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Evaluated economic feasibility of constructing a solar generation facility under
Ontario’s Renewable Energy Standard Offer Program (RESOP) for mid-size
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 three year IS Strategic Plan to achieve several critical business
objectives across all functions of a $1.5M biotechnology organization as the
company doubled its revenues. The plan identified new capability building
applications and reduced the number of incompatible systems while defining an
enterprise application and infrastructure roadmap, and a business case that re-
positioned the company as it pursued its challenging growth targets.
Developed a target application vision and roadmap for a major US electricity and
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.
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
Developed and executed a plan for 30% reduction in IS costs through improved
alignment and rationalization of services for an international construction company.
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.