Thomas DiPasquale
Toronto,Canada
Summary
Experienced management resource – Extensive business-centric skills in Program/Project Management, Business Transformation, PMO, Portfolio Governance, acquisition integration, and Business and Strategic Planning.
Overview
24
24
years of professional experience
1
1
Certification
Work History
Senior Migration Project Manager, Commercial Banking M&A
Royal Bank of Canada
01.2024 - 01.2024
- Reporting to the MPMO Director, major responsibilities and key achievements include:
- HSBC Merger and Acquisition: Client-facing role at the C-level, supporting HSBC Relationship Managers.
- Managed and primed the interface for 35 complex commercial clients to understand their current HSBC products and plan their migration to the RBC products.
- Secured agreements on Migration plans and addressed client concerns. Ensured clients understood the mapping between HSBC and RBC products.
- Managed the migration of the client to support their business operations at Legal Day One.
Senior Business Consultant, Wealth Business M&A
Bank of Montreal
01.2023 - 01.2023
- Reporting to the Wealth Business Managing Director, major responsibilities and key achievements include:
- Bank of the West Merger and Acquisition: Maternity backfill: Led the migration of Bank of the West Trust and Investment Wealth customers migration from the FIS platform to the BMO SEI platform.
- Worked with the Business, Technology and Operations organizations and the two vendors to plan and execute a two-phase migration.
- Coordinated Change Management, Training and communications. Managed the execution of the business Runbook.
- Provided weekly reporting to the Integration Management Office. Chaired steering committees and cross-functional project meetings.
- Business interface into a separate workstream migrating historical data from Bank of the West to BMO.
- Successfully delivered the Migration on the CD1 weekend with no business or client impacts.
Senior Program Manager, Payment Transformation, Acquisition Integration
Canadian Western Bank
01.2020 - 01.2023
- Reporting to the Product Management VP, major responsibilities and key achievements include:
- Program management/payment transformation: multi-phase portfolio to re-engineer the Bank’s payment product and meet Payments Canada Modernization and ISO 20022 requirements. Multi-year program covering EFT, Wires, Cross-border ACH and Interac Instant and a new Digital client-facing portal. Program budget $20M
- Enterprise-wide program impacting ten different banking systems, including deploying a new state-of-the-art Payment Hub and a new Clearer. Hybrid Agile/Waterfall delivery model.
- Directed vendor management across six different vendors, aligning SOWs and deliverables into an integrated plan. The program scope covered 15 Enterprise applications across 7 vendors and OCM changes to back-office and client-facing staff processes.
- Established an application tiering approach working with IT and business as a risk mitigation approach. Worked with the legacy vendor on a transition services agreement and a data migration approach, and a runbook.
- Developed two contingency plans to mitigate client impacts resulting from external vendor dependencies and an MVP option. Instituted a set of velocity-based testing metrics to drive QA resource requirements and as a forecasting tool.
- Chaired program reviews, vendor reviews and executive C-level steering committees. Provided regular status reporting to the Enterprise PMO.
Senior Project Manager, Consultant – Retail Product Development
Canadian Imperial Bank of Commerce
01.2020 - 01.2020
- Reporting to the Senior Director, major responsibilities and key achievements include:
- Project management/new product development: Managed integration activities for the product development and launch of a new Travel Rewards Credit Card.
- Managed the interface between the technology organization and product management for the development of online content, mobile banking, and FAQs.
- Developed processes working between the CIBC back office, technology teams and the external partner to process bidirectional client data passing between the Bank and its external partners
- Reviewed wireframes and client communication documents to drive alignment with the messaging and product value proposition.
- Developed an SOW working with legal counsel, information security and privacy advocate to ensure that the transmission of client personal information was secure and the scope of work aligned with the contractual agreement with the Bank’s external partner.
- Worked between product management and back-office functions to rationalize the product launch volumes and forecasted the acquisition and renewal card requirements.
- Managed the interface to external suppliers and developed their work back schedules and to secure the materials product launch date.
Senior Project Manager AML/ATF Risk Management
Scotiabank
01.2018 - 01.2020
- Reporting to the vice president Global AML/ATF program, major responsibilities and key achievements include:
- Project management/OSFI remediation: Led projects to remediate more than 25 OSFI findings as part of the Bank’s overall program to address their AML exposure against the OSFI B-8 regulations.
- Developed the project and communications plans to execute the project. The scope addressed changes to the processes related to NIRA, product risk rating, inherent risk assessment, control effectiveness and quality assurance.
- Worked with the vendor to address the OSFI finding against the legacy processes for Risk Assessment and Risk Management.
- Revised the Enterprise Risk Assessment audit planning and developed the staffing profiles and schedule to load level the resource requirements while meeting the OSFI regulatory reporting requirements. Secured both VP and business line approvals for the revised approach.
- Re-engineered the interaction method with the QA organizations into an iterative approach to both improve project delivery and allow for early QA feedback into the development. The revised approach was adopted across the Bank’s AML projects.
- Chaired bi-weekly program reviews with the VP and program directors and prepared and presented at the EPMO Gate reviews. Successfully delivered the project to meet the Bank’s OSFI commitment.
- Vendor management: Managed the interface to the professional service organization to deliver the remediation project. Established the SOW, managed the vendor interaction, and tracked expenditures against the $10M budget.
- Reviewed and approved vendor work plans and secured consensus with the business leads, and aligned the plan to the Enterprise delivery framework.
- Chaired weekly vendor project reviews and standardized their reporting to align with the other internal stakeholders.
Senior Consultant – Product Development & Acquisition Integration
Canadian Imperial Bank of Commerce
01.2017 - 01.2018
- Reporting to the Senior Director, major responsibilities and key achievements include:
- Program management/new product development: Managed integration activities for the product launch for a new set of retail banking digital products Cards, current accounts & mortgages. Online digital & mobile app. development in Canadian and US banks, Waterfall & Agile methodologies. Financial budget $45M.
- Developed the service inventory of more than 50 new processes to support new product deployment in the US Bank. Worked with the US Bank management team to develop a gap analysis to their existing processes, built the change management plan, and developed training materials and FAQs.
- Worked with the technology delivery teams, product management in both entities and third-party vendors to ensure that the technical solutions for the digital banking applications met the business requirements.
- Insured the data transmission between Canadian and US bank and the US bank’s Book of Record vendor met data formatting requirements.
- Led 3rd party vendor reviews with product management to optimize the client experience for online account opening, online account transactions and servicing via the US bank’s external Book of Record vendor.
- Successfully launched three new digital banking products, US Mortgage, USD credit card and a USD checking account.
- Acquisition integration: Managed integration activities for the Retail Bank integration of a new $5.0B US bank acquisition. (The Private Bank)
- Developed a financial analysis of the US bank’s Book of Record vendor modelling year-over-year costs to drive a corporate procurement contract renegotiation.
- Modelled for the 5-year business case & developed a volume sensitivity/revenue analysis, and developed alternative back office/support cost model solutions baselined against the Canadian model to drive P&L improvement solutions.
- Secured consensus with the US and Canadian Bank’s product management, compliance and legal teams on a FATCA solution for clients shared by both entities.
- Developed a set of interaction processes to minimize financial risk and regulatory exposure covering Fraud, Divestitures, Estate settlement, Escheatment and FATCA compliance. Worked with the business and technical teams in both the US and Canada to drive implementation.
Senior Business Program Manager – Payout Transformation
Canadian Deposit Insurance Corporation
01.2015 - 01.2016
- Reporting to the Program Director, major responsibilities and key achievements include:
- Project management: Led program/project management for the Payment Transformation program, a multi-year program to re-engineer the existing payout processes. Multi-year program, budget $25M
- Business drivers were mitigating known risks to Payout and Clearing & Settlement processes for both Current and Trust accounts and replacing the legacy cheque-based system with an electronic payment system that would meet the financial institutions (RSIB’s, DISB’s) with a
- Developed a phased roadmap including an interim Transfer Agent-based solution and the development of a long-term solution comprised of a new scalable online digital electronic payment solution and a new client-facing communications and authentication toolsets. Changes to the legislation for Trust accounts were also planned to close an exposure in the legacy framework and meet the payout objectives.
- Initiated a formal project management framework for a project that had been running unstructured for more than a year. Developed the PMLC, Project Charter, schedule, budget, communication & risk management plans. Implemented a change control process to manage redirections.
- Insured that regulatory compliance with Canadian legislation and international norms, OSFI, IADI, and AML/KYC was defined and solutioned.
- Delivered the first three interim deliverables on time, Clearing & Settlement payout method, communications scaling study and a baselined end-to-end process documentation suite; OSFI prep-exams/liquidity assessments, winding-up orders, communications, client payout & liquidation.
Senior Program Manager/Portfolio Manager, Leasehold – AVP Backfill
TD Bank Group
01.2014 - 01.2015
- Reporting to the VP, Enterprise Technology and VP Corporate Real Estate.
- Program management: Business and technical program manager. Single point interface between IT and business. Backfilled for vacant AVP position. Program Budget $50M.
- Multiphase Technology program supporting more than 20 concurrent technology real estate leasehold projects, encompassing more than 1 million square feet across Canada. Retail Banking, Capital Markets, Insurance.
- Technical scope included Windows desktops, thin clients, WAN and LAN networking, Wireless, Servers, VoIP. Budget $45M. Successfully delivered the program on budget & schedule.
- Directed delivery team comprised of more than 30, multiple PMs, technical resources and multiple vendor resources. Managed the relocation/expansion of a Call Center, build out of test labs, AV & Tele-Presence, VoIP migration, LAN/WAN Networks & move logistics for 3000 resources.
- Developed a technical analysis for three Greenfield options as part of a new strategic redirection.
- Developed and secured Business and IT approvals for a standardized project forecasting and resource planning methodology to improve effective project delivery.
Senior Consultant/Project Manager – COTS Retargeting
Government of Ontario Ministry of Education
01.2013 - 01.2013
- Reporting to the Business Director and the IT technical lead.
- Project lead: Business and IT interface to the SFIS Assessment project, objectives to document and triage business requirements for all of the business users in a multi-client environment (IT, Business, School Boards) and research suitable COTS migration solutions. SFIS legacy asset management system was an internally developed application that drove the Ministry’s funding model to the Ontario School Boards.
- Implementation roadmap scope included data migration/integration from legacy systems and ensuring compliance with the Government’s Accessibility and Security Standards. New requirements included enhanced interfaces to the Ministry’s financial, geographic information systems (GIS), student registry systems and defining a new Capital project/portfolio planning function.
- Led the project resources on requirements gathering in JAD workshops and process mapping with both cross-functional Ministry departments (Business, IT, GIS, ITS, Finance, Security, etc.) and the Ontario School Board representatives. Baseline the legacy application to document the current requirements and the new business requirements to be delivered in the future state solution, and secured stakeholder approvals for the solution requirements.
- Worked with 15 vendors to review each of their product solutions for fit against the business requirements and developed a compliance matrix covering both the technical requirements and each vendor’s business scale and suitability for the client’s needs.
- Project management: Established the project artifacts aligned to the OPS standards, including the project plan, stakeholder communications plan, risk management plan, budget and schedule. Developed the gating milestones and checkpoints reports and presented to the steering committees.
- Led a discovery phase owing to the age of the legacy system and its complex interdependent applications and data sources to document the existing system architecture and the supporting business processes.
- Secured Business and IT agreements on the final deliverables and acceptance criteria. Chaired reviews and steering committees with the Business and IT leadership. Identified and secured consensus for an IWMS (Integrated Workspace Management Systems) as the best fit COTS vertical. Initiated a market research review to identify a suitable list of vendors to be included in the technical product assessments.
- Led and presented project status at executive steering committees, milestone gating reviews and key project checkpoints to ensure the project stakeholders were aligned and informed of project delivery and to drive consensus on way-forward strategies.
Senior PM/Change Management Consultant – Office of the CIO
TD Bank Group
01.2012 - 01.2012
- Reporting to the Office of the CIO, Delivery Excellence Program Director.
- Change management/process development: Led a Workstream for an Enterprise-wide program to transform TD’s Project Governance, Program and Project Management process.
- Directed program to introduce new processes and tools to improve estimation and project planning to augment risk profiling, financial planning and business case confidence. Evolved and deployed tools for parametric project planning/estimation.
- Harmonized the project planning methods between the application development and infrastructure organizations.
- Managed a cross-LOB (Commercial Banking, Retail Banking, Insurance, Capital Markets, Wealth, Auto Finance) Enterprise working team to secure consensus on functional requirements. Chaired cross-LOB work sessions and reported weekly status to Program AVP.
- Introduced Gating and Governance process improvements to improve business decision planning and risk mitigation. Core team member for the development of a corporate Program Governance & Gating process. Aligned Business Case approval requirements to the Gating processes.
- Chaired cross-LOB work sessions and reported weekly status to stakeholders, Program Director & AVP.
- Training: Developed the process documentation, training course materials, and eLearning content and delivered training to Project Managers, Architects and Demand Managers to enable the corporate deployment of new tools and their supporting processes. Delivered training and mentoring to more than 300 resources.
Leader – Enterprise Infrastructure PMO/Outsourcing Transition
Rogers Communications
01.2010 - 01.2012
- Reporting to the Senior Director of Infrastructure Operations and Program Management.
- PMO: Managed and grew a team of senior Project Managers accountable for directing all aspects of project delivery, including technical requirements, schedule, cost, risk management, communications and quality of >200 concurrent IT projects. Project Budgets $50k to $20M.
- New application deployments, Data Warehouse/Business Intelligence, Billing systems, Genesys IVR, Call Center expansions, software currency, Windows 2003 server upgrades, Disaster Recovery, Data Center migrations, Citrix capacity enhancements, Active Directory, SaaS & Cloud Implementations, virtualization, desktop upgrades, VoIP migration & networking projects. UNIX/AIX, Windows, Linux.
- Structured all the enterprise projects into a Portfolio Management model in order to establish project intake prioritization and to, identify dependencies, and more effectively manage the aggregated risks
- Delivered a 25% reduction in project intervals and a 250% increase in the volume of projects delivered via improved project load forecasting, design standardization, improved change management procedures and closing a vendor negotiation to pre-position standard hardware.
- Vendor management: Managed Request for Services organization with the outsourced vendors driving the enterprise delivery projects. Annual budget $80M.
Program Director – Program Management, Professional Services
Celestica
01.2008 - 01.2010
Program Director – Business Operations, Merger, Acquisition, Divestiture
Nortel Networks
01.2000 - 01.2008
Education
Bachelor of Science - Electrical Engineering
Illinois Institute of Technology
Skills
- Banking/Financial Institutions
- Government
- Consulting/Professional Services
- Telecom/Communications
Languages
English, French, German; available to relocate and travel
Certification
PMP, Prince2, ITIL, Six Sigma
Work Preference
Work Location
On-SiteRemoteHybridTimeline
Senior Migration Project Manager, Commercial Banking M&A
Royal Bank of Canada
01.2024 - 01.2024
Senior Business Consultant, Wealth Business M&A
Bank of Montreal
01.2023 - 01.2023
Senior Program Manager, Payment Transformation, Acquisition Integration
Canadian Western Bank
01.2020 - 01.2023
Senior Project Manager, Consultant – Retail Product Development
Canadian Imperial Bank of Commerce
01.2020 - 01.2020
Senior Project Manager AML/ATF Risk Management
Scotiabank
01.2018 - 01.2020
Senior Consultant – Product Development & Acquisition Integration
Canadian Imperial Bank of Commerce
01.2017 - 01.2018
Senior Business Program Manager – Payout Transformation
Canadian Deposit Insurance Corporation
01.2015 - 01.2016
Senior Program Manager/Portfolio Manager, Leasehold – AVP Backfill
TD Bank Group
01.2014 - 01.2015
Senior Consultant/Project Manager – COTS Retargeting
Government of Ontario Ministry of Education
01.2013 - 01.2013
Senior PM/Change Management Consultant – Office of the CIO
TD Bank Group
01.2012 - 01.2012
Leader – Enterprise Infrastructure PMO/Outsourcing Transition
Rogers Communications
01.2010 - 01.2012
Program Director – Program Management, Professional Services
Celestica
01.2008 - 01.2010
Program Director – Business Operations, Merger, Acquisition, Divestiture
Nortel Networks
01.2000 - 01.2008
Bachelor of Science - Electrical Engineering
Illinois Institute of Technology
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