeholders’ meetings.

As Project Manager for these projects ensured that the budget and the schedule were met at the various milestones defined. This also included regular progress reports to SDTC and the Discovery Channel entertainment group. Ensured that the Performance indicators for the project were defined and communicated.

Filtran Microcircuits Inc. August 2004 – May 2006

Senior Engineering Manager

Managed the engineering group of about 10 engineers responsible for Manufacturing Engineering, CAD Group, Documentation, Process Development and Support.

Managed several engineering projects in new process introduction, equipment qualification and quality improvements (e.g. plating, plasma etching etc.)

Managed the installation of a waste water treatment system in the plant.

Led the development and qualification of processes to comply with the RoHs directive, and military requirements.

Held regular meetings with CRA on SR&ED credits. Also, submitted quarterly reports on the progress of the R&D work eligible for these credits.

Implemented new procedures for better manufacturability and process control. This included the introduction of the Design of Experiments (DOE), Statistical Process Control (SPC), Engineering Change Notice (ECN) process, etc.

Mentored and coached colleagues on the new procedures that were being implemented.

Managed the team’s activities focused on the improvement of cycle time, yields, cost, and quality for the manufacture of microwave circuits.

Met regularly with customers, and presented the company’s capabilities, process improvements and other business updates.

Nortel Networks, Ottawa, ON 1987 – 2004

NPI Program Manager, Optical Components Division

Managed over 15 NPI programs in the Optical Components Division valued over 50 million dollars like 10G Transponder, Laser Drivers etc. from concept to production.

Managed the hardware and software development of these products through the various stages of design (e.g. Alpha, Beta, etc.)

Managed the transfer of business operations and customer service from Nortel Networks to ST Microelectronics. This was the result of the acquisition of a silicon manufacturing facility at Corkstown by ST Microelectronics. It was a major task that affected over 1000 customers, involved several entities at both Nortel and ST, and it was critical that the transfer was kept confidential. Additionally, the process was made more complicated due to Nortel introducing a new ERP system SAP. The migration was completed successfully without any major interruption of supply to any customers.

Completed the transfer of over 10 leading edge products from design to manufacturing.

Implemented newly developed technologies into manufacturing at Corkstown’s semiconductor facility. This included technologies like BiCmos, NT25, NT35 and SiGe1.

Leader and member on several IPT (Integrated Project Team) as part of the TTM (Time to Market) process. Participated in the set-up of a new NPI process and documentation.

Worked closely with design groups to ensure design for manufacturability and with operations groups on supply management, training and documentation.

Defined manufacturing and testing strategies.

Performed risk assessments on the supply of hundreds of components.

Developed plans for manpower and resource usage.

Managed the selection, negotiations and contract execution for several sub-contract manufacturers.

EDUCATION:

B.A. SC. Engineering, University of Ottawa

KNOWLEDGE AND SKILLS:

Business Analysis knowledge- Experience in budget creation, business cases etc.

Experienced in Microsoft Project, Excel, and SAP etc.

Fluent in English, French and Arabic languages.

Completed several intensive courses in Project Management and TTM training.

OTHER ACTIVITIES:

Formerly a Member of the Professional Engineers of Ontario (PEO).

Member of the Project Management Institute (PMI) since 2005.

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