ALFONSO TRUJILLO

Voluntary career hiatus to engage in a professional development sabbatical dedicated to pursuing MBA studies to enhance leadership aptitude and professional competencies.

• Completing the Level 7 Graduate Diploma in Strategic Management and Leadership as part of the MBA (Strategy) program.
• Expected completion Q4-2023

Provided consulting services to this provincial health organization, supporting a significant transformation of the health system in Manitoba involving business, process, and organizational changes

• Managed a team with four members, including one Project Manager, one Business Architect and two Business Analysts, managing a portfolio of four programs with seven projects and a budget of $1,500,000
• Applied ADKAR, ECM, Lean, DMAIC, and other methodologies to support and implement change
• Directed the reorganizational design of the Health Workforce business unit
• Identified value streams, strengths, weaknesses, and service improvements
• Presented to Senior Leadership (including Deputy Minister, CEOs, and CMO) reorganization proposals, including reallocating departmental functions, staff, and accountabilities
• Advised Senior Leadership (including Assistant Deputy Minister and Executive Directors) on strategy development in alignment with Provincial policies and governance guidelines
• Collaborated with Senior Leadership (including Deputy Minister, CEOs, and CMO) on the Provincial Medical Leadership model, defining business rules, accountabilities, and responsibilities of the distinct Physician roles at the Provincial, Regional and Site levels
• Led the review and analysis to overhaul the Physicians’ recruitment and contracting processes, defining strategies, accountabilities, responsibilities, and workflow
• Facilitated the definition of the Provincial Health Human Resources Plan, collaborating across multiple business units delineating contents, framework, and approach for the annual strategic planning cycle of human resources across all health sectors.

Executed multiple business improvement and transformation projects involving strategy implementation, Organizational Change Management and Program Management for clients of this management consulting company

• Managed teams of up to 15 members and budgets of up to $300,000
• Headed business process improvement and organizational change initiatives, Target Operating Model definition, mapped process flows, analyzed gaps, assessed readiness, reviewed training needs, and suggested communication plans for multiple clients in diverse industry sectors
• Spearheaded the Strategic Plan for Change Management services at the Enterprise level in five countries
• Leveraged a combination of methodologies and frameworks (ADKAR, ECM, Kotter, McKinsey, BCG, Diamond, Kaizen, Lean, Six Sigma, DMAIC, Waterfall, Agile, and others), creating strategies and plans to implement business and process change at the organizational and people levels
• Coached Executives in Change Management and Program Management best practices supporting strategic corporate initiatives
• Composed business cases, frameworks, methodologies, roadmaps, strategies, plans, and templates to support the Strategy Implementation, Change Management and Program Management services for multiple transformation initiatives
• Supported the Sales staff in responding to RFP and preparing bids covering Change Management services
• Prepared the Communications and Change Management plans to reduce resistance and promote the adoption of a new digital learning platform with over 3,500 users and 125 office locations
• Authored Readiness Assessment and presented results and recommendations to the Senior Leadership Team for ERP implementation
• Authored draft of business and people-side Change Management Strategy and Change Management plan for ERP upgrade
• Authored the cultural and people-side Change Management Strategy and Change Management plan to consolidate four separate offices into one location involving over 500 staff members.

Provided consulting services to this start-up company for the re-launch of their web services serving businesses in the Latin language communities with a sensibility to cultural differences

• Supervised a team with five members, including four Project Managers and a Business Analyst, managing a program with four concurrent projects and a budget of $250,000
• Wrote the 3-year Strategic Business Plan, including roadmap, business case, risks assessment, program plan, communications plan, Change Management plan, and success metrics
• Evaluated organizational structures and assessed the current Operating Model, identifying workload, duplicated functions, and redundant processes
• Coached Executives and front-line Managers in Change Management and Program Management best practices
• Applied ADKAR and DMAIC to execute the cultural and people-side Change Management, assessing skills and implementing training
• Managed relationships and expectations of stakeholders and negotiations with vendors.

Provided consulting services to this insurance company, supporting the Discovery phase of a data governance program with seven simultaneous projects and multiple streams affecting all lines of business (insurance, investments, financial advice, and asset management)

• Managed a team with four members, including one Project Manager and three Business Analysts, with a budget of $1,500,000
• Collaborated with the Director to create the Program’s strategy, roadmap, and metrics
• Developed the Stakeholder Management strategy to drive the initiatives’ engagement, awareness, and preparedness
• Created project proposals and financial modelling outlining feasibility, change impact, benefits, metrics, high-level process mapping, and description of current as-is and future to-be states
• Applied an ADKAR-based methodology to facilitate the process and people-side change management
• Assessed business readiness, promoted adoption, managed change sponsors, and guided implementation
• Prepared and presented project proposals and financial modelling summaries to VPs, Directors, and Steering Committees.

Managed consulting and outsourcing operations for this professional services provider, serving as the primary contact for the client in Canada, performing Portfolio Management with P&L responsibility for a portfolio with eight simultaneous professional services programs with an annual revenue budget of $60 million and cross-functional teams of more than 50 members working across Canada, the US, the UK, Belgium, the Netherlands, and France

• The portfolio included programs involving business, operational, technical, and administrative support initiatives
• Advised Human Resources and Operations Directors and Managers, guiding the execution of human capital management, including onboarding, retention, termination, and performance management
• Built and leveraged strong relationships with client Directors to negotiate budgets and provide strategic plans for human resources, Statements of Work, and Service Level Agreements
• Assisted the pre-sales process, working with the Account Director and Business Development Managers to win new professional services business
• Overhauled operational processes and cost structure for the onboarding and retention stages using Lean, Kaizen and DMAIC, increasing gross margin by 4.5%.

Provided consulting services to this supply chain distributor, directing a multiple-streams business transformation portfolio involving four programs with 18 projects and a budget of $70 million

• Managed a team with 12 members, including two Project Managers, five Operational Managers, 4 Business Analysts, and one Communications specialist
• Collaborated with the Senior Leadership Team (CFO, COO, VP of Finance, VP of Human Resources, and VP of IT) to formulate the Strategy and the Program Master plans
• Supported the business, process, and organizational change to restructure Finance and Operations using ADKAR, ECM, and McKinsey frameworks
• Analyzed organization impact and people-side change, developed strategic and communications plans, and coached Executives to promote adoption
• Coached operational Managers and workstream Leads, preparing for a successful transition to business-as-usual operations
• Wrote Capital Expenditure proposals (CapEx & OpEx financial models), including cost-benefit analysis, impact assessment, risk assessment, risk mitigation, and business case with budgets over $10 million, outlining forecasting, financial feasibility, benefits, metrics, and strategies involving Capital and Operations expenditures earning approval from CEO, CFO, COO and VPs
• Authored and presented project proposals, status reports and corrective actions plan to Steering Committee
• Defined and implemented a lifecycle framework for all workstreams in the program
• Managed relationships and negotiations with third-party vendors.

Provided consulting services on business improvement, Change Management, and Project Management to multiple clients, building strategies and competencies in transformation initiatives leveraging Lean, Six Sigma, Kaizen, ADKAR, ECM, DMAIC, Waterfall, and Agile methodologies and frameworks. Managed teams of up to 26 members and budgets of up to $260,000.

• Authored and presented Organizational Change Management plans for communication, training, resistance management and acceptance monitoring; headed meetings, communicating scope and status to staff.
• Coached client Executives and stakeholders in Change Management best practices, building a network of change sponsors, champions, and agents to promote change acceptance.
• Created multiple cost-benefit and business readiness analyses, roadmaps, business cases, process improvement plans, project plans, Change Management plans and capital expenditure proposals (CapEx & OpEx) with budgets exceeding $5 million.
• Conducted the Change Management, restructure, and implementation of a new Target Operating Model due to a Merger and Acquisition (M&A) for a kitchen cabinet manufacturer, including amalgamation, reorganization, and realignment of positions.
• Facilitated Executive teams (CFO, VPs, and Directors) in identifying process improvements and operational changes aligned with the business strategy for a commercial and construction equipment leasing company.
• Re-engineered operations processes for an office furniture manufacturer using flow analysis, eliminating redundant events and duplicated steps and reducing cost and response time.
  Directed re-engineering and improvement processes for a food distributor, mapping current processes end-to-end, identifying staff capable of absorbing tasks, automating activities, and reducing costs.

Established and directed the Project Management Office (PMO) for this software developing company, leading a portfolio with seven programs, managing a team of 20 members and an annual budget of $50,000,000.

• Chaired the Strategic Project Selection and Prioritization committee, reviewing business cases and proposed initiatives, defining the hierarchy of strategic priorities and alignment with the Business Strategic Plan.
• Held P&L responsibility for the portfolio with an annual revenue budget of $18 million and cross-functional teams of over 20 members working in Canada, the US, and Mexico.
• Formulated the 5-year PMO strategy roadmap defining project priorities, performance metrics and expected benefits.
• Mentored Executives in best practices, defining Key Performance Indicators (KPIs) and monitoring compliance and benefits realization.
• Applied DMAIC, Waterfall and Agile to produce schedules and track progress.
• Headed a data analytics and governance project with a budget of $6 million, creating partnerships with client VPs and Directors and creating global change strategy, communications, and training plans.