About Me
I’ve been in the Business Technology industry for 25 years, covering all areas of strategy to execution to sustainment in operations. 14 of those years, I led business and technology departments for a financial institution that was consistently recognized as one of the best in Canada by Forbes. Prior to that I was with Fujitsu Consulting and self employed, serving both private and public sectors.
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One of the most important things that I've learned is that the acceleration of a business only comes through the continuous evolution and improvement of its business systems, inclusive of people, processes and technology. Another thing that I've learned is that a Business and Technology partnership isn't enough. Business Technology needs to be synergistic and embedded throughout the organization. In order to succeed as an organization, you need people that are well versed at Business, Technology, People and Process.
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When you work with me, you will receive collaboration with transparency and consistency. Want to learn more? Contact me today for an initial consultation.
About my time at Servus
During my 14 years at Servus, I was part of a great team and culture. When I joined, Servus had 4.3B in assets and through mergers, acquisitions, and organic growth, we grew it to become one of the largest and best performing Credit Unions in Canada at 17.4B assets, when I left. In addition to the growth, we won several best employer, member experience, innovation and best Canadian bank awards (including #1 in 2022, Forbes).
As a leader with my peers, I had the opportunity to be part of a Strategic Integration Advisory Committee, where we operationalized our strategy or tackled difficult problems like budget when Bank of Canada rates were cut. I also had the opportunity to serve on the Executive Leadership Team Advisory Committee, where we joined the C suite in their weekly meetings and annual planning sessions.
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As an individual, I had the opportunity to move Servus from traditional department led planning and prioritization to joint Business Technology governance, Portfolio Management and Strategy to Execution processes. Though waterfall at the time, all of those processes were maintained to support portfolio restructures and a shift to DevOps and Product Management, which I also helped lead.
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In my roles, I had the opportunity to design and lead several significant transformations within IT, including a Services based operating model and DevOps delivery model, which included changes to structures, people, processes and technology. In addition, I had the opportunity to lead the creation and/or continuous improvement of new business and technology capabilities appropriate to a large Financial Institution that was becoming digital while we transformed to agile-adaptive practices; including Product Management, Emerging Technology, IT Risk and Security Management, IT Strategy, IT Delivery, IT Operations, Enterprise Architecture, Business Analysis, Service Management, Business Relationship Management to name a few.
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Through that tenure, I’ve played several roles within programs and projects, including a multi-year program execution steering committee and various project & program owner/sponsor roles.
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Throughout all of those opportunities I've designed and executed strategies, roadmaps and tactics, from the enterprise level to the team level.
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I'm grateful for having such a strong leader at Servus that gave me the opportunity to lead all areas of IT, bring my skills into Business areas and lead so many of the necessary changes to help an organization become digital. With all of that, it was a very fast 14 years!