Case Studies

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SPIRIA

SPIRIA logo Led Spiria’s 150-strong cross-functional software engineering team in transitioning from informal to structured systems engineering and software development methodologies, facilitating enterprise-level delivery capabilities. Elevated utilization rates from under 70% to 85%, resulting in a 20% boost in gross profit. Spearheaded the introduction of quality assurance frameworks and continuous improvement initiatives, including piloting communities of practice, across all teams. Instituted rigorous risk management policies and procedures to mitigate execution risks. Managed a diverse portfolio of over 40 concurrent projects.

Milk

For the Western Canadian milk boards, led the strategy, planning and preliminary change management programs to merge the back-office operations of the five western provincial dairy organizations – BC Milk, BC Dairy, AlbertaMilk, SaskMilk, and Dairy Farmers of Manitoba with the view to building organizational resilience, reducing operating costs and increasing their market power at the national level. Designed and led a series of strategy workshops at the board-, senior management-, and line-management levels to design the future-state organization and develop the change management plans to be implemented in late 2023. The newly hired CEO of the Western Milk Pool inherited the well-developed organization designs and change management plans.

For BCMilk, AlbertaMilk, and the Dairy Farmers of Manitoba. Led the modernization and cloud migration program of the boards’ milk logistics system, a business-critical mobile data collection system supporting the milk transportation and supply chain integrity from farm to processor. Led the project chartering, business requirements definition, business case development, RFP production, vendor selection and program management through final delivery and roll-out.

For BCMilk, AlbertaMilk, Dairy Farmers of Manitoba, Dairy Farmers of Nova Scotia, Dairy Farmers of PEI, and Dairy Farmers of New Brunswick rescued a distressed supply chain management systems development program that was years behind schedule and millions over budget. Initially engaged to audit the distressed program and make strategic recommendations to the management and boards of directors of the milk marketing organizations, engaged to lead the replanning and program management for the completion of the program.

Led the comprehensive re-planning, estimation, contract negotiations, and program management efforts, guiding the successful recovery and completion of the development phase of the program under budget, despite accommodating additional scope. Functioned as the program executive representing the dairy boards, directing a multi-vendor team consisting of BDO Canada LP, ProserveIT, DataInvent, and QA Consultants to deliver the cloud-platform solution on Azure. The endeavour involved managing thousands of requirements, overseeing the development of over 3 million lines of code, and orchestrating the creation of thousands of test cases.

Release 1 of the solution was effectively delivered to the subscribing milk boards in the summer of 2019. Furthermore, provided oversight for system support agreements, master services agreements with prime vendors, and DevOps activities through 2022, ensuring the continued success and operational efficiency of the implemented solution.

Pratt & Whitney

Served as the principal enterprise architect and co-program manager for a sophisticated, multi-million-dollar global digital transformation initiative.

Led the initiative at Pratt & Whitney Canada to significantly enhance after-sales service levels while simultaneously reducing costs and establishing a platform for future growth and market dominance. From project inception through the complete implementation of a System Development Life Cycle (SDLC), co-led a diverse team of nearly 100 professionals comprising solution architects, data architects, technical architects, developers, business analysts, testers, internal IT personnel, and change management experts. This collaborative effort involved coordination with five major suppliers, including Deloitte, Accenture, Avanade, CSC, and Thoughtworks.

The program effectively engaged and aligned hundreds of business stakeholders and streamlined numerous business processes across regulated customer service and sales organizations, catering to a vast customer base worldwide.

Key deliverables encompassed detailed industry benchmarking, comprehensive capability assessments, portfolio planning, business value assessments, establishment of both business and technical architectures, roadmap development, implementation strategies, system design, testing, deployment, change management, and value assurance programs.

Regarded as one of the most extensive digital transformation endeavours undertaken by any United Technologies Corporation (UTC) subsidiary at that time, the program surpassed its financial and strategic objectives within its inaugural year of deployment, as validated by audits conducted by UTC capital program control and Pratt & Whitney Canada’s controllers.

Radialpoint

RADIALPOINT logo For a rapidly expanding Canadian SaaS company with a global distribution focus on Tier 1 telecommunications carriers and MSOs, diagnosed and spearheaded the overhaul of sales, professional services, and post-sales functions, processes, and teams. Functioned as VP of Sales and VP of Customer Success, implementing recommendations derived from the initial diagnostic engagement. This initiative culminated in securing, implementing, and launching partnerships with Verizon, BellSouth (now AT&T), Adelphia, NTL (now Virgin Media), Telewest (now Virgin Media), and Ono SA within a 12-month period. Successfully remediated and bolstered the value of at-risk accounts such as Bell Canada, TELUS, Aliant, and Videotron, leading to a remarkable subscriber-base expansion from 0.5 million to 15 million. Additionally, served as the project executive overseeing the seamless rollout of services through partnering operators.