Portfolio of Work

Enterprise Risk & Issue Modernization with AI

Led the transformation of risk and issue management across the PMO and Enterprise Risk Management (ERM) functions in response to findings from the 2023 PMO audit. The audit identified inconsistent risk documentation, lack of interlock between PMO and ERM reporting, and the absence of tools to support enterprise-level risk oversight.

Collaborated with the ERM team to design and implement a unified framework for risk identification, classification, and reporting. Developed the Risk & Issues Standards document covering processes, tools, and terminology for both PMO and ERM. Built an enterprise RAID Log in SharePoint to replace disconnected Excel files used by project teams, enabling consolidated enterprise-level reporting. Leveraged AI tools (Copilot, Power Automate) to perform automated quality checks on risk logs, generate warnings, and flag projects requiring closer monitoring based on AI-generated risk profiles. Delivered new Power BI dashboards providing PMO, ERM, and Board-level reporting and insights.

Achievements

• Developed and published unified Risk & Issues Standards to align PMO and ERM processes, terminology, and review practices

• Created a centralized Enterprise RAID Log in SharePoint consolidating all project risks, issues, actions, and decisions

• Implemented AI-driven quality checks and automated alerts for non-compliant or high-impact risks and issues

• Built Power BI dashboards for PMO, ERM, and Board reporting, providing enterprise-wide visibility and trend analysis

• Revised PMO and ERM governance meeting structures to improve oversight, collaboration, and communication

• Achieved audit closure with sign-off from the audit team on satisfaction of all findings

Credit Card Carbon Counter

Took over mid-delivery of a high visibility initiative for a credit union to integrate a third-party cloud application into the member portal. The solution assigns a carbon footprint value to each credit card purchase, enabling members to make more environmentally conscious spending decisions in line with the credit union’s sustainability commitments.

Faced multiple delivery challenges, including a business-mandated launch date that was not feasible, analytics data sourcing disputes, InfoSec approval for vendor cloud analytics, and multi-time-zone deployment coordination. Negotiated with the vendor to provide their analytics platform at no cost, secured InfoSec approval for its use, and rebaselined the project plan with marketing and leadership to align launch activities with realistic delivery timelines.

Achievements

• Assumed project leadership mid-delivery after prior project manager’s resignation

• Negotiated revised delivery date with leadership and marketing; rebaselined launch plan and customer-facing campaign activities

• Secured vendor cloud analytics at no cost and gained InfoSec approval for its use to measure adoption and support future marketing campaigns

• Coordinated multi-country, multi-time-zone vendor and internal teams for development, QA, deployment, and go-live support

• Managed last-minute defect resolution, including creation and testing of error screens with marketing and UX teams days before launch

• Delivered production deployment and post-implementation support to meet rebaselined timelines

PMO Maturity Program

Led a 24-month initiative to mature the PMO for a provincial health authority, consolidating project management into a single Strategic Portfolio Management (SPM) platform. Directed the selection and implementation of OnePlan, integrating enterprise demand and capacity planning, standardizing PMO processes, and enabling portfolio-wide visibility. Configured OnePlan to support Agile, Hybrid, and Waterfall delivery models, including integrations with Azure DevOps for Agile projects and MS Project for hybrid delivery. Designed PMO practices, methods, and governance frameworks, and piloted Agile methodology in a CRM implementation project.

Achievements

• Selected and implemented OnePlan as the enterprise SPM tool, replacing multiple disconnected systems

• Designed and embedded new PMO methodologies, phase gates, and governance aligned to Enterprise Strategic Projects Office standards

• Configured enterprise demand and capacity management, enterprise RAID logs, and portfolio-level risk reporting

• Integrated MS Project and Azure DevOps into a consolidated enterprise portfolio view

• Created enterprise OKRs with cascading PMO and project-level OKRs

• Developed standardized project reporting and Power BI dashboards for executives

• Successfully piloted Agile delivery within a CRM implementation project

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Enterprise Risk Tracking System Implementation

Delivered a PMO-led initiative to replace complex, disconnected spreadsheets with an integrated enterprise risk tracking system embedded within the PMO’s Strategic Portfolio Management (SPM) platform. The solution linked Enterprise Risks directly to the projects mitigating them, improving transparency, governance, and executive oversight.

Completed in just four months, the project simplified and standardized the quarterly risk reporting process, reducing the time required for departmental leads to complete submissions by 50% and eliminating duplicate work that had frustrated users for years. The streamlined system also improved data quality and consistency, enabling a direct connection between strategic risks and operational delivery.

I led requirements gathering, system design, configuration, and training, working closely with a BA and three ERM leads. This included change management, process documentation, and onboarding sessions for departmental leads. The result was a practical, user-friendly enterprise tool that both PMO and ERM teams could rely on for accurate, timely risk data.

Achievements

• Designed and implemented an enterprise risk tracking system integrated into the SPM tool, replacing multiple complex spreadsheets

• Created standardized processes and templates for quarterly risk reporting, reducing completion time by 50%

• Established direct linkages between enterprise risks and the projects mitigating them, improving strategic alignment and oversight

• Delivered user training and onboarding for all departmental leads, achieving smooth adoption across the organization

• Improved data quality and eliminated duplication in reporting processes, increasing efficiency and user satisfaction

MS Dynamics CRM Implementation

Served as PMO Manager and Program Manager for a multi-year initiative to implement Microsoft Dynamics 365 CRM as a standardized case management platform for 11 clinical and emergency response use cases across five health regions in the health authority. The objective was to harmonize tools and processes, improving efficiency and collaboration across regions.

This was one of the PMO’s first programs to adopt an Agile delivery model, requiring a shift in planning, stakeholder engagement, and vendor management. The project faced delays due to extended negotiations among regional leadership on harmonized processes, which also contributed to budget pressures. To address these challenges, I paused vendor development until sufficient sprints of requirements were ready in the backlog, restructured the vendor contract to assign fixed time and budget per use case, and implemented weekly time reporting for both vendor and internal teams to identify and resolve potential overruns early.

Achievements

• Led the PMO’s first large-scale Agile delivery program, integrating Agile practices into program planning, prioritization, and execution

• Delivered 8 of 11 use cases, including Incident Management and Nursing Daily Logs, despite schedule and dependency challenges

• Restructured vendor contract to cap budget per use case and require written PMO approval for overruns

• Paused development work strategically to rebuild backlog and improve delivery predictability

• Established joint delivery model and budget tracking processes with the vendor, improving accountability and transparency

• Facilitated cross-region process harmonization discussions to support standardized workflows across five health regions

• Managed dependencies such as Microsoft Cloud Tenant build, integrations with TELUS Elements and HBCR, and data migration from legacy systems

SAP PCM Project Rescue

Led an 18-month recovery of a stalled SAP Commerce Product Content Management (PCM) implementation for a global technology solutions provider. The project had encountered challenges with budget, schedule, and performance targets for importing and transforming product and inventory data from 40+ vendors. To restore momentum and ensure success, I worked to re-establish client confidence in both SAP PCM and the overall implementation approach.

I negotiated a 5.5 million dollar rescue contract with revised scope, schedule, and funding, and managed and guided the transition from the previous implementation partner while maintaining their valued relationship with SAP. The recovery was delivered in phases—issue assessment, prototyping, remediation, development, and testing—with regular CIO and executive updates to rebuild trust.

Technical work included code refactoring, parallel processing architecture, and multi-threading strategies to meet performance KPIs. The program integrated SAP PCM with SAP C/4HANA and ECC, implemented a custom business rules engine, re-engineered ELT processes, optimized search with Solr tuning, and redesigned SAP Backoffice and Product Cockpit UX.

Achievements

• Negotiated and executed a rescue contract that secured approval to proceed

• Managed a team of 55 SAP and client resources with a budget of $4M in Expert Services.

• Delivered 50+ technical remediations, meeting all performance KPIs

• Completed assessments, redesign, and nine sprints on time and on budget

• Restored senior leadership confidence through transparent governance

• Integrated SAP PCM with SAP C/4HANA and ECC for stable high-volume imports

• Improved operational efficiency via optimized ELT, rules engine, Solr tuning, and UX updates

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Clinical Workflow Assessment Program

Cardiology & Radiology

As Delivery Manager, I led a multi-facility, multi-project program to design, implement, and deliver a standardized clinical workflow assessment service for cardiology and radiology departments across North America and the UK. This program was initiated to increase customer satisfaction and strengthen long-term relationships with McKesson’s Diagnostic Imaging clients (later Change Healthcare following a merger).

I was responsible not only for delivering site-specific assessments, but also for developing the assessment program itself, including creating the McKesson Imaging Scorecard in collaboration with radiologists and industry experts from McKenzie Consulting. The scorecard enabled benchmarking against best practices, identification of process inefficiencies, and prioritization of operational and technical improvements.

Each assessment lasted 4–8 weeks, with teams typically including two clinical resources, one technical resource, and one project manager. Several assessments were delivered in parallel, often in coordination with other McKesson-led initiatives such as PACS/CVIS upgrades, data migrations, and staff augmentation projects. The process involved on-site interviews, workflow observations, scoring against the Imaging Scorecard, and production of a detailed report for leadership outlining findings and recommendations.

Facilities assessed included 25+ hospitals and imaging centers in the US, UK, and Canada, including Kaiser Permanente, Desert Radiology, Huntsville Hospital, Royal Brompton & Harefield NHS Trust (UK), and Kingston General (Canada).

Achievements

• Designed and launched the Clinical Workflow Assessment Program, including development of the McKesson Imaging Scorecard

• Collaborated with radiologists and McKenzie Consulting to define best practice benchmarks for cardiology and radiology departments

• Managed delivery of workflow assessments across 25+ facilities in multiple countries, meeting 4–8 week per-site timelines

• Produced standardized assessment reports with prioritized recommendations that informed system upgrades, process optimization, and strategic planning

• Aligned assessment delivery with concurrent McKesson (later Change Healthcare) projects to maximize value and avoid disruptions