Reported to the VP of Customer Experience & Marketing. Spearheaded BCLC's enterprise data insights, user experience design, Innovation and market research teams. Leveraged insights to support key marketing, product and operational business decisions.
• Responsible for assembling and communicating player insights and operational data across the enterprise
• Key contributor in BCLC's transformation to a formal Enterprise planning model
• Aligned BCLC's data analytics strategy with BCLC's new organizational strategy and objectives
• Established and led a cross-functional governance forum to prioritize enterprise data insights
• Facilitated player centric innovation across BCLC using a collaborative cross-functional framework
• Built an engaged team that delivers value, has fun and maintains a healthy work-life balance

Reported to the VP of Consumer Field Operations Enablement. Managed annual team budget of $3.5M and project implementation budgets $5-10M. Accountable for all business transformations, process improvements and new product and service introductions for fielded customer orders (Security, Internet, & TV products).
• Developed team strategy in alignment with Divisional and Enterprise strategic goals and objectives
• Led a Value Chain process improvement program for customer installs which achieved 94% yield.
• Expanded field operations across Canada to generate $50M in additional annual revenue.
• Reduced Smart Home Security customer installation time by 54%.
• Established and grew a new team to 34 members while achieving a 93% engagement.

Reported to the VP of Technology Strategy & Enablement. Accountable for decentralizing the process improvement function across TELUS. Led a team of 15 project managers to achieve process improvements for networks, engineering and IT technology teams across the organization to improve operations and customer experience.
• Developed the Process Improvement team decentralization strategy, mandate and structure.
• High focus on team member development and individual engagement (15 team members).
• Increased team member engagement from 71% to 100%. 2

Reported to the SVP of Business Customer Experience (BCX). Developed BCX's Strategic Plan in collaboration with the VP leadership team including determining the top programs/projects each year. Established a new strategic PMO team, oversaw the execution of the key programs/projects for the organization and was responsible for executive progress updates.
• Collaborated with Leadership to develop the 2016 Business Customer Experience Strategic plan and priorities.
• Translated high level executive objectives into executable strategic plans and initiatives.
• Formed a new strategic PMO team to lead the high priority strategic programs.
• Established and maintained multi-year roadmaps for transformational programs.

Collaborated with SVP Chair and executive stakeholders to establish and manage the TELUS Reliability LT.
• Directed 22 team members in the preparation of the TELUS CEO Reliability Summit material.
• Provided all content for the monthly SVP committee meetings, Board and Strategy meetings.
• Established the TELUS Wireline Forum from concept, implementation to on-going management.
• Provided oversight on NBD's strategic programs and scorecard development/management.

Primed the annual National Business Delivery (NBD) strategy planning session, subsequent strategic plan development and provided oversight and reporting on all strategic programs/projects to the NBD VP.
• Planned and chaired the monthly operational and enablement NBD LT meetings.
• Responsible for the strategic planning process and program execution for NBD LT.
• Used quantitative and analytical skills to resolve NBD challenges on behalf of the VP.
• Managed the reporting on all strategic initiatives including risk management to the NBD VP.