Project Manager Customer Service

Karim Mamdani PMP®

**** *** ****** ***** *********, TX 76051 817-***-**** or 403-***-****

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

E X E C U T I V E S U M M A R Y

A highly motivated Senior Management professional with extensive experience in the development and

support of transportation, customer service, marketing and financial information systems and supporting

infrastructure. Fully committed and conversant in using best practices to deliver value added projects on

time, on budget and with exceptional quality. Record of improving efficiency, productivity and profitability

through automation, change management and process improvement. Outstanding interpersonal, team

building, motivational and presentation skills. Results driven, analytic, articulate and diligent.

C O R E C O M P E T E N C I E S

PROJECT LEADERSHIP BUDGET PLANNING/COST CONTROL CHANGE MANAGEMENT

QUALITY CONTROL PROPOSAL DEVELOPMENT HUMAN RESOURCES

STRATEGIC PLANNING PROCESS IMPROVEMENT VENDOR MANAGEMENT

E D U C A T I O N

Masters Certificate in Project Management: George Washington University, Washington, DC (2011)

Masters in Business Administration: Queens University, Kingston, Ontario, Canada (2010)

Bachelor of Arts, Computer Science: University of Guelph, Guelph, Ontario, Canada (1991)

P R O F E S S I O N A L E X P E R I E N C E

Canadian Pacific Railway Company – Calgary, Canada 1991 – Present

Senior Project Manager Equipment Health Monitoring 2011 – Present

• Leading the multi year strategic direction for expanding Canadian Pacific’s footprint of wayside

devices from 40 to over 400 in the next five years. This will result in savings in the areas of labor,

preventative maintenance and increased safety.

• Responsible for delivering application enhancements, IT infrastructure, architecture and

communications to gather data, monitor wayside devices and deliver information on trending and

alerts to Canadian Pacific’s Mechanical department and the Association of American Railroads.

Program Manager Dakota, Minnesota and Eastern Integration (DM&E) 2010 – 2011

• Dotted line reporting to President of DM&E Railroad for the integration of the DM&E Railroad into

Canadian Pacific. Accountable for the integration of Finance, Infrastructure, Sales and Marketing

and Operations applications and functions into Canadian Pacific’s existing processes and IT

Infrastructure.

• Negotiated with VERIZON and implemented Managed Takeover of existing telecommunications of

96 sites to Canadian Pacific’s telecommunications network including trackside, voice, signals and

communications and IT communications.

• Accountable for decommissioning DM&E’s data centre including hardware, communications and

applications.

Senior Project Manager SAP and Corporate Applications 2008 – 2010

• Accountable for managing the implementation of the SAP Treasury module in CP’s Treasury

Department

• Lead process change and definition of new processes within CP to support SAP

Transition Manager, Best Shoring Initiative 2007 – 2008

• Responsible for the transition of application support, knowledge transfer, service level definitions

and on boarding to outsourced vendor of 113 applications within three lines of business to support

a savings of 25% of the Information Technology Budget for application support.

• Lead process change and introduced new processes to support outsourcing structure of over 200

employees in IT.

• Delivered change management initiatives to roll out the new organization structure with processes

and procedures to business users outside IT.

• Planned monitored, reported and administered a project plan to transition all applications to

vendors in four months.

• Managed vendors and escalated issues to senior management in a timely manner so as to not

impact the transition timelines, budgets and scope.

• Demonstrated optimal Vendor Management skills through negotiations, collaboration and attaining

mutually acceptable solutions to achieve project objectives.

Program Manager, Marketing and Sales 2006 – 2007

• Managed operations, enhancements and maintenance of 10 applications in Transportation and

Marketing and Sales. Defined Service Level Agreements and implemented metrics for tracking

service levels.

• Contributed to the multi-year business plan through development of a top down multi-year IT

program for Marketing and Sales outlooking five years.

• Initiated and implemented process improvement and business intelligence opportunities.

• Formulated, monitored, reported and administered a budget of $2 million per year. Review of

actual results has yielded to actual or below budgeted amounts.

• Managed a staff of 12 employees and contractors.

Senior Project Manager, Peoplesoft CRM 2005 – 2006

• Implemented an integrated call management program comprising of skills based call routing

(Genesys), IVR (Nortel), and quality monitoring (QFINITY) knowledge base and case management

(Peoplesoft) software and supporting hardware for the Customer Service Team.

• Accountable to project steering committee for producing project statement, project governance,

application development, quality assurance and testing plan, budget and necessary controls such

as change orders, project plans and variance reporting to deliver within scope and timelines

specified.

• Implemented new processes and process improvements leading to an effective change

management plan.

• Accountability to ensure effective training of 800 customer service representatives and the

implementation of the product in three cities across North America.

• Managed a budget of $3.7 million. Actual results have yielded to actual or below budgeted

amounts.

• Managed a team of 20 people including vendors, contractors and full time staff.

Senior Project Manager, Data Center Relocation and Outsourcing 2004 – 2005

• Accountability in working with the outsourcing partner to produce a project statement, strategy,

project plans, risk identification and mitigation plans, budget and controls.

• Managed a multi-disciplinary team of contractors, outsourcing partners, staff and consultants to

relocate over 160 UNIX and Intel servers and two mainframe systems along with storage and

network equipment over a period of one year.

• Accountable for business continuity, risk mitigation and communication to the executive team and

internal audit at Canadian Pacific

• Managed a budget of $1.7 million. Actual results have yielded to actual or below budgeted

amounts.

• Successfully implemented the project without any service interruptions to the business within

timelines and allocated budget.

Senior Project Manager, Peoplesoft CRM Sales Force Automation 2003 – 2004

• Implemented a Sales Force Automation solution using Peoplesoft to track leads, opportunities,

contracts and manage the pipeline for Marketing and Sales.

• Accountable to project steering committee for producing project statement, project governance,

application development, quality assurance and testing plan, budget and necessary controls such

as change orders, project plans and variance explanations to deliver within scope and timelines

• Responsible for identifying and implementing a new sales process using best practices including

execution of an effective change management plan.

• Accountability to ensure effective training of 300 mobile account managers and the implementation

of the product nationwide.

• Managed budget of $2.8 million. Actual results have yielded to actual or below budgeted amounts.

• Managed a team of 15 people including vendors, contractors and full time staff.

Project Manager, Internet Shipping Instructions 2002 – 2003

Project Manager, Train Scheduling and Trip Planning 1999 – 2002

Team Lead Train Operations 1995 – 1999

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