Massachusetts Institute of Technology

CTI (The Coaches Training Institute)

MIT Sloan School of Management

University of Waterloo

Manager at Q_PERIOR

Toronto, Ontario, Canada

Program Management support to stabilize problematic in-flight program delivering policy administration and underwriting rating system to Facultative Property business at a major US reinsurer client. Managed five PMs across seven workstreams to deliver Phase 1 tool (rating Fire, Terrorism, Flood, Hurricane, Earthquake, and Other perils), as well as two external vendors and internal support services. Synthesized content into Steering Committee materials for action on decisions, timeline and budget risks, and business customer priorities.

Q_PERIOR

Manager, Insurance Practice

Leading Life Insurer and International Financial Services Organization• Reviewed current state quarter-end close processes across Actuarial, Finance, and Investment Finance / ALM and developed hypotheses for future state processes under IFRS 17

Procom

Manager, Operations Management Consulting, Advisory (Contractor)

- Supported project initiation activities of IFRS9 Phase 2 engagement including deliverable prioritization and business case development.  Focused on Data Non-Retail, External Reporting, and Stage 3 workstreams

Scotiabank

IFRS9 Project Manager, Global Risk Management (Contractor)

- Documented process for new insurance product launch in support of successful implementation and tech go-live. Significant effort spent ensuring stakeholder acceptance and minimizing potential negative impacts

CIBC

Business Consultant, CMO, RMO (Contractor)

- Supported planning phase of Digitization Project across several operational and production areas in Retail Ops including Insurance Operations, MDST & Imaging Team, REBO Lending, and HPP & SPLC.  Produced project artifacts such as CS & FS process maps, gap analysis, FMEA, and developed benefits cases

Business Specialist, Process Engineering, EPMCP (Contractor)

- Supported the deployment of a new Quality System (based on Lean Six Sigma principles) across the Canada business.  Highlights include coaching pilots' participants through Design stage certification process, supporting the establishment of one of three Command Centers (HB partnership) including coaching  Accountable Executives on establishment of CTQs and metrics, updating Process Hierarchy, and serving Contact Centers as SLQ2CQ Coach for Manage and Improve stage activities [supporting 50+ FLMs across 3 LOB Verticals and 5 Horizontals to establish Visual Management Boards and improvement Circles]

Capital One

Lean Six Sigma Coach (Special Project Process Manager – Contractor)

Contractor supporting various consulting projects, transformational programs, and strategic initiatives through project management, process re-engineering, and management coaching roles. Key analysis and design engagements listed in bullets below (The Lab Consulting) and in the following Contractor roles (Procom, Scotiabank, CIBC, and Capital One):•	Reviewed secured (mortgages & HELOCs), unsecured lending, and credit adjudication operations processes and constructed process maps based on client interviews, identifying opportunities for improvement and leading practices at top 5 Canadian chartered bank•	Constructed team and department level capacity models documenting activities, frequency, and observing work-to-time relationships to establish a practical resource management tool to monitor staffing needs at top 5 Canadian chartered bank’s insurance subsidiary (auto & property support and billing operations, and underwriting activities)•	Reviewed commercial real estate lending, global capital markets FX, retail customer service sales, and branch support operations processes and constructed process maps based on client interviews, identifying opportunities for improvement and leading practices at leading regional California bank•	Reviewed Client Accounting and Performance processes of EMEA operations for Institutional Custodian (UK and Holland)•	Reviewed international operations of major life insurer to support strategic goals of streamlining processes (NYC, Mexico City, Warsaw, Dublin, London)

TDF Advisory Services

Director and Principal Consultant

HIO Group acquired by KPMG in May 2011, integrated into KPMG's Healthcare Practice

KPMG Advisory

Manager, Advisory Services

HIO is a boutique management consultancy focused on helping healthcare clients implement sustainable operational improvements that deliver measurable results.  By working with clients and client teams through the difficulties of the implementation phase,HIO ensures that changes are both imbedded and deliver improvements for patients and staff.  HIO’s approach focuses on ensuring sustainable improvement by:• Using a structured set of Lean Six Sigma tools tailored for healthcare to improve patient access and flow, by looking at existing processes from the patient's perspective• Focusing on measuring and improving core metrics (e.g. ED Length of Stay) and transparently sharing results across the organization• Involving frontline staff and physicians in all aspects of improvement from solution design through to implementation• Providing practical training and coaching to staff to ensure they have the confidence to continuously improve• Lead and support client teams through a structured lean performance improvement approach within a hospital environment including implementation of solutions• Build the skills, capabilities and confidence of client team members to ensure the sustainability of the improvements• Establish trust-based client relationships, from team members to senior executives • Build credibility by delivering high quality results on time• Proactively identify and resolve project issues

HIO Group

Healthcare Consultant and PIP Coach

The Lab is a Management Consulting firm founded by GapGemini alumni that focuses on delivering non-technology productivity improvements to Fortune 1000 clients.As a Project Manager (or Engagement Manager), I led or co-led engagement teams (of 3-6 people) on 8-10 week analysis phase projects, where we identified improvement opportunities through interviewing, process mapping, and analyzing operational & financial results. Improvements were validated and prioritized by benefit size, implementation effort & time. I tracked project progress versus milestones, and monitored team member productivity, which included assigning tasks, validating analysis & findings, and mentoring. I also focused on day-to-day client interaction, managing expectations (limiting scope creep), and preparing status updates of progress & findings. I either developed or assisted the Managing Director in developing detailed self-funding business cases to implement actions and realize the proposed benefits.•	Orchestrated 3-month analysis and implementation project for $40B New England banking and financial services company, achieving client savings of more than $60M•	Headed analysis phase for division of leading New England insurance and financial services company, resulting in client savings of $5.5M and ROI of 3.3x •	Steered client team at leading broker-dealer investment firm through 9-month operational streamlining of retail operations center, resulting in realization of more than 200% of anticipated client benefits•	Co-directed analysis phase project involving Marketing Department of major Canadian chartered bank, resulting in identification of more than 200 non-technology opportunities for improvement, reduction of cycle time by 25%, and gain in productivity by more than 20%•	Conducted data and financial analyses for major Northeast daily newspaper, facilitating respective reductions of operating costs, production waste, production labor, and inbound errors of 14%, 5%, 12%, and 26%

The Lab Consulting Companies, Inc.

Project Manager / Engagement Manager

Proprietary Equity Traders at SwiftTrade were compensated in direct proportion to their cumulative monthly trading P&L.  This was a highly energetic, pressure-filled, and incredibly fast-paced working environment.  For the most part, the firm's strategy focused on very short intraday intevals and encouraged measured risk taking.  I aggressively traded the firm's capital on the NASDAQ & NYSE exchanges.  I developed and utilized models based primarily on technical signals while integrating fundamentals into my outlook.  I assessed and managed the risk /reward ratio on each trade position I entered.  I traded a variety of stocks, but concentrated my attention in the semiconductor and software sectors.

SwiftTrade Securities Inc.

Proprietary Equity Trader

I took advantage of the continued post-Sept 11th economic slowdown in North America by assisting a friend with his small engineering business venture in Toronto.

TJ Enterprises

Self-Employed

Aston Associates is a niche Management Consulting firm founded by a former McKinsey & Co partner in their Financial Services Practice.  Aston focuses on the redesign of financial institutions using a top-down/bottom-up approach, and engages a single client at a time.I worked on the redesign of Insurance Australia Group (IAG) in Sydney.  As the Aston team leader for the Manufacturing Team, I led a team of senior IAG executives through the Aston redesign process.  The Manufacturing team was responsible for reviewing and examining all underwriting processes and procedures as well as the product development and management processes.  The team's action programs, which were implemented throughout 2003, projected savings of about A$25 million (including claim savings) on a baseline budget of A$70 million.

Aston Associates LLP

Associate

In late 2000, Luminant Worldwide (a public company) acquired New York Consulting Partners as their Supply Chain practice. New York Consulting Partners was a niche Management Consulting firm founded by a former McKinsey & Co partner in their Operations (& Manufacturing) Practice .As a Senior Consultant with Luminant Worldwide’s Supply Chain Strategy Practice, I worked on a variety of interesting & challenging projects in numerous roles. The Practice (NYCP) had a history of working with Investment Banks, Private Equity firms, and Fortune 500 consumer goods companies to improve the operations of their under-performing acquisitions. My work included pre-merger due diligence and post-merger integration from an operations perspective. My roles ranged from leading clients in the implementation of operational process improvements, to rigorous analysis & development of models, to supporting research activities for best practices, as well as supporting general business development efforts.

Luminant Worldwide

Senior Consultant

I worked as a Summer Associate in the New York Office's Operations Management Group. I was assigned to a restructuring project of major government agency in Washington, D.C.. This project involved multiple phases and unfortunately was between phases during my tenure there. We were in a relatively low period of project activity, so my responsibilities were limited to benchmarking HR functions and documenting best practices.

Booz Allen Hamilton

Summer Associate

Mitsubishi Canada Limited is the Canadian subsidiary of Mitsubishi Corporation, Japan's largest general trading company (sogo shosha). At the time, MCL was attempting to move from a business strategy that amounted to an ambassadorial role of earning 2% commission on transactions with Japanese suppliers to taking a more entrepreneurial approach. I coordinated the day-to-day operations of 14 product lines, managed customer accts & product marketing for each. Since the dept did not have a direct manager, I took on the responsibility of developing new business, planning long term strategy, and preparing the dept budget for approval by upper management. I was instrumental in increasing dept PBT from C$65k on sales of C$20M in '94 to C$415k on sales of C$18M in '96, establishing a new department profit record. I worked with 10 separate depts in the MC Tokyo office, 2 in Osaka, and 5 in NYC. I traveled to Japan for negotiations, and to Russia, Germany, & France for business development.

Todd Felkai

Todd Felkai