Brian Singh

Led the Canadian technology team of 12 to 25, collaboratively working with teams across the globe.

• Full accountability for End to End Technology function including data, Insights, Reporting, Help desk and CRM.
• Initiated enterprise digitalization initiative to transition data assets to a cloud-based data warehouse, implementing master data management and a modern reporting platform.
• Modernized the CRM to ensure Salesforce is enabled with the latest tools.
• Led an S4 Hana upgrade by managing an enterprise systems vendor closely.
• Led an agile transformation that moved from Waterfall project management.
• Established IT governance function to inform stakeholders of technology challenges, risks, and issues, fostering collaboration with non-technical users.

• Led technology due diligence to support client's acquisition decision.
• Evaluated cyber risk and established disaster recovery protocols, safeguarding operational and financial data.

• Led a team of 14-18 Delivery Leads who executed Agile delivery on a Java Based Enterprise Pharmacy System that is in 1000+ Pharmacies across Canada.
• Managed Program Budget of 40 + M and application generates more revenues in excess of 3.0 B CDN annually.
• Key Initiatives led:
• Leading an agile transformation from strictly waterfall-based delivery to a pure agile approach.
• Rebuild of the application from an older client server-based architecture to a cloud native app, including a new orchestrated messaging platform which gives reusability across multiple E-health landscapes.
• Converted all Loblaw pharmacies from vendor-based system to Shoppers Drug Mart system, impacting approximately 400 properties.
• Developed and rolled out innovations like assisted data entry and e-prescription models to enhance pharmacy operations.
• Led implementation of software builds into over 1200 stores nationally, ensuring timely delivery and integration.
• Assisted with the Covid vaccine distribution system development that led to more than a million Canadians being vaccinated in early 2021.

• Led the end to end development and maintenance of an application suite to support both a national network of mental health and addictions clinics but also a substantial B2B counselling division.
• Implemented a DevOps approach to supporting a national presence with our standard application stack.
• Oversaw systems portfolio to enable support for 12 to 15 products.
• Implemented agile software development process with a repository of user stories to effectively manage backlog of feature requests.
• Implemented road mapping methodology.
• First delivery project was for digital medical record, allowing national centers to go 90% paperless.
• Served as a key leader in implementing an information management strategy.
• Utilized a blend of old technologies (AS400 / iSeries) and new technologies (full stack Angular and Node.js).
• Planned the technology footprint to support an 80-bed treatment facility being built in British Columbia.

• Served as the technical leader of a team responsible for the development and implementation of several provincial healthcare solutions including the Wait Times Information System, the Ontario Renal Reporting System, ECTAS and Iport Access.
• Both are deployed in more than 120 provincial hospitals and independent healthcare facilities.
• Filled the role of Product Director for several versions of the Wait Times Information System.
• Data set has grown from basic surgical data to also tracking Wait 1, all of the Alternate Level of Care Continuum and MRI Efficiency indicators.
• Oversaw data management initiatives, ensuring alignment with CCO's goal of establishing an evidence-based organization.
• This included common data models, data quality and proper data stewardship.
• Staff responsibilities (Direct reports) started at 6 and grew to 31 at peak.
• Project Teams ranged from 8 to 45 people.
• Led the development of a product development methodology that focused on not just new features but also service enhancement changes and the reduction of technical debt.
• Led modernization efforts for long-standing health system products, enhancing their relevance and functionality.
• Projects ranged in size from 600 K to 12.2 M CDN.
• Team sizes ranged from 8 to 45 on various projects.
• Cradle to the grave product management including infrastructure and successful deployment into very complex healthcare environments.
• Worked with procurement to source several enterprise wide Vendor of Record agreements.
• These included a development service one for both .NET, SharePoint and Cloud Services.
• Technology partners include Ehealth Ontario, Corhealth and The Ministry of Health.
• Business Intelligence Responsibilities include the evolution and maintenance of a BI platform built on the Microstrategy stack.
• This product is used in more than 100 facilities.
• Oversaw CCO's SaaS product catalogue, maintaining compliance and suitability for business use.
• Product catalog was of more than 20 products.
• Oversaw vendor management, including selection, negotiation, and administration of multiple tier one vendors for various engagements.
• Throughout the process, have always followed Ontario Public Service guidelines.
• Established service models that integrated DevOps practices with outsourced tier 1 support, enabling 24/7 operations for critical ER applications.
• This was for a critical ER application on the cloud.

• Worked for a year with a planning team to assess the viability and future direction of several products and services.
• Criteria to assess followed a balanced scorecard approach with business value being the key driver.
• During tenure with BCE, there were many assessments on viability of various programs with an eye on the company's potential sale to a large pension plan.
• Full analysis of risks and opportunities to various product offerings at Bell Canada.
• With a mandate to improve average revenue per user.
• Helped set key performance indicators for these product groupings.
• Bundling strategies led to growth rate of approx.. 1.5%.

• Reporting to the CTO, led the product development team on the successful deployment of more than 30 open source applications into the marketplace.
• During tenure at Hostopia, the company won several industry growth awards including Profit Magazine's award for fastest growing start-up and Ernst and Young's entrepreneur of the year for the company CEO.
• Oversaw full product life cycle for customer-facing applications, ensuring alignment with user needs and market trends.
• Developed key products including a website builder mimicking PowerPoint functionality, a revamped email platform supporting over a million accounts, and a search engine optimization tool.

• Reporting to the Director, Customer Services for Bell Canada led software delivery on several portfolios of projects to deliver value to Ontario's largest telecommunications company.
• Managed diverse projects, from small data management initiatives to large-scale enterprise Java and Oracle implementations, ensuring alignment with business objectives.
• Led BCE consolidated billing platform project, integrating billing information for multiple Bell companies into a centralized system.
• Centralized billing information for multiple Bell companies into one system.
• Project took more than two years and had a budget of 25.0 M CDN with 9.0 M CDN allocated to the middleware portion.
• Another 5.0 M CDN was allocated to the internet gateway.
• Developed call center applications, including a recommendation tool that empowered reps to bundle additional services based on customer input.