Senior Project Manager
Resume:
Lisa Anne Cousineau
adczj6@r.postjobfree.com
EXECUTIVE SUMMARY
Experienced management professional, with over 20 years of experience leading business and technology teams for multiple companies across Canada and the United States. Seeking Program/Senior Project Manager opportunities which leverage my extensive project management, management consulting, telecommunications and banking experience.
WORK EXPERIENCE
Cousineau Management Consulting May 2014 - present
Owner and management consultant, leading projects and programs for banking and telecommunications clients. Recent projects include:
oTechnology Project Manager, leading the implementation of a new payments modernization (PayMod ISO20022) solution on an Azure private cloud environment for a large Canadian bank.
oProgram Manager for a large Canadian bank, leading the discovery and business case phases of a multi-year, multi-phase complex software implementation on a Cloud environment for small business and capital market clients.
oAgile Scrum Master (backfill role) for two high performing Agile delivery teams at a large Canadian bank. The team delivered increased call center and routing capabilities in rapid 3 week sprint cycles.
oTechnology Project Manager, handling multiple small to medium sized call center technology projects for a large Canadian bank
oBusiness Project Manager, leading the business deliverables for a large telephony implementation for a large Canadian bank
Hands on “Mom” October 2009- May 2014
Caring for my beautiful daughter.
Rogers Communications Inc. October 2003- October 2009
As Director, IVR Customer Experience:
oLed a team responsible for defining and implementing IVR strategy and roadmaps across multiple IVR platforms, including Rogers1, FIDO prepaid, Rogers prepaid, and Business IVR.
oLed a team of IVR Senior Managers, Project Managers, Business Architects and Implementation specialists to design and implement new IVRs, as well as changes and maintenance to existing IVR platforms, as well as managed multiple external vendor resources (IBM, Convergys, etc.) to design and support IVR platforms.
oLed a Quality Assurance team, responsible for UAT and Regression testing for all IVR deployments- typically 1 or 2 releases/month.
oCreated 3 year Strategic Roadmap for Customer-facing Rogers IVR channel, and then subsequently managed implementation activities
oCreated an IVR analytics framework to drive performance measurement & analytics, and then subsequently used the framework to evaluate all potential incoming project ideas, as well as evaluating the expected and unexpected results of completed projects against stated objectives
oWorked with the extended business community in Rogers and FIDO to plan, manage and coordinate related training and communications related to changes introduced by the new IVR projects
As Director, Process Re-engineering:
oWorked with the extended business community in Rogers and FIDO to plan, manage and coordinate IVR projects to address client business needs and align with company, customer and product strategies
oLed a team of Senior Managers, Managers and Business Architects through a series of projects using the Business Process Modelling Notation (BPMN) framework, such as:
Project definition, vendor assessment and business case development for the redesign of the workforce management processes for the install and repair technicians (including appointment scheduling, dispatch, technician schedule optimization, and ad-hoc job reassignment processes). Click software was selected as the technology to support this process optimization project
The redesign call handling processes including for sales, service and technical support call center resources, with Amdocs supporting technology. Processes included caller identification, case management and call completion activities.
The redesign of the campaign management processes for cable and wireless products, with ePiphany and SAS supporting technologies.
oDeveloped and lead in-house training for process engineering team on Business Process Modelling Mapping.
IBM Global Consulting August 2002-October 2003
Acted as the business architect and training lead for a yearlong CRM Implementation and Call Center Redesign, led a team of 40+ individuals through requirements and design sessions to determine the optimal solution for a major quad-play Telecom company.
Change Management Lead in change management tasks, such as identifying early adopters, identifying high impact change areas and implications, and writing project communications. The project included a review of process, resources and technology for their sales, service and order management processes, spanning over 1000 call center agents and multiple key customer facing processes.
Deloitte Consulting January 1999-August 2002
As Project manager led a team to assess the customer service delivery for a large US-based pharmaceutical distribution company. The project included a review of process, resources and technology for their multiple call centre locations, spanning across the United States (over 20 call centres, 200-300 seats).
Acted as one of the lead team members the design efforts for an upgrade from Siebel 2000 eComm to Siebel 7 eComm, for a large Canadian telecommunications company in their call center and IVR channels. The project had 125 seats and 30 team members consisting of both Deloitte and client personnel.
Quality Assurance lead, responsible for all testing components of a new software implementation, including SIT, Performance Testing (including automated testing tools), UAT and facilitating BAT with the client lead.
Led the design efforts for the implementation of a Siebel 7 eCommunications application for a large Canadian telecommunications company. The project team had 40 team members consisting of Deloitte and client personnel. The implementation was deployed across call centre, web and partner channels to 1500 users.
CRM User Acceptance Testing Lead during the planning stage of a large 300-400 seat Amdocs Ensemble implementation at a large Canadian wireless carrier. The project team had 30 members consisting of both Deloitte and client personnel. Amdocs and Bell Mobility retained responsibility for overall project leadership. Developed the scope, strategy, and approach documents related to the CRM portion of UAT, defined the work plan activities and influenced testing tool decisions.
Led the testing efforts for the implementation of a 100 seat, Siebel 2000 eCommunications CRM application for a large Canadian telecommunications company. The project team of 40 members consisted of both Deloitte and client personnel. Deloitte Consulting maintained overall project leadership. Solely led unit, integration and user acceptance testing components, and co-led the performance/stress testing component. The implementation was deployed across call centre, web and IVR channels, and included the following Siebel components: Communications for Sales,Communications for Call Centres,eSales for the Web, eSales, Quotes, Service Orders, Product Configurator, Order Configurator, Workflow Manager, SmartScript, e-mail Response, eChannel, and Pricer. Also co-led the eSales Process Design Team.
Lead Business Analyst for the implementation of a CRM solution (HR module) for a government-owned power company
Deloitte & Touche Consulting Group, Toronto, ON May 1998 to August 1998
Co-op Student: Consultant, Process Transformation Group
Project Controller on a large global Year 2000 project for a large financial services organization. Responsibilities included developing and managing the project budget, and providing detailed projections and billing information.
Co-authored and co-chaired a knowledge transfer session for a large U.S. banking institution, with the topic “Extending the Capabilities of Call Centres”. Conducted extensive client, market and subject research prior to the client meeting.
Deloitte & Touche Consulting Group, Toronto, ON September 1997 to December 1997
Co-op Student: Consultant, Process Transformation Group
Led the process review of a large Canadian insurance company’s customer care operations, specifically the efficiency and effectiveness in their multiple call centre locations spanning numerous business units across Canada. Responsible for the final deliverables, a business case recommendation, and a presentation to the Board of Directors. The final recommendation was accepted and subsequently implemented resulting in operational efficiency improvements and improved customer service.
Participated in a BaaN IV implementation project for a large international mining company. Primary role included assisting with the development of training material to be used by the client’s key users.
Synthesized and developed measurement statistics for a large Canadian Insurance company, during the design stage of a Performance Measurement System.
United Parcel Service Canada Ltd., Mississauga, ON January-April 1997
Co-op Student: Marketing Analyst
Developed the 1997 Strategy Document for the Customs Brokerage Division. Conducted a competitor analysis and recommended, drafted and executed a market research project used to identify customer needs. Presented findings and final plan at the annual staff meeting.
Managed relationship with Communications Agency responsible for the development of UPS marketing materials. Managed production and distribution processes.
Developed and administered part of an Employee Relations Questionnaire and reported findings to senior management.
Working Ventures Mutual Fund Inc., Toronto, ON June 1995 to August 1996
Call Centre Manager, Investor & Dealer Service
Managed the implementation of a call centre technology for automated call distribution and interactive voice response for a small mutual fund company. Responsibilities during implementation included designing call routing, defining reporting needs, developing necessary reporting and training. Subsequently responsible for the daily operation of the call centre.
The Canada Trust Company, Toronto, ON July 1994 to June 1995
Administrator, Mutual Fund Unit and Project Resource
Directed daily trading for external mutual fund assets for all clients and managed relationship with over 100 external fund companies and brokerage firms.
Key member of a Mutual Fund Re-engineering project. Responsibilities included facilitating brainstorming exercises, mapping existing and proposed processes, identifying end-user requirements, and liaising with the Systems Development Group. Subsequently assigned to the implementation team.
Member of the Pension Fund redesign team, charged with reviewing the existing processes within the Pension Department and recommending short-term alternatives.
The Canada Trust Company, Toronto, ON April 1989 to June 1994
Various Positions
Initially hired to provide customer service, and subsequently recognised for superior customer service and promoted to various positions within the branch including Funds Clearing Agent, General Ledger Reconciliation Officer, Commercial Account Representative, and Lending Underwriter. Responsibilities also expanded to provide coverage for staff absences. Responsibilities included:
oProviding the highest quality of service to all clients, selling financial products including Savings and Investment Accounts, Automated Banking Products, Mutual Funds, RRSPs, Credit Cards, Loans and Mortgages.
oAs Manager, Customer Service, was responsible for interviewing and hiring new customer service applicants, leading monthly coaching and training sessions and conducting annual staff performance reviews.
oIncreasing operational responsibilities to include planning and forecasting daily branch cash requirements, calculating and authorizing weekly payroll, and scheduling customer service staff.
EDUCATION
2014 Bachelor of Education (in progress)- Charles Sturt University
1999 MBA – Major: Management of New Technology – McMaster University (Co-op program)
1995 Bachelor of Arts, Economics, University of Toronto
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