Selected Experience

Some of our significant cases are summarized below.

IT Strategic Planning and Roadmap

• Worked closely with the CIO in advising the Executive Board for plan to achieve critical business objectives.
• Developed a three year IT Strategic Technology Portfolio and Architecture Plan across all functions of a $1.5 Billion biotechnology organization as the company doubled its revenues.
• Analyzed and documented business processes, identified unmet needs and redesign options, identified technology support and vendor options to develop the strategic plan.
• Developed line-of-sight from business objectives, critical gaps in business capabilities impacting achievement of the objectives, technology support, to investment needed to build the capabilities and technology portfolio.
• The plan identified new capability building applications, defined the integrated architecture and reduced the number of incompatible systems while defining an enterprise application technology portfolio and infrastructure roadmap.
• Created business case that re-positioned the company as it pursued its challenging growth targets.

• Used a “fast-track” approach and worked closely with the CIO and her direct reports to quickly create an IT Strategic Plan that provided line of sight from the business strategy to the investments needed to build business and IT capabilities for this $2.5billion division of a global chemicals manufacturer. This project enabled the senior executives to:
- Understand the implications for IT arising from the business strategy.
- Understand alignment of IT to business capabilities and priorities.
- Identify competencies needed to enable IT to adequately support the growing business.
- Build buy-in of key business executives to IT priorities and plans.
- Develop a clear strategy to guide future IT investment decisions.

• O&M, and Utility Systems business needed to create an integrated Enterprise IT Strategic Plan. The plan created a vision for an integrated enterprise architecture, identified the major capability building initiative groups and projects within them. The plan provided line-of-sight from the business strategy to the investments needed to build business and IT capabilities, and enabled the business executives to understand the implications for IT arising from the business strategy, alignment of IT to business capabilities and priorities, and the strategy to guide future IT investment decisions.

• Market viability assessment for an electronic data capture (EDC) tool and associated services for clinical development trials.
• Evaluated the functionality, technology and architecture of the EDC products and developed a high level comparison with competitors.
• Interviewed executives from healthcare, pharmaceutical, biotechnology and clinical research organizations (CROs) to understand customer needs, buyer values, intentions and state of the EDC market.

• Led development of the Regional Business Systems and Cross-channel Strategy for an international cellular operator covering four South American countries, each having their own unique business plans, systems and processes.
• Facilitated senior executive discussions to build consensus on the strategy and vision, roadmap and supporting business cases to deliver new business capabilities and technologies, coordinated across the four national boundaries, and channels (subscribers, pre-pay, rental, etc.).
• Prioritized and built consensus on the Regional Investment Plan that achieved buy-in from all countries.

• Developed a business-led information systems strategy for a highly decentralized $5 billion national grocery retailer and wholesaler, resulting in a national IS strategy that balanced decentralized power with central control, and reduced costs by 20%. The project assessed the IT capabilities (processes, technologies and people) in each of the five divisions of the company and facilitated workshops with the Executive Team to build consensus on the right balance of decentralized power and centralized standards and controls. The business case and implementation plan then detailed the roadmap for change taking

Defined the business systems strategy, business case, and investment plan for an airline services organization to address fragmented, distributed, and risky applications. The strategy aligned IS with business objectives, redefined selected business processes, improved business application integration, updated capabilities to support changing business needs, built business scalability, and reduced business risk.

Developed a target application vision and roadmap for a major US electricity and a gas utility facing a significantly changing business environment. For the Finance, Supply Services and Human Resources systems, identified the relevant initiatives and projects, created an implementation timeline, developed selected high level business cases and analyzed the cost impacts of the roadmap to the ongoing IT cost structure for the ongoing delivery of the capabilities.

Led development of the Regional OSS strategy for an international cellular operator covering four South American countries, each having their own unique business plans, systems and processes. The strategy defined a roadmap and supporting business cases to deliver new business capabilities and technologies coordinated across the four national boundaries, and a prioritized Regional Investment Plan that achieved buy-in from all countries.

Defined the vision, strategy and roadmap for building a Business Process Management (BPM) capability for a $5 billion electricity generator. Defined the capability components, processes, and governance structure, developed selected high level business cases, identified relevant initiatives and projects, created an implementation timeline, and obtained buy-in of senior leadership who authorized on-going investment for people, process and technology to build the capability.

Advised the Executive Board of a road transportation sector company to refine the business strategy, prioritize its capability building investments, and develop detailed plans for 30% cost reduction in its customer services area.

ARTIFICIAL INTELLIGENCE / MACHINE LEARNING

• Responsible for successful execution from initiation through delivery into production of application.
• Delivered an Artificial Intelligence/Machine Learning (AI / ML) application for “assessing” work orders. The automated assessing process evaluates and compares historic work orders and identifies best-fit candidates for the work to be performed, to enable identification and modification of tasks for creation of new work orders.
• Reduced WO assessment time from days and weeks to minutes and hours.
• Managed multiple vendors and delivery teams.
• Project used Agile, SCRUM methodology, Microsoft Azure, and Azure ML and related services

• Artificial Intelligence Natural Language Processing search and retrieval toolset implementation of IBM Watson Discovery on Microsoft Azure and related services.
• Responsible for identification of business requirements, evaluation and selection of product and vendor(s), design, and implementation.
• Managed multiple vendors and delivery teams, including a broad range of business representatives from multiple departments.

• Responsible for successful design and execution of Artificial Intelligence, Machine Learning and Natural Language Processing application for identification of trends and predictive analysis of safety related incident reports, and Corrective Action Plans.
• Managed identification of business requirements, selection of vendor(s), design, and implementation of limited scope implementation.
• Managed multiple vendors and delivery teams, including a broad range of business representatives from multiple departments.
• Project used Agile, SCRUM methodology, Microsoft Azure, and Azure ML and related services

IT COST OPTIMIZATION AND GOVERNANCE

• Designed, collected and analyzed detailed application and infrastructure quality, quantity and cost data to reduce application portfolio by 25%, impacting the annual applications budget and driven through a multi-year investment plan.
• Obtained documented consensus and leadership approval for elimination, consolidation and enhancement of specific applications to enable achievement of the simplified application portfolio and the cost savings.

• For a major US utility, conducted a high-level assessment of its Finance, Supply Services and Human Resources systems to define a target application architecture and roadmap.
• From this target application vision, identified the relevant initiatives and projects, created an implementation timeline, developed select high level business cases and analyzed the cost impacts of the roadmap to the ongoing IT cost structure.
• The primary outcome was to meet business objectives while building a fact-based understanding among the leadership for managing the impacts and costs to IT for on-going delivery of these capabilities.

• Led development of a product and application portfolio rationalization plan to identify opportunities for reducing IT costs during a multi-business unit transformation of a global web services company.
• The financial model provided end-to-end visibility of IT costs from the product portfolio to systems, hardware, software and people, combining cost and product usage and penetration metrics with system "hot spots" to identify potential cost reduction opportunities and a high-level plan to address these opportunities.

• Organization managing 10+ hospitals and care delivery centers.
• Led development of an IT Investment Management framework to provide a value driven, portfolio based Investment Plan integrated with the Electronic Health Records (EHR) Strategy.
• The framework and plan provided a disciplined approach that enabled the Management Team and Board to understand and agree an appropriate level of investment needed to deliver the desired patient outcomes consistent with the organization’s Strategic Services Plan.
• The framework enabled the organization’s leadership to base investment decisions on:
o Discretionary spend: R&D, Strategic, Enabling, and Sustaining.
o Business priorities: Growth, Customer Focus, Operational Excellence, Leadership Development.
o Risk: Business Risk, Architecture Risk, and Implementation Risk.

Assisted a $2 billion professional services organization to analyze the IS spending to quickly identify cost reduction opportunities, and developed a plan to reduce application development, services and SG&A costs by 33%. Also, assisted this organization to investigate opportunities to reduce IS costs by 40%+ through consolidation and sourcing of selected services.

Designed and implemented a Continuous Improvement and Performance Measurement Program for the global information technology organization of a major oil company. The framework covered its consulting organization as well as its delivery and development capability in six international locations and provided a consistent set of performance metrics and reporting mechanism across the global organization.

Developed and executed a plan for 30% reduction in IS costs through improved alignment and rationalization of services for an international construction company.

INNOVATION AND PROCESS IMPROVEMENT / RE-DESIGN

• For major multi-billion dollar technology retailer, led the concept and proposal development, and sale for definition and value proposition for a “Store of the Future” for this North American.
• Navigated initiative through planning and design, securing funding, and initial implementation stages.
• This store incorporated innovative store front sales and merchandizing support, as well as process for testing and incorporating innovations to be rolled out to all stores.

• Developed this research group’s “Institutionalizing Innovation” methodology and implementation product set that forms the basis of the Innovation practice.
• Evaluated and published an assessment of various innovation related tools available in the market and their alignment and effectiveness in supporting stages of the innovation value chain.

• Defined the business systems strategy, business case and investment plan for an airline services organization to address fragmented, distributed and risky business applications across eleven business units.
• Facilitated business process assessment workshops across the divisions and functions to build consensus on standard processes, identify unique requirements, unmet needs, and required systems support.
• Identified strategic options and facilitated workshops with senior executives to build consensus on business case, future direction and strategy.
• The strategy aligned IT with business objectives, redefined selected business processes, improved business application integration, updated capabilities to support changing business needs, built business scalability, and reduced business risk.

• Led process redesign for this $1 billion North American food manufacturer to reengineer its business processes to enable best practices, efficiency and consistency across eight business units that operated independently.
• Conducted cross-divisional business process analysis workshops to identify common and unique elements of the processes, unmet needs and potential solution options.
• Identified strategic options and facilitated senior executive workshops to gain consensus on future strategic direction.
• Developed line-of-sight from business objectives, business capabilities, technology support, to investment needed to build the capabilities.
• Guided the organization to select appropriate applications and implement the strategic plan that reduced IS operating costs by 20%.

Performance Management - Balanced Scorecard

Developed and implemented the Balanced Scorecard Performance Measurement framework at a major professional services organization. Implemented the "Innovations Scheme” and supporting infrastructure forming part of this performance measurement system across the national organization.

Assisted the Home Loans Division of a major UK Bank to develop and implement the Balanced Scorecard Performance Measurement framework. Designed and implemented a prototype Executive Information System (EIS) for presentation and drill down of the performance scorecard to senior management.

PERFORMANCE MANAGEMENT AND GOVERNANCE

• The Medical and Scientific Advisory group of this international pharmaceutical organization was facing challenges in analyzing, developing insights and reporting from the data being collected through a mix of disparate and manual systems
• Customer wanted an integrated prototype to understand the metrics, data requirements, and demonstrate the value of performance reporting and business analytics capabilities.
• Facilitated leadership workshops to assess performance metrics, business insights and data needs for CME, KOL Development, Medical Advisors, Medical Scientific Liaisons, Investigative Studies, and Medical Information activities for this group.
• Developed target performance metrics and charts for performance reporting, identified data sources, cleansing and transformation requirements, and built prototype.

• $40 billion financial services organization undergoing a modernization program
• Worked closely with the C-suite executives and led multi-disciplinary team to design and implement solutions and a corporate governance structure.
• Governance structure closely aligned business units and IT organization and processes to implement new technology investments from a business perspective with senior business participation from all business units in the decision making.

• Analyzed opportunities for customer usage of digital channels consisting of Web, mobile, branch and ATM.
• The analysis modelled and combined customer types, individual channel usage by type, and customer investment profile with external assessment criteria such as Beacon Score and used the Tableau business analytics engine to analyse and report via flexible, drillable dashboards.

MISCELLANEOUS PROGRAM AND PROJECT MANAGEMENT

• Conducted an IT Organisation Vulnerability and Opportunity Assessment of this UK insurance company.
• The engagement reviewed the group's systems, resources, alignment and quality of support provided to the business. It also evaluated the information technology processes for operations, development and maintenance, desktop computing, and management.
• The role of information technology in the company's future was repositioned to more effectively align the systems and manage the IT organisation.

• Led teams in prioritization, coordination and testing of over 2,000 applications across 14,000 workstations and laptops targeted for deployment of Windows10.
• Includes issues triaging, change management for systems and end user devices, and deployment planning.

• Responsible for successful execution from initiation through delivery into production of application.
• Re-platformed and integrated multiple engineering work management applications from Access and SQL Server 2008 to an integrated SQL Server 2019 platform and modern front-end, including addition of new functionality and mobility capabilities.
• Managed multiple vendors and delivery teams, including a broad range of business representatives from multiple departments.

• Enterprise Systems Integration – Electricity Generator
o Integration Lead for program implementing four major enterprise systems at a $5 billion electricity generator.
o Identified and monitored integration points across the four enterprise systems projects.
o Managed assessment of, and technical changes to, over twenty source systems feeding the four enterprise systems.
o Managed deployment tracking, issues triaging, change management for systems and end user devices.

• Solution Cutover and Command Centre Leadership – Electricity Generator
o Created an Integrated Cutover Plan for an integrated go-live of four enterprise systems within a five day period.
o Setup roles, processes, and staffing for the Command Centre for the systems cutover, and managed the Command Centre during the cutover period.
o The four systems covered Ventyx/AS7, Ariba, Tempus Time Reporting and BI, and all interfaces with SAP.

o Assessed the business needs and gaps for the Project Management Centre of Excellence, part of the Enterprise Strategic Initiative.
o Assessed gaps and needs, and defined the IT tools and applications needed to support an enterprise-wide Centre of Excellence capability.

• Integration Lead for program implementing four major enterprise systems at a $5 billion electricity generator.
• Identified and monitored integration points across the four enterprise systems projects.
• Managed assessment of, and technical changes to, over twenty source systems feeding the four enterprise systems.
• Managed deployment tracking, issues triaging, change management for systems and end user devices.

Evaluated economic feasibility of constructing a solar generation facility under Ontario's Renewable Energy Standard Offer Program (RESOP) for mid-size electricity generators.