SONYA RATHEE

• Established initial design and development of Business Architecture Target Operating Model and underlying processes and information requirements
• Created Business Architecture Council, governance review process and KPIs to manage Business Architecture activity across Scotiabank
• Established approach and transitioned current Scotia Business Capability Model to Target state utilizing industry frameworks (BIAN / BIZBOK etc.)
• Designed Enterprise Delivery Framework (EDF) for management of end-to-end IT initiative delivery
• Defined gating criteria and sub-processes of Enterprise Architecture Governance (EAG) gate within EDF
• Established strategic metrics for Enterprise Architecture function overall and operational reporting specifically for EAG performance utilizing excel and then PowerBI
• Highlighted data and process gaps that preclude effective IT governance and performance management within the organization.

• Directed the start-up of Strategy and Analytics function within GTI (a team of nine employees)
• Created reporting and analytics to improve business governance, drive overall business strategy / accountability, and reduce costs within the business functions
• Evaluated over 2200 metrics to determine relevance and applicability to the business
• Deployed a project portfolio management / resource management tool across 1500+ employees
• Led and developed framework for first-ever analytics agile lab within GTI
• Evaluated current data, systems, and operational processes for improvement opportunities
• Designed intake / delivery framework and governance to develop and automate reports for various stakeholders
• Mentored and supported development of junior employees
• Led review of talent management process within GTI
• Conducted review of culture and gender representation within GTI leadership.

• Responsible for driving financial and operational processes of the consulting business in Canada
• Worked with sector and service line executives to highlight sales and revenue opportunities
• Ensured that executives met their performance obligations to the business and support them to achieve those results by serving as a trusted adviser
• Drove accountability and governance process for the organization – developed the accountability model, aligned the organization and business objectives with strategic / corporate requirements, identifying KPIs, targets and implemented forecasting / reporting process

• Managed development and implementation of the region's governance model through process re-engineering and analytics
• Developed and automated first-ever KPI scorecard to monitor the Americas Sales and Marketing Organization (Qlikview)
• Supported development of regional strategy through market and distribution channel (flow of goods) analysis of multiple products across geographies
• Established operational and financial quotas for the Americas sales team (Enterprise and Consumer segments)

• Freelance consulted with new startup in areas of finance / accounting and strategy. Drove post-merger integration activities of 10 newly acquired companies including system conversion, record to report and procure to pay processes
• Designed new compensation methodology across newly acquired Bell retail stores to improve sales performance
• Compiled and analyzed material in support of year-end audit

• Led client engagements with a focus on improvement initiatives within finance and operations functions across people, process and technology
• Managed, mentored, and coached junior employees on project engagements and participated in recruitment activities
• Oversaw RFP development and various sales growth activities
• Developed training manual to on-board new hires
• Managed project financials and client invoicing

Key Projects:

• Telecommunications: Held shadow role in the design of `To-be’ supply chain processes for order-to-cash and procurement-to-pay utilizing Oracle
• Energy & Resources: Stream lead for planning, budgeting and forecasting process. Documented current operating model and target operating model, including process, organization and technology in SAP
• Insurance: Project managed company-wide annual plan restatement and reporting process during post- implementation phase of a major reorganization - new underwriting operating model. Led design of a new management information organization for the insurance company
• Public Sector (Ontario Government - OPS):
  - Project managed the assessment of funding model for a shared services provider which included evaluation of activity based costing models and allocation methodology (in SAS). Further, developed a business change process and costing tool to manage change in this dynamic environment
  - Project managed baseline assessment of finance capabilities across the Ontario government. This involved comparing finance branches of 20+ Ministries and highlighting similarities and differences between each finance branch by process, organization, resource allocation and capabilities
• Manufacturing: Stream lead for development of accountability framework and cross-functional target setting process across the PLM (product lifecycle management) phases for a designer and manufacturer of innovative wireless solutions and products

Held various roles in IBM’s Personal Computing, Consulting and Outsourcing divisions. Built teams and organizations from the ‘ground up’ including the governance, organizational, financial and operational structure of a brand new division with IBM Canada.