Project Manager – Healthcare Digital Transformation - Software International - North York, ON
(2025-07 - 2026-04)
Partnered with the Chief Medical Officer and senior stakeholders to implement a new healthcare application model, increasing patient access to care by 45% and supporting onboarding of approximately 50 patients per day. Led end-to-end project management for a healthcare digitalization initiative, coordinating application development, workflow modernization, stakeholder engagement, testing, implementation, and post-launch support.
- Managed cross-functional teams including developers, business analysts, QA testers, solution architects, engineers, clinical stakeholders, vendors, and business users.
- Collaborated with internal and external stakeholders to define scope, objectives, deliverables, timelines, dependencies, success criteria, and business requirements aligned with patient care needs.
- Developed and maintained project plans, schedules, budgets, resource plans, RAID logs, issue trackers, status reports, and stakeholder communication plans.
- Conducted risk assessments, tracked risks and issues, assigned owners, escalated blockers, and implemented mitigation strategies to support successful delivery.
- Managed vendor relationships, including contract coordination, performance monitoring, issue resolution, deliverable tracking, and adherence to service-level agreements.
- Supported compliance with HIPAA requirements while maintaining focus on data security, patient privacy, access control, system reliability, and audit readiness.
Project Manager – Cloud Data Migration - Software International - North York, ON
(2023-09 - 2025-03)
Led a 16-month legacy-to-cloud data migration initiative, coordinating discovery, migration planning, data assessment, mapping, testing, validation, cutover, go-live, and post-implementation support. Supported migration of 250,000+ patient, appointment, billing, clinical, and operational records, 500+ GB of data, and 5+ years of historical healthcare information from an in-house system to a secure cloud platform.
- Managed cross-functional teams of 15+ resources, including business analysts, database administrators, cloud architects, developers, QA testers, cybersecurity teams, vendors, business users, and support teams.
- Developed and maintained migration project plans, RAID logs, migration schedules, issue trackers, cutover checklists, status reports, communication plans, and go-live readiness trackers.
- Coordinated 3 test migration cycles before production cutover, improving data validation, identifying defects early, and reducing go-live risk.
- Supported UAT with 40+ business and clinical users, validating migrated records, user permissions, reporting, integrations, workflows, and daily operational activities.
- Minimized operational disruption through phased migration, parallel run, data synchronization, low-traffic cutover, rollback planning, and post-go-live hypercare.
- Coordinated validation and reconciliation activities that helped achieve a 98%+ reconciliation rate before final business sign-off; supported a 4-week hypercare period after go-live.
Project Manager – Contract / Agile IT Delivery - Centerra Gold - Toronto, ON
(2021-01 - 2023-07)
Supported IT project delivery within a mining environment, working with Product Owners, Agile Delivery Leads, business stakeholders, technical resources, vendors, and delivery teams to deliver digital solutions aligned with operational needs. Coordinated Agile delivery across an 18-month contract, including backlog refinement, sprint planning, daily scrums, sprint demos, retrospectives, delivery tracking, and stakeholder reporting.
- Worked with the Product Owner and delivery team to create, maintain, and refine a backlog of 120+ user stories, defects, enhancements, and technical tasks.
- Facilitated 30+ Agile ceremonies and applied Scrum practices across 2 delivery workstreams to improve transparency, workflow visibility, and delivery accountability.
- Supported 10–15+ cross-functional team members by removing roadblocks, managing dependencies, improving delivery capacity, and helping teams stay accountable to sprint and project commitments.
- Collaborated with 20+ business, operations, IT, vendor, and leadership stakeholders to clarify priorities, communicate progress, manage dependencies, and support decision-making.
- Tracked and supported resolution of 25+ project risks, blockers, defects, and change requests, escalating critical items and coordinating resolution with business and technical teams.
Project Planner / Scheduler – Primavera P6 - Centerra Gold - Toronto, ON
(2017-02 - 2020-03)
Managed and optimized fully resource-loaded Primavera P6 schedules covering gold and copper activities, exploration programs, drilling operations, and pipeline project segments.
- Performed critical path analysis, variance analysis, and Earned Value Management to track progress, forecast delays, and improve schedule adherence by approximately 15–20%.
- Generated Primavera P6 performance dashboards, S-curves, and summary reports, enabling leadership to make data-driven decisions and proactively manage operational risks.
- Coordinated with multidisciplinary teams to optimize resource allocation and streamline workflows, contributing to on-time execution of turnaround and field activities while reducing bottlenecks by approximately 10–15%.
- Delivered bi-weekly schedule updates and shift progress reports by integrating daily field quantities and production data to improve project visibility and support timely corrective actions.
Turnaround Planner / Scheduler – Primavera P6 - CNRL - Alberta
(2016-01 - 2016-08)
Facilitated planning meetings with operations, inspection, mechanical teams, and contractors to define turnaround scope for pressure vessels, flare systems, and boiler units.
- Developed detailed Work Breakdown Structures covering vessel isolation, opening, internal inspection, refractory work, boiler maintenance, flare stack inspections, and restart activities.
- Built and maintained integrated Primavera P6 turnaround schedules aligning vessel entry, boiler outage work, and flare system tie-ins with unit shutdown and startup logic.
- Identified critical path items such as boiler tube inspections, flare header tie-ins, and pressure vessel repairs, monitoring float consumption to prevent schedule overruns.
- Resource-loaded schedules and produced manpower forecasts supporting scaffolding crews, crane lifts, confined-space teams, and specialty inspection contractors.
- Tracked turnaround progress during execution, updated schedules daily, resolved field constraints, and recommended mitigation strategies including resequencing work, adding shifts, and optimizing contractor deployment.
