Summary
Overview
Work History
Education
Skills
Certification
Languages
Timeline
Generic

Carlo Figliomeni

Brampton,Canada

Summary

Seasoned Senior Technology and Business Transformation professional with 20 years of experience at IBM, transitioning to self-employment on a contract basis. Specializing in Business and IT Service Management, Service Transition, Project Management, Information Technology, Security (IAM), Privacy, ITSM/ITIL, CobiT, and Agile methodologies. Proven track record of delivering Business Values with a focus on Quality, Integrity, Availability, and Confidentiality across various industries such as Banking Services, Retail, Energy, Health Care Service, Manufacturing/Logistics, Transportation, Government, and the Public sector. Demonstrated success in providing value to both Business and IT Technology sectors with Earned Value Reporting expertise.

Overview

50
50
years of professional experience
1
1
Certification

Work History

Project Manager

IBM
  • Managed a variety of IT Projects (Agile, Full lifecycle) at IBM (Project manager for the consolidations of sites and systems.) and at different companies like Enbridge, Qatar Gas, Toronto Hydro, Hamilton Health Sciences, eHealth, CompuCom, Wisconsin Energies, National Grid, MTO and Metrolinx so on, where he has:
  • Managed Hardware (Cloud secure DB storage), Software migration, and upgrades mandates
  • Managed these Project Following SDLC and ITIL methodology that ranged from $3M to $25M.
  • Ensure applications take advantage of the distributed computing offered by the Cloud Delivery Model
  • Managed Contract evaluation and procurement required in conduction technical and commercial evaluation.
  • Defined the Business Change Management Role and the staff interrelationship within the Organization.
  • Researched and analyzed issues surrounding the processes and systems.
  • Conducted Gap Analysis to define current state, Gap to desired state based on Business needs.
  • Performed Operational Reviews/Transitions, provided recommendations to improve efficiency.
  • Performed the activity of the Transition Manager for Software and Application (SaaS) upgrade to production by following the SDLC and ITSM/ITIL methodology.
  • Worked on the Implementation of the Accessibility Canada Act Regulation at federal level.
  • Firsthand Management positions; Director of IT at Livingston Industries, Head of Sys Ops at Qatar Gas.
  • At Qatar gas worked with procurement to define requirement for customer selection and evaluated technical and commercial evaluation to award contract.
  • Account Manager for IBM Internal major clients and IT Operations area.
  • Working with Senior Management, created IT Strategies; Portfolio Management; and Project Governance (ITSM/ITIL Service Strategy).
  • Created Security and Privacy Policies and the associated Procedures (ITSM/ITIL Design)
  • Managed Communication, Education/Training, both the creation and transition, as required meeting Organizational Changes based on Project delivery, utilizing John T. Kotter and PROSCI (ADKAR) Methodologies.
  • Created ITSM/ITIL Service Delivery Management Processes for the ITSM/ITIL lifecycle (ITSM Service Transition and Service Operation).
  • Evaluated and documented Disaster Recovery Process/Business Continuity plans (ITSM Continuous Improvement)
  • Performed Business Analyst role in doing feasibility studies, for outsourcing services.
  • Conducted Technical and Commercial evaluations for 'Vendor of Choice' selection.
  • Conducted reviews with HR to hired staff to satisfy personnel needs.
  • Conducted both Senior and Staff Management presentation while working in a cross functional Team environment.
  • Aware of the Sarbanes-Oxley Principles for Regulatory and Compliance
  • Verified ITSM/ITIL Processes met the CobiT requirement for auditability.
  • Solicited and Negotiated Customer contracts via procurement.
  • Authored and published.
  • Change Management Process for Information Technology
  • Incident Management Process Guide for Information Technology

Project Manager – Service Delivery Manager PWC

NRC-National Research Council of Canada / Environmental and Climate Change Canada (ECCC)
01.2023 - Current
  • Manage all NRC Wi-Fi Business Request as follows.
  • Fulfillment from BRD creation to final in service and all the steps in between by using the tool BITS (Business Intake technical service).
  • Ensure BITS tool is current with progress phases and information.
  • Represent IT to the client (NRC) and the client to (IT).
  • Ensure IT provides costing on implementation needs.
  • Obtain approval on costing via a fund transfer from NRC.
  • Provide weekly management status summary on all Business Requests.
  • Ensure all artifacts, are in a secure location, and available for company audits.
  • Work with finance to ensure expenditure is align to the Fiscal Yearend.
  • Schedule meeting as required and attend as needed.
  • Project manage ad hoc request for new software or service.
  • Ensure Service anomalies are recovered and remediated.
  • Manage ECCC Wi-Fi Business Request and Special Project
  • Fulfillment from BRD creation to final in service and all the steps in between by using the tool BITS (Business Intake technical service).
  • Manage the project to setup an enclave connected to an onsite backup also transfer data to an offsite backup environment.
  • Detail Professional Achievements by Engagement

Project Manager

KYNDYL
04.2022 - 09.2022
  • Project manager to provide guidance and manage the milestones required to conduct transition and transformation milestones for Selected accounts (5 in total).
  • Key objective is to reduce system internal noise and manual handling in the service delivery by improving delivery of service and value for customers.
  • Responsibilities
  • Review Sprint planning framework on how to project manage accounts transformation.
  • Project control using Agile, Kyndryl, BlueSight Tool.
  • Manage Kanban Methodology for Agile quads setup along with daily stand-up meeting and cards layout for each account.
  • Work with Squads Lead to transition milestone cards into account groups.
  • Conduct work in an Agile environment.
  • Create the RAID log and Lesson Learned.
  • Manage the twenty-one transformational Milestones and regarding squad’s setup, free-up, automation, New Way or Working (NWOW), and learning journey.
  • Work with account to install automation tools to reduce noise and incident manual interaction, by upgrading cloud native tools, like Ansible, OpenShift, SAP integration, using playbooks.
  • Introduction of Site Reliability Engineers (RSE) for each account. And define process for onboarding SRE to account with management.
  • Provide consulting service as request in the Delivery side of the equation.
  • Work with each account team Delivery Project Executive in a team environment.
  • Compiled the plan to progress and exit criteria by account.
  • Work with Automating SRE to implementation automation to reduce notice and increase performance.
  • Take accounts through the Maturity Enablement Tool (MET) process to define current level and plan to move to Level 3.
  • Define engagement process and flow to transform smaller delivery account.
  • Define checklist to ensure accounts readiness to fly-solo and self-manage.
  • Consolidate milestones for wave three from 21 to 10 milestones.
  • Note: contract cut short by 5 months, due to Advance Delivery Program budget cuts

Project Manager

Shared Service Canada (SSC)
10.2021 - 03.2022
  • Project manager to develop Strategy/plan for the accessibility inclusion of persons with disability, per the regulations pertaining to the Accessibility Canada Act (ACA)
  • Responsibilities
  • Review the Accessibility Canada Act to define scope for SSC.
  • Identify stakeholders and decision-maker.
  • Define the governance, intake process, rules of engagement along with roles and responsibilities, in SSC for Accessibilities inclusion.
  • Initiated Milestone control in Clarity.
  • Create PM Control log and workbook.
  • Create weekly management status report.
  • Create artifacts as per PM methodology used.
  • Manage project to deliver the Accessibility Strategy and Accessibility plan along with the Master Accessibility plans of the Shared Service Canada to ensure disability inclusion.
  • Work with Change and Communication lead to setup Communication, Consultation, and Engagement session to identify barriers faced by Persons with Disability (PWD) as per Accessibility Canada Act regulations for inclusivity.
  • Provide input into the Accessibility plan.
  • Presented to senior management and stakeholders.

Project Manager, Release Manager, and Business Transformation Specialist

Metrolinx
04.2017 - 04.2020
  • Project managed the Governance associated with Release Management for a Real Time Scheduling Information (RTSI) Deliverable, which is a high-profile application.
  • Number of employees: 1000+
  • Responsibilities
  • Define the governance (using Agile), intake process, rules of engagement along with roles and responsibilities, testing via SDLC protocol, and created the Release Calendar
  • Ensure integration to other systems/services within the sphere of influence. (Jira)
  • Performed the of RTSI Release Manager and mentored the assigned full-time staff.
  • Benefit: Successfully managed four releases with no issues at all. Transitioned the process to Full Time Release Manager within Operation.
  • Researched and analyzed process and system issues and provided recommendations on how to improve processes, efficiency, and practices. Collaborated with clients to define business requirements by conducting discovery sessions, industry research, obtaining extensive stakeholder input through interviews, brainstorming sessions and formal requirement gathering sessions and various surveying techniques. Made recommendations and developed solutions to address business needs surrounding improving processes, efficiency, and practices.
  • Gathered information regarding solutions from a variety of sources, analyzed and synthesized the information and communicated findings to different audiences such as project team members and executives.
  • Applied a variety of project management techniques and best practices and promoted project management principles among the team and divisional sections.
  • Planned, coordinated, and conducted Joint Application Development/Design (JAD) sessions with business and IT representatives to ensure application design / Layers supported business requirements as well as iterative development and was technologically feasible. While using the Cloud model.
  • Worked with various project stakeholders such as Executives, Architects, Subject Matter Experts, and Developers to identify, analyze, define, and document business requirements, use cases, business and system models and context diagrams, adhering to the SDLC.
  • Project managed the Mobile-Eco2 Project which introduces to the Go Bus the Mobile VHM (Vehicle Health Maintenance) and Mobile efficiency (Driver behaviors on bus operation)
  • Managed the Installation of the third-party software (Vendor from UK) on all buses to ensure compliance to Cloud model.
  • Define security and legal parameters in data collection and transmission.
  • Conduct pilot to address bus diversity and functionality.
  • Benefits: Project placed on Hold as genuine issue with Security regarding Privacy implication.
  • Project managed the Union Pearson Express Electronic Ticket System for e-ticketing system.
  • Define security and legal parameters in defining Terms and conditions.
  • Validated third party COTS.
  • Validate testing for the Business Requirements associated Web Platform, iOS, Android, Apple Wallet; Maps and Schedules, Usage Earned value Reporting, Handheld Devices, Data Dumps for analytical purpose and Earned value earned value Reporting.
  • Benefits: Project completed 4 months later due to Business changes and integration to social media and Android and iOS.
  • Project managed the Revenue Accounting Management System (RAMS)
  • Completed Business, Functional, and non-Functional requirements.
  • Initiate solution activity on COTS Salesforce/Cloud native product selection for replacement of existing home-grown service.
  • Ensure Architectural and Security approval in place. Conduct approval per project phase, Engage communication staff.
  • Plan out Business Demos, UAT Testing, Transition to production.
  • Project managed the Open API / Cloud Service
  • Key management (Requesting, generating, administration)
  • Request management (intake process for requests and fulfillment)
  • Data Governance pertaining to the Open Connect Gateway.
  • Transition of GO API to OPEN API
  • Migrated service to Operation and installed French version of service.
  • Creating the Earned value Reporting forecast
  • Managed multiple Capital Projects (construction refits)
  • Reviewing Engineering solution and providing I&IT equipment and resource requirements to complete work.
  • Creating charter for each project to transfer funding as required.
  • Introduced Enterprise Enhancement Release Management
  • Define Incident and Asset management process and governance.
  • Engage Release Manager to define release scheduled content and do-ability.
  • Engage Business Analyst to take ownership of Workload backlog and do business communication and function as single point of contact.
  • Prepare Stakeholder’s reviews, Risk, Issue and Decision log.
  • Managed Station Ambassador (SA) Transformation Project
  • Transitioned Mobiles Phones via a Shared Services to SA
  • Conducted SDLC activity for Concierge service via application analysis, to capsule the seven application layers.
  • Introduced 182 smartphones Samsung Android Note 10. In addition, replace 62 Motorola flip phones with the Samsung Android Note 10 smartphones.
  • Created specific smartphone image to ensure easy and fast usage by Station Ambassadors.
  • Phase 2 - Review business requirement and conduct analysis to arrive at timeline and business case creation to build a customized application for the Station Ambassador for productivity and ease of use.
  • Manage the Digital signage service improvement.
  • Updated the existing Bus and train signage to a Black background.
  • Prepare new station with screens and message integration to new standard.
  • Manage the Legal Client Litigation Service (LCLM)
  • Define Governance
  • Define security classification and controls.
  • Improve the client litigation process with the new service as per the stated requirement.
  • Manage the HR CRM Improvement project.
  • Improvements are doe via Agile process and managed as part of the enterprise Release process.

Change Manager and Business Transformation Specialist

CIBC/Bell Canada
01.2016 - 08.2016
  • Enterprise Call Center Ops (ECCO) Project
  • Change Manager for the following SDLC Environments.
  • Development
  • System Integration Testing
  • User Acceptance Testing
  • Performance Acceptance Testing
  • Day 2 Production
  • Responsibilities
  • Reviewed current setup, researched, and analyzed CIBC process and system issues and provided recommendations to senior management on how to improve processes, efficiency, and practices, by using Agile sprint and backlog analysis).
  • Gathered information from a variety of sources such as stakeholders and clients, Gap process to bring to Adaptive.
  • Implemented approved recommendations and made sure that the solution is sustainable.
  • Managed the day-to-day Change Process to facilitate quality service (Maximo) and utilized best practices throughout all phases of the project.
  • Developed and delivered briefings and presentations to stakeholder groups and facilitated workshops, discussion groups and integrated project team meetings.

Senior PM and Business Transformation Specialist

Bruce Power
10.2015 - 12.2015
  • UCS Telephone System Rollout plan
  • Responsibilities
  • Manage the Telephone Transition at Bruce Power for distinct types of phones modes.
  • Define Project plan for phone transition (VoIP, TDM, ANALOG), NICE and AVOTUS application setup.
  • Researched and analyzed process and systems issues, provided recommendation on other process interface (Incident and Assets) with Change Management.
  • Define Strategy and Schedule for Nortel to Cisco phones replacement.
  • Overseeing 2 Business analysts.
  • Created Master Schedule, Master Project plan, Risks, Issues, Action, and Decision (RAID) logs.
  • Define Processes changes required to accommodate swap.
  • Defined plan to address any missed phases as part of the clean-up scenario.
  • Create support structure during and after transition.
  • Prepare Communication strategy.
  • Defined scope of work including effort estimates, developed, and reported on work plans and coordinated tasks across the team and at the divisional level. Oversight included variance Earned value Reporting and risk and issue identification.
  • Conducted knowledge transfer to identified resources on an on-going basis and documented procedures for assigned tasks. Setup Education and Training plans
  • Work with Bruce Power and Bell to define the logistic of phones shipping, storing, and distribution to each Centre of Site buildings within Bruce Power.
  • Prepare MS Project Plan to convert to Clarity.

ITIL Consultant and Business Transformation Specialist

George Brown College
09.2015 - 10.2015
  • Responsibilities
  • Analyze the current Service Desk and Incident process and provide Gaps and Recommendations for improvements to bring these services to Industry Standards and ITSM/ITIL compliance.
  • Conducted discovery sessions and industry research to develop solutions layers and solution manager to address the identified business needs.
  • Analyzed incident process and ticket analysis on the Buchanan C12 ticketing system, worked with internal and external stakeholder to gather information.
  • Create the Analysis report with details.
  • Advised staff/employees on organizational change activities including structure, process, roles and responsibilities, resourcing change.
  • Assist Director of Client Service with key Short-term recommendations
  • Provided framework on ITSM and key process (Incident, Problem and Change) templates for future use.
  • Retained on RETAINER to provide consultation on GBC ITSM Journey.

Senior Project Manager and Business Transformation Specialist

SATH – Exelon, Baltimore MD
01.2015 - 02.2015
  • NERC CIP V5 – Electronic Security Perimeter – (ESP)
  • Exelon Corporation (Nasdaq: EXC) is a Fortune 100 energy company with the largest number of electricity and natural gas customers in the U.S. Exelon is one of the largest competitive U.S. power generators. The company’s Constellation business unit provides energy products and services to approximately two million residential, public sector and business customers, including three fourths of the Fortune 100.
  • Number of employees: 1000+
  • Responsibilities
  • Managed, the full PMLC lifecycle, of the NERC CIP V5 - 5 Electronic Security Perimeter (ESP) Project valued at $3.5M, as seen by the following deliverables.
  • Created the NERC CIP V5 – 5 Electronic Security Perimeter Project Plan using the Gantt chart for the PMLC lifecycle (Initiation, Planning, Design, Build, Test, Transition and Closure) and adhere to company governance mandate.
  • Created the charter, scope, change Management plan, communication plan, and procurement plan, utilized different project management techniques and best practices throughout all phases of the project, adapting to changes in priorities, available resources, project personnel and other contingencies Using Clarity as the main tool.
  • Created the Senior Management presentation on Budget status of actual versus plan and identified the forecasts.
  • Created the ESP Project Kick-Off Presentation
  • Base lined the current ESP requirements to understand the NERC CIP V3 implementation scenarios currently in place.
  • Took on the Lead BA roles in verifying requirements.
  • Created (following Agile process) the External Routable Connectivity (ERC) Position paper (The Electronic Security Perimeter (ESP) is to protect the Bulk Electrical System (BES) based on the identified/classification of the Cyber Asset in the electrical environment. This looks at what are the External Routable Connectivity (ERC) and their required Electronic Access Points (EAP) (Firewalls)). These processes integrated with the Identity Access Management (IAM) process delivered.
  • Identified the required Hardware and Software required along with the appropriate budget costs for the Firewalls (Cisco and Checkpoint) and the required Intermediate Devices being a Jump Box (Crossbow)
  • Worked with the group to define required ITSM/ITIL processes (Asset and Configuration) and procedures to manage new hardware.
  • Worked with other groups to elicit the classifications assigned for the Cyber Assets and derive the required Electronic Security Perimeters required for an electronic phase and work with physical security to define their needs.
  • Evaluate the ITSM/ITIL Level 3 requirements (Problem, SLA, Release, Asset and Configuration) of the project.
  • Participated in a 3-day NERC CIP V5 Boot Camp provided by EnergySec; - certificate available.

Senior Project Manager and Business Transformation Specialist

Hamilton Health Sciences, Hamilton Ontario Canada
09.2014 - 01.2015
  • Light Year Network Refresh
  • Hamilton Health Sciences is the largest employer in the Greater Hamilton region. Managed the company total CISCO Network Refresh project valued at $4.5M, adhering to Agile, PMLC protocols, as seen by the following deliverables.
  • Number of employees: 1000+
  • Responsibilities
  • Created the project plan with team, using the Gantt chart for the PMLC lifecycle (Initiation, Planning, Execution, Control and Closure).
  • Created the Project Charter, Scope, Stakeholder Review plan, Communication plan and Procurement plan.
  • Worked with procurement to define requirements, with 4 BAs, for attainment of Hardware and Software for the data center move to new location.
  • Conducted analysis of business requirements to develop and define a list of critical success factors and offered strategic recommendations.
  • Presented to Senior Management the Budget status of actual versus plan and identified the forecasts from a resource and timeline perspective.
  • Managed the transformation of the CISCO Network Upgrade of CISCO devices for Cores, Access-layer Switches and Wireless APs and Appliances
  • Reviewed the ITSM/ITIL and SAP Integration, Processes (Incident, Assets, Configuration and SLA) modified based on new project requirements.
  • Migrated from CISCO Security NAC to the new Security service ISE (Identity Services Engine)
  • Validated the working of VOIP as part of the transition.
  • Introduced the new Security service of Cyber Treat Defense (CTD) (Lancope)
  • Conducted daily technical team meeting to maintain the Milestones and Deliverables schedule.
  • Created Decision, Risk and Issue logs as required and placed on EDRMS system (SharePoint).
  • Developed and presented interactive and thorough presentations to various clients, stakeholders, and executive managers to facilitate information gathering and discussions groups; Conducted Monthly Executive Presentation to stakeholders.
  • Applied a variety of project management techniques and best practices. Aided integrate MS Project with Clarity.

Senior Project Manager and Business Transformation Specialist

Shoppers Drug Mart
03.2014 - 09.2014
  • The goal of the project was to transition Shoppers Drug Mart Companywide Services, from XP to Win 7. Value attained by conducting the following major activities.
  • Number of employees: 1000+
  • Responsibilities
  • Created the Project Plan Based on CompuCom methodology/governance using the Gantt chart for the PMLC lifecycle (Initiation, Planning, Build, Execution, Transition and Closure).
  • Created and obtained approval on the Project Charter, Scope, Stakeholder Review plan, Communication plan and Procurement plan.
  • Presented to Senior Management the Budget status of actual versus plan and identified the forecasts from a resource and timeline perspective. In addition, identified all Risk and Issue at hand with clear ownership.
  • Collaborated with clients and technical teams to analyze issues involving the existing processes and systems of shoppers Drug Mart, and defined the requirements, made recommendations on improving processes, efficiencies, and practices.
  • Managed the transformation of the infrastructure, such as Active Directory; Configuration Tool (SCCM, and NOMAD), SAP, Print Consolidation. Also aligned with Identity Access Management (IAM) to co-operate with ITSM/ITIL processes.
  • Managed the validation and verification of the Applications compatibility for Window 7 rollout by following SaaS and SLDC protocol to comply to regulatory mandates.
  • Collaborated with Customer BA group for verifying requirements.
  • Created the new Images required to accommodate Win 7 for Stores and Corporate
  • Created Dashboard for Management Earned value Reporting to follow the EDRMS policies.
  • Conducted team meeting to maintain the Milestones and Deliverables on track.
  • Verified ITSM/ITIL Processes (Incident, Problem, Asset and Changes) in place for quality based on new WIN 7 Business needs and aligned with SAP for authorizations and approvals, especially in the Change and Service Request ITSM/ITIL Processes.

Operational Transition Lead and Business Transformation Specialist

Bridge Energy Group, National Grid (NG) Waltham MA
11.2012 - 03.2014
  • Transition Lead, Project Manager and ITSM/ITIL Consultant to Operationalize the Meter Upgrade Project and ensure that ITSM/ITIL Methodology was in line to the Business needs, via the setup of a Service Center. Action any ITSM/ITIL gaps found as part of the analysis:
  • Number of employees: 1000+
  • Responsibilities
  • Coordinated the program effort and resources for pilot operations and support for the Smart Meter Pilot by utilizing the Gantt chart to clearly manage the task required to accomplish the objective, via the agile protocol.
  • Followed the Bridge Project Methodology to manage and report on the actual vs planned cost/actions and identified all risk and issues.
  • Worked with National Grid to define end to end support procedure, sand governance, for the Pilot (Day 1 GO-Live) Technology (Smart Meter implementation, Billing, Technology Transition, Network Verification, Home Energy Management (HEM).
  • Worked with National Grid to define customer call handling and technology triage procedures for Incidents as it applies to Tier 1/2 support, defining workflows within NG between customer service and IT, and within various IT groups; -which include setting up SLA/OLA (Defining Critical IT perimeters and how they should be managed in case of service deviation.)
  • Worked with NG and vendors, via the procurement process, to define Tier two-thirds escalation procedures to involve vendors in problem resolution and aligned with Identity Access Management (IAM) along with SAP integration for authorization and approvals.
  • Researched and gathered information on emerging technologies and topics and analyzed and synthesized the information and made recommendations to various audiences such as Executives, Management, Architects, and technical teams.
  • Defined best practices for incident management, problem management, change management, release management, configuration management for the SaaS technologies and Legacy systems.
  • Coordinated with National Grid on and took the lead in creating the Service Transition document to support the Pilot Day 1 go live and adhered to their EDRMS policies.
  • Managed go-live planning and transition activities, verification and validate for go-live readiness by following the PROSCI ADKAR methodology.
  • Conducted Business and IT readiness assessments: process, procedures, tools, &training.
  • Provided post-implementation support especially for process and procedural items.
  • Set up a Service Center and staff it with Solution Specialist to manage Level 2 resolutions and interact with New Vendors (Simple Energy, CEIVA, Grid Maven and ITRON).
  • Participated in the New Vendor Training program (Simple Energy, CEIVA, Grid Maven and ITRON).
  • Interviewed and sourced the Service Delivery Manager to manage the daily activities associated with the Pilot.

Project Lead – ITSM Transition and Transformational

Exelon Energies Chicago
05.2012 - 08.2012
  • Number of employees: 1000+
  • Responsibilities
  • Managed transitional activities associated with ITSM/ITIL Processes and Service Delivery in merger of two companies to arrive at a brand-new company.
  • Created the Project Plan using, Exelon Methodology, the Gantt Chart for the PMLC lifecycle (Initiation, Planning, Design, Build, Test, Transition and Closure).
  • Created the Charter, Scope, communication plan, Stakeholder reviews, team meeting review to identify Risk and issues, and procurement plan.
  • Created the senior management presentation on Budget status of actual versus plan and identified the forecasts.
  • Analyzed business and technical requirements for the proposed transformation to develop and document requirements and design methods and standards including functional/business process development.
  • Developed various clients and senior stakeholders’ presentations, facilitated workshops and discussion groups, and managed communications to coordinate development training.
  • Managed the Transformational activities to ensure staff and business units are fully aware and productive day one of merger.
  • Defined the strategy for the overall project direction/framework.

Business ITSM/ITIL Consultant and Business Transformation Specialist

TD Securities
05.2011 - 11.2011
  • ITSM/ITIL Consultant to facilitate the introduction of Service Expectation Agreement between the Trading Business and IT, the value was the creation of four different formats for SLA with the TD Trading Business; The value is seen by the deliverables.
  • Number of employees: 1000+
  • Responsibilities
  • Defined the Service Level Management Strategy
  • Created Service Portfolio
  • Researched and gathered Service Level Requirements and associated targets to create the Service Level Agreement (SLA) and negotiate with signatory for approval, with focus on Critical IT perimeters for four key SLA which include currency traders.
  • Analyzed and developed business problems and critical success factors and offered strategic recommendations.
  • Supported business transformation and change management activities by leading functional and technical project stakeholders to develop and define business strategy and processes.
  • Focus on Treasury application in the transaction and auditability of Earned value Reporting controls.
  • Transitioned SLA in production.
  • Identified Key Performance Indicators (KPI).
  • Assisted in the setup of the management scoreboard.
  • Defined and create the Root Cause Analysis process.
  • Defined and create the metric gathering requirements and actions.
  • Managed the development and training schedule with stakeholder groups; Educated and trained the selected Service Level Manager.

Business Transformation Specialist and ITSM/ITIL Consultant

Wisconsin Energies (WE) Milwaukee WI
11.2010 - 05.2011
  • The goal of the project was to manage the Remedy upgrade, via PMLC, and brought the ITSM/ITIL Processes up to date including setting up SLAs and OLAs, the value was a successful transition and improved productivity and customer satisfactions, as seen by the following deliverables.
  • Number of employees: 1000+
  • Project Manager for the Remedy 6.3 to Remedy 7.6 ITSM/ITIL Transition activities, following the agile protocols, which include:
  • Applied a variety of project management techniques and best practices. Promoted project management principles among the team and divisional sections.
  • Analyzed and developed business problems and critical success factors and offered strategic recommendations.
  • Creation of Project Charter and Resource Requirements
  • Customization from Remedy 6.3 to Remedy 7.6 for IM, PM, KM, ChM, SLM, and Asset Management (worked on Beta Version 8)
  • Work with Procurement to solicit test environment and code.
  • Managed meeting, status reports and Earned value Reporting responsibilities.
  • Identified and transitioned in-house SaaS applications by following the SDLC and IAM Protocol to Remedy Cloud native product- based model.
  • Integrated ITSM/ITIL processes to SAP software to ensure authorization and approvals provided as required by specific ITSM processes.
  • Set up a BC/DR procedure for the new Remedy Environment
  • Crated a Service Level Agreement with Remedy Team and Process Owners
  • Created an Operation Level Agreement with Remedy Team and IT Infrastructure Support
  • Work with NERC CIP for Assets to include in the transition.
  • Facilitated business process improvement discussion groups and workshops to organize development training, developed and delivered presentations to various clients, stakeholders, and executive managers.
  • As a Business Change Manager, set up the required Education and Training content and container, and delivering it to the IT staff. Defined Communication Strategy and executing it to manage the cultural changes. Set up the Delivery Approval format and signoffs.

Business Transformation Specialist and ITSM/ITIL Consultant

Bank of Montreal North York Ontario
09.2010 - 10.2010
  • Responsibilities
  • Defined the Business Change Consultant role, and the associated characteristics (technical and personal).
  • Defined the process and integration of the Business Change Consultant within the Business Management and Planning area.
  • Defined processes for ‘End of Pilot/Proof of Concept’ to transition to Steady State.
  • Defined and create the requirement gathering process and associated templates.
  • Performed other duties as identified by the hiring Management.

Business Transformation Specialist and Change Manager

Hamilton Health Sciences (Network Upgrade) Hamilton Ontario
10.2008 - 07.2010
  • Project Manager, via PMLC, for HASP Network implementation/relocation, which includes Cisco Software (CSA, NAC, VRF, and IDS/IPS) to meet the company’s business needs for patient safety and service availability, as seen by the deliverables; The project values were $ 2.5 M.
  • Number of employees: 1000+
  • Responsibilities
  • Met and coordinated with clients and technical teams to research and analyze issues, provided recommendations on how to improve processes, efficiency, and practices.
  • Gathered information regarding solutions from a variety of sources, analyzed and synthesized the information and communicated findings to different audiences such as project team members and executives.
  • Supported business transformation and change management activities by leading functional and technical project stakeholders to develop and define business strategy and processes.
  • Conducted discovery sessions and industry research to develop solutions to address the identified business needs.
  • Project Manager for Citrix upgrade to 4.5 and Single Sign On for secure network access via Active directory. $ ¾ M
  • Reviewed processes and procedures to meet project needs, as defined within the Critical IT perimeters.
  • Managed Rehab data center relocation and site upgrade.
  • Managed the IT Perimeter Network relocation/upgrade project. $ ¾ M
  • Managed the VSS (Virtual Switch System; VOIP (Voice over IP) Project. $ ¾M
  • Prepared PowerPoint Presentation; briefing notes, Progress Reports; Program Timelines as required.

Business Transformation Specialist and ITSM/ITIL Consultant

eHealth
06.2008 - 07.2008
  • Responsibilities
  • Performed the Interim Incident/Problem/Change Manager daily activities.
  • Provided direction setting on Remedy 7 transition.
  • Re-evaluated the documented ITSM/ITIL processes documentation to meet ITSM/ITIL V3 mandate.
  • Re-evaluated the SLA currently in place.

Business Transformation Specialist and ITSM/ITIL/CobiT Consultant

Toronto Hydro
04.2007 - 06.2008
  • Number of employees: 1000+
  • Responsibilities
  • Created and develop the Incident Management / Service Request as per ITSM/ITIL/CobiT.
  • Created/ Conducted Education and training packages for IT and Business Units.
  • Created the Business Service Management (BSM) Charter and manage the BSM project.
  • ITSM/ITIL process (Incident (DS8), Problem (DS10) and Configuration (DS9))
  • Defined the requirements and researched and analyzed issues involving the processes and systems of Toronto Hydro. Made recommendations to improve processes, efficiencies, and practices.
  • Worked with various project stakeholders and clients such as Executives, Architects, Subject Matter Experts, and Developers to identify, analyze, define, and document business requirements and integration of tools...
  • Developed and presented interactive and thorough Power Point presentations to various clients, stakeholders, and executive managers to facilitate information gathering and discussions groups.
  • Remedy upgrade to Version 7
  • Transitioned processes and other functions to Remedy 7
  • Ensure SAP and Remedy integration for all management approvals in place.
  • Took on the Change Manager Role for day-to-day activities.
  • Setup the Change Advisory Board with clear roles and responsibilities.
  • Worked with the COBIT team to implement the COBIT AI6 ‘Manage Changes’ mandate.
  • Provided direction on PPMO and Architecture roles associated with the Change Management process.
  • Business evaluation on Remedy 7.0 direction for ITSM/ITIL processes.
  • Created and develop the ITSM/ITIL Change Management Process by following the COBIT governance.
  • Documented analysis and development of critical success factors and risk management for improved business processes.
  • Provided the education and training for all staff on the Change Management process.
  • With Customer, review, evaluate and select a Change Manager.
  • Provided mentoring and guidance to the selected Change Manager.
  • Participated in the ‘Maturity Assessment to ensure the Change Management process is at a level 3 maturity.
  • Created the Incident Management Process and the Problem Management Process and transition to production.

Change Manager and Project Manager

Ministry of Government Services Toronto Ontario
10.2006 - 04.2007
  • Responsibilities
  • Release Management - Service Activator Manager for the Enterprise E-Mail Service.
  • Created and implemented Activation Checklists and ensured that Activation Readiness is in place associated with the System Management functions.
  • Managed the Service Management activities.
  • Integrated Service Management Activities into the overall project plan.
  • Chair the Service Management Working Groups meeting for activation readiness. This includes Service Desk, Service Order Desk, Incident and Problem Management, Service Level Management, and the Cluster representatives.
  • Documented status, actions and escalation as required.
  • Created process presentations associated with Freedom of Information (FOI), Record and Address transfer, and Investigations.
  • Released Management - Business Analyst/ITSM/ITIL role to review, Trusted Enterprise Management (TEM) Application (associated with Account Management Process (AMP))
  • Gap Current State and Map Desired state
  • Created business case for additional staff requirements based on Desired State.
  • Conducted workshops with Authorized Business Administrators (ABA) for desired state action planning.
  • Managed tasks and communication with end users and management on Desired State.
  • Ensured smooth transition to desired state (Active Directory)

Project Manager / Business Analyst /ITSM/ITIL Consultant

Merrill Lynch Trading (New Jersey) Pennington NJ
07.2006 - 10.2006
  • Project Management/Business Analyst/ITSM/ITIL role to review, gap and map current Incident and Problem Process.
  • Documented business requirements on needs and wants, with key stakeholders and provided to IT as needed.
  • Create desired state to ensure Incident and Problem is in line with ITSM/ITIL and industry acceptable practices.
  • Socialize with Management and affected parties to gather approvals and
  • Define implementation/relocation activities required to fulfill business needs.

Business Analyst and ITSM/ITIL Consultant

Enbridge Gas Distribution Canada North York Ontario
01.2006 - 06.2006

Project Manager / Business Analyst and ITSM/ITIL Consultant

Smart System for Health Agency – Ministry of Health Toronto Ontario
02.2004 - 11.2005

Project Manager / Business Analyst and ITSM/ITIL Consultant

TOYOTA Canada (Automaker) Scarborough Ontario
09.2002 - 03.2003

Business Analyst and ITSM/ITIL Consultant

AGF Canada - Insurance Toronto Ontario
07.2002 - 07.2002

Project Manager / Business Analyst and ITSM/ITIL Consultant

WSIB (Workplace Safety and Insurance Board) Toronto Ontario
04.2002 - 07.2002

ITSM/ITIL Consultant and Transition Manager

HP - Banking Toronto Ontario
10.2001 - 03.2002

Project Manager / Business Analyst and ITSM/ITIL Consultant

WSIB (Workplace Safety and Insurance Board) Toronto Ontario
01.2001 - 07.2001

Senior Manager/Director/Project Manager/-BA and ITSM/ITIL Consultant

IBM
01.1998 - 12.2000
  • ON RETAINER with IBM

Senior Manager/Project Manager/BA and ITSM/ITIL Consultant

Qatar Gas (State of Qatar) Head of System Operations
06.1997 - 12.1997

Project Manager / Business Analyst and ITSM/ITIL Consultant

Molson Brewery
09.1996 - 06.1997

Advisory Systems Manager / (Project Manager and Consulting

IBM Canada
06.1975 - 02.1996
  • Full Time Work
  • Advisory Systems Manager / (Project Manager and Consulting (1989-1996)
  • Staff Systems Analyst (1986-1989)
  • Systems Analyst (1983-1986)
  • Systems Implementation (1981-1983)
  • Operational Functions (1975-1981)

Education

Bachelor of Business Management -

Ryerson University
01.1991

Diploma - Business Administration - Major in Computing & Minor in Marketing

Ryerson University
01.1975

Skills

  • MVS (IMS, CICS, DB2), VM, AIX, EDI, UNIX, Networks (Including sever setup/Tivoli); TCP/IP; MS OFFICE; VISIO, MS Projects; HP OpenView/Automation; VPN; CITRIX; Lotus Notes ; B2B Concepts; High Availability Internet infrastructure; Heat, Info/Man, Remedy, Tivoli; Clarity; SAP, Vantive (CRM); HP/Peregrine; BroadVision; iPlanet; MQ series; Radio Frequencies; Bar Codes; Servers and Wireless technologies; Goldmine; Great Plains; SharePoint;; Maximo; Jira; Problem Analysis; Root Cause Analysis; Telephony Apps(IPCC, Avotus, Genesis, Verint); SRT; IT Process re-engineering along with associated template to manage service impacts, ensuring ITSM/ITIL standards are adhered ISO, CMMI, COBIT, BCP, IPT (Internet Protocol Telephony)
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Certification

  • ITIL V3 Foundation certificate (2012-01)
  • ITIL V2 Foundation certificate (2001)
  • IBM Certification on Systems and Network Methodologies
  • NERC CIP V5 Boot Camp Certificate
  • Cybersecurity awareness training in October 2019
  • Privacy training certificate
  • Data and Privacy
  • Clarity Getting started certification.
  • BMC AIOps: The Power of Observability Data, Service Models and Prediction

Languages

English
Italian

Timeline

Project Manager – Service Delivery Manager PWC

NRC-National Research Council of Canada / Environmental and Climate Change Canada (ECCC)
01.2023 - Current

Project Manager

KYNDYL
04.2022 - 09.2022

Project Manager

Shared Service Canada (SSC)
10.2021 - 03.2022

Project Manager, Release Manager, and Business Transformation Specialist

Metrolinx
04.2017 - 04.2020

Change Manager and Business Transformation Specialist

CIBC/Bell Canada
01.2016 - 08.2016

Senior PM and Business Transformation Specialist

Bruce Power
10.2015 - 12.2015

ITIL Consultant and Business Transformation Specialist

George Brown College
09.2015 - 10.2015

Senior Project Manager and Business Transformation Specialist

SATH – Exelon, Baltimore MD
01.2015 - 02.2015

Senior Project Manager and Business Transformation Specialist

Hamilton Health Sciences, Hamilton Ontario Canada
09.2014 - 01.2015

Senior Project Manager and Business Transformation Specialist

Shoppers Drug Mart
03.2014 - 09.2014

Operational Transition Lead and Business Transformation Specialist

Bridge Energy Group, National Grid (NG) Waltham MA
11.2012 - 03.2014

Project Lead – ITSM Transition and Transformational

Exelon Energies Chicago
05.2012 - 08.2012

Business ITSM/ITIL Consultant and Business Transformation Specialist

TD Securities
05.2011 - 11.2011

Business Transformation Specialist and ITSM/ITIL Consultant

Wisconsin Energies (WE) Milwaukee WI
11.2010 - 05.2011

Business Transformation Specialist and ITSM/ITIL Consultant

Bank of Montreal North York Ontario
09.2010 - 10.2010

Business Transformation Specialist and Change Manager

Hamilton Health Sciences (Network Upgrade) Hamilton Ontario
10.2008 - 07.2010

Business Transformation Specialist and ITSM/ITIL Consultant

eHealth
06.2008 - 07.2008

Business Transformation Specialist and ITSM/ITIL/CobiT Consultant

Toronto Hydro
04.2007 - 06.2008

Change Manager and Project Manager

Ministry of Government Services Toronto Ontario
10.2006 - 04.2007

Project Manager / Business Analyst /ITSM/ITIL Consultant

Merrill Lynch Trading (New Jersey) Pennington NJ
07.2006 - 10.2006

Business Analyst and ITSM/ITIL Consultant

Enbridge Gas Distribution Canada North York Ontario
01.2006 - 06.2006

Project Manager / Business Analyst and ITSM/ITIL Consultant

Smart System for Health Agency – Ministry of Health Toronto Ontario
02.2004 - 11.2005

Project Manager / Business Analyst and ITSM/ITIL Consultant

TOYOTA Canada (Automaker) Scarborough Ontario
09.2002 - 03.2003

Business Analyst and ITSM/ITIL Consultant

AGF Canada - Insurance Toronto Ontario
07.2002 - 07.2002

Project Manager / Business Analyst and ITSM/ITIL Consultant

WSIB (Workplace Safety and Insurance Board) Toronto Ontario
04.2002 - 07.2002

ITSM/ITIL Consultant and Transition Manager

HP - Banking Toronto Ontario
10.2001 - 03.2002

Project Manager / Business Analyst and ITSM/ITIL Consultant

WSIB (Workplace Safety and Insurance Board) Toronto Ontario
01.2001 - 07.2001

Senior Manager/Director/Project Manager/-BA and ITSM/ITIL Consultant

IBM
01.1998 - 12.2000

Senior Manager/Project Manager/BA and ITSM/ITIL Consultant

Qatar Gas (State of Qatar) Head of System Operations
06.1997 - 12.1997

Project Manager / Business Analyst and ITSM/ITIL Consultant

Molson Brewery
09.1996 - 06.1997

Advisory Systems Manager / (Project Manager and Consulting

IBM Canada
06.1975 - 02.1996

Project Manager

IBM

Diploma - Business Administration - Major in Computing & Minor in Marketing

Ryerson University

Bachelor of Business Management -

Ryerson University

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