01
Change Lead – National Insurance
Change lead for various personal insurance transformations in property and casualty. Providing end-to-end change
management leadership and delivery across critical products as part of competitive go-to market strategies within the
Canadian insurance landscape. Activities include design and delivery of entire change blueprint, from strategy to
enablement across a collaborative change network of owners and experts in Broker, Direct Customer, Claims,
Contact Centers, and Sales/Business Development segments. Alignment with in-house change management
practice within HR.
Impact: 3500 employees across Canada, Direct Customers and Brokers.
02
Transformational Change Office – Utility
Advisor and Lead for transformational change strategy and services for multiple departments. Activities include
a two-pronged approach to
1) centralizing change management practice with a corresponding change framework and
standard approach and 2) crafting an effective change strategy with associated delivery across and integrated with a
prioritized transformational portfolio of technical, transformation and security projects. Emphasis on impact,
readiness, risk, and resistance management and mitigation together with effective communications and training
strategy and planning levers. Sponsorship development and stakeholder management are key together with the
coaching, mentorship, and development of a combination of internal change resources and augmented skills as part
of a change growth organization. Design and implementation of agile change governance and network. Stakeholders:
Technology and security executives and teams; change managers and resources; cross-functional partners in HR,
Marketing, Communications and Operations; strong alignment with portfolio management delivery teams.
Impact:
Standardized, owned, integrated, and performing change practice and delivery serving 4,000 employees and
provincial, national, and global consumers.
03
Payout Modernization Transformation & Strategic TOM Advisor – Insurance, Crown
Insurance transformation, strategic executive advisor and target operating model advisor/ lead for the federal
Crown corporation that contributes to the stability of the Canadian financial system by providing deposit insurance
against the loss of eligible deposits at member institutions in the event of failure. Activities include assessment and
target operating model design, development and stand up together with associated capability matrix, maturity and
service models, organizational design, managed services evaluation, delivery roadmap, change and enablement
support (communications, training, engagement), stakeholder engagement and transformation champion network
activation. Stakeholders: Business and Technology departments; Partner and Vendor networks; Member Institutions,
Brokers, Financial Community, and Trustees.
Impact: Improved resolution authority for all 86 Canadian members and
affiliates.
04
Finance Transformation Strategic Advisor w/ Transformation Office Design & Development – Global Commercial Real Estate
Transformation strategy and change advisor for Finance division of global commercial real estate investor,
owner, and manager. Activities include design, development, and operations of a finance transformation office to
promote corporate priorities and deliver technical and organizational capabilities to grow and scale the global
enterprise. Activities included assessment, governance design and stand up, delivery structure design and stand up
together with associated capability matrix, target operating model, delivery roadmap, change management support
(communications, engagement) and transformation agent network. Stakeholders: Finance, Operations, Investment,
Development.
Impact: 73 properties in a $29 bb portfolio.
05
Foundations Transformation – Central Services – Post-Secondary Education
Operations Transformation consultant for foundational growth and strategy design and delivery in central services
across 11 business and finance functions. Responsible for organizational change management and transformation
framework to design, develop, deliver, and sustain multiple teams in support of this portfolio. Includes agile
transformation, design thinking and culture change in partnership with 10 business services functions (operations,
finance, human resources, information technology, facilities, risk, internal audit, emergency services and other key
business functions). Design of new service delivery models to deliver effective decisions, improved customer
experience and optimized end to end delivery.
Impact: on 5800 employees and 30,000 students plus external
stakeholders in provincial agencies.
06
Acquisition – Chemicals Manufacturing
OCM Lead for chemicals manufacturing acquisition and systems (SAP 4HANA) transformation. Responsible
for organizational change management, training, and enablement framework to design, develop, deliver, and sustain
multiple delivery and client teams in support of acquisition activities: people, process, and systems. Included global
engagement in 10 countries and 4 languages across multiple functions. Design of agile change team inclusive of
training, communications, and change enablement.
Impact: 500 employees plus external partners and stakeholders
in delivery, advisory, legal, and investment.
07
Banking Operations Modernization Transformation – Crown Corporation & Central Banking
OCM Lead for payments modernization portfolio in central banking across multiple systems and critical
applications. Responsible for organizational change management framework to design, develop, deliver, and sustain
multiple Agile teams in support of this portfolio. Includes agility transformation and culture requirements in partnership
with operations, finance, HR, information technology, and delivery enablement. Responsible for expansion of
organizational change practice respective to tools, templates, and approaches to promoting the agile, capable, and
inclusive organization. Design of new operating model to deliver effective decisions, engagement, and delivery end to
end.
Impact: 2500 employees plus external stakeholders in federal and international government agencies, global
central banks, Canadian citizens, and banking partners. Note: won award for transformation from Payments Canada.
08
Digital Transformation Strategy & Implementation – Web Consolidation Program – National Non-Profit
Digital Transformation Lead of a holistic digital transformation effort to improve the digital experience at this
STEM organization, Changify embarked on a digital currency program to improve web presence, content
management, data analytics, innovation, and customer/educator/student experience. This effort is an iterative
program delivery in partnership with analysis, development, technical and functional teams and in great engagement
and support of the sponsor team and board of directors.
Impact: 25,000 user population
09
OCM & Business Readiness Advisor, ERP Implementation – Multinational Pipeline & Energy
Co-design and creation of change management, business readiness, global design, and engagement models
for ERP implementation across multiple pipeline, utility, and transportation entities in the US and Canada. Included
deep collaboration with PMO with Finance, Accounting, HR, and Supply Chain Management.
Impact: 12,000 users
10
Agile Transformational Change Lead (Interim Executive) – Insurance & Financial Services
Design, delivery and transition of transformational change framework and operating model in global finance
and insurance entity. In partnership with the Executive Team, work streams and programs, includes initiating,
planning, execution, readiness, and sustainment of a holistic organizational change management lifecycle (People,
Process, and Systems) across four business areas: individual and group customers; distribution; and advisory
network. This effort includes a strategy and transformation roadmap to empower and facilitate the impacts and
opportunities of end-to-end change realization in the organization. Transformational change office of 7 with 4 key
sponsors, executive team, and partners.
Impact: 10,000 user population
11
Asset Management OCM Lead – Electric Utility
OCM Lead for Asset Management transformation program, in partnership with the Executive Team, and across
multiple vendors. Includes initiating, planning, execution, readiness, and sustainment of a holistic Asset Management
lifecycle (People, Process, and Systems) across three asset areas: Generation, Transmission, and Distribution. This
effort includes an asset management strategy and transformation roadmap to empower and facilitate the impacts and
opportunities of optimized asset management in the organization. Asset Management team of 11 with Sponsor
across a stakeholder and partner group of 35, vertical and horizontal organization.
Impact: 3500 user population plus
customers, partners, affiliates
12
Culture Transformation Lead – Federal Law Enforcement
Design and delivery of leadership culture work with central and regional leadership as part of public perception
program, leadership development, and DEI themes around human resource processes. Through a series of
assessments and workshops, explored themes around renewed culture with an associated culture model.
Impact: 6,500 officers and their leadership
13
Lead, Business Transformation & Change Management Practice Design & Delivery – Financial Institution & Public Banking
Designed and delivered business transformation and OCM practice services to a large financial services
organization including business transformation framework in strategy and operations; change management practice
design and delivery to the enterprise; capacity and capability planning/ organizational maturity modelling; benefits
realization. Includes 9 programs across 6 functional areas together with 6 practices and partners across 3 functional
areas. Deep involvement with PMO to enable that organization to deliver strategically aligned, organizationally
focused, benefits driven programs via Portfolio Management.
Impact: 4,000 users
14
OCM Lead, Organizational Design with Process Transformation and Organizational Change Management – Provincial Health Ministry
Delivered organizational change outcomes within a multiple-branch ECM program within a ministry in the provincial
government of Alberta. Among the deliverables are Benefits Realization; OCM Delivery Framework; Integrated
Business Framework (with Business Design); Governance Framework; IM Strategy with Operational Planning; and
People Structure. Impacted business areas included IT, IM, Privacy, Security, Policy, WCO, and DM. Remarkably
close collaboration with PMO together with a diverse multi-vendor team.
Impact: 6,500 users
15
Organizational Effectiveness & Change Lead, Organizational Effectiveness & Design – Multinational Pipeline & Energy
Delivered the service delivery model and centre of excellence to this client within a large finance renewal program
and integrated with the current systems implementation cycle across ERP, Reporting, BI, and DM. This program is a
highly technically and functionally complex program, with recovery components, which sought to transform the
services Finance delivers to and with the organization. Included deep collaboration with PMO with Finance,
Accounting, HR, and Procurement.
Impact: 1,000 users
16
OCM Lead, EPMO Stand-Up – Materials Technology
OCM Lead for EPMO stand up across all functional areas of this pipeline services company: integrated
business framework (with PMO creation), organizational change (end to end, from assessment to transition), process
re-design, and total quality management program (within manufacturing and CI). Program Pilot creation within MTG
group with change readiness, success facilitation, outcome mapping, and benefits realization as components of
delivery.
Impact: 3,200 users
17
Organizational Change/Effectiveness Lead, ERP Post-Implementation Integration & Organizational Design – Beverage Wholesale/Retail
Delivered post-implementation people integration services to a Western regional beverage company to focus on
future process mapping and integration; role definitions; and tactical change management (including assessment and
framework) together with Human Resource departmental design to integrate resource requirements across the post-
ERP organization as well as provide the necessary supports within the post-change environment. Business functions
impacted: Wholesale, Retail, Product, Marketing, HR, and IT.
Impact: local to executive and functional teams
18
Change Management Strategy & Initiation - Energy
Delivered the change management strategy and first phase of a change management program (including
framework, tools and templates, assessment, initiation, and planning) to both Leadership and Employees at a rapidly
growing intermediate O&G. This Step Change process is designed to educate, validate, and motivate change across
multiple levels of the company in both acknowledgment of major (and unmanaged) change in the environment across
People, Process, and Systems as well as motivation toward future and managed change across expanded People,
Process, and Systems requirements. Included the following departments: Finance, HR, Production Engineering,
Geology, and Geophysics, and IT.
Impact: Local to leadership and functional managers
19
OE Lead, Strategic Resource Management & Organizational Effectiveness Program – Waste Management Technology
Designed and delivered a resource strategy and organizational effectiveness program that aligned with the
corporate strategic plan (focused on business growth opportunities) and conducted the appropriate skills
assessments and acquisition, training and development, and performance management criterion across multiple
business units. Global organization across 12 countries including HO in Canada. 8 departments (including PMO).
Impact: 110 people plus field employees and contractors
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