Wynne Huerta

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Strategy Consultant - Contractor

York University - School of Continuing Studies

Nov 2022 - Feb 2023 (4 months)

• Provided feedback for York University on business process future trends, curriculum, industry training needs, business gaps, skillset and potential career progressions
• Provided professional consultation for Continuing Professional Education Program Manager on new Business Process Management (BPM) program prototype under development

Strategy Consultant, Business Process & Continuous Improvement - Contractor

Co-operators

Sep 2021 - Jun 2023 (1 year 10 months)

• Developed short to long-term vision, mission, strategy and roadmap from Current State to Transition State in order to reach Future State for a new team of re-organized BAs and Technical Writers (incl. Management) into new roles and responsibilities as Business Process Consultants to provide business process services for Advisor Alliance (new division) and national insurance agencies, thus avoiding the need to hire external resources
• Developed framework to build process architecture, process hierarchy and governance for new department and national agencies where none existed
• Created strategic recommendation for C-suite executives to identify process change impacts and map client journey experience for a high-profile project t

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Senior Consultant, Process Transformation - Contractor

Acronym Solutions (Formerly: Hydro One Telecom)

Sep 2020 - Apr 2021 (8 months)

• Designed transformational processes for New Product Introduction (NPI) projects: Network Operations as a Service, Field Operations as a Service, and Secure SD-WAN Managed Security Services, completing 100% of planned deliverables within aggressive timelines
• Managed issues, risks, gaps, developed process requirements, workflows and supporting artifacts, applying best practices and tools to facilitate cross-functional team and vendor discussions (e.g., SIPOCs, decision-tree, process maps, KPIs, RACIs, etc.)
• Aligned “People, Process and Technology” with industry frameworks and tools (e.g., ITIL, CRM – Work Management tool, ServiceNow, Remedy, workarounds in lieu of automation, etc.)
• Provided strategic recommendations to

Strategy Consultant and Senior Process Lead - Contractor

Metrolinx

Sep 2017 - Mar 2018 (7 months)

• Developed processes in accordance with industry standards for information management, document control and asset management in partnership with Change Management to address change impacts
• Designed Future State for Asset Management - Enterprise Digital Library transformation, reducing work effort by 40%, consolidated workflows and reduced redundancy by 65%
• Contributed as lead advisor for Governance Committee to drive decisions on asset management and document control framework and policies, and developed committee’s overarching goals and objectives, and roles and responsibilities

Senior Consultant, Business Process - Contractor

Bell Canada

Jan 2016 - May 2016 (5 months)

• Analyzed Bell Total Connect (BTC) product offering for Bell Business Markets (SMB - Small to Medium-sized Business) to identify areas of improvement, utilizing Lean tools such as SIPOC, value stream map (VSM), etc.
• Facilitated cross-functional teams to re-engineer Pre-Sales process, recommending a new operational model across 5 VP units with a new workflow management system (e.g., Jira)
• Created value stream map (VSM) for Quote-to-Cash process to identify value-added and non-value-added activities, utilizing 8 Wastes of Lean to reduce lead time and wastes by 50%
• Conducted Kaizen events to jumpstart continuous improvement initiatives (e.g., addressed delivery delays due to incomplete training, defined cut-off policy for

O

Senior Consultant, Business Process Improvement - Contractor

Ontario Lottery and Gaming Corporation (OLG)

Jan 2015 - Jun 2015 (6 months)

• Led and managed process design and improvement deliverables for new Gaming Management System (Version 13) modernization program to support business strategic objectives
• Spearheaded strategic initiatives for new Gaming Management System (GMS) within Agile environment with functional teams and vendor (Bally Technologies), established baseline benchmark, identified improvement opportunities and defined accountabilities, completing one month ahead of aggressive timeline, resulting in 93% completions and 7% deferred processes
• Designed activities that spanned across functions and ensured improved processes account for each interaction in preparation for Georgian Downs pilot

Senior Consultant, Business Process - Contractor

Manulife Financial Corporation

Feb 2014 - May 2014 (4 months)

• Changed and amalgamated technologies for front and back-office processes, gathering pain points and process requirements for future improvement opportunities
• Created process map template incorporating Business Process Model and Notation symbols and Lean metrics (Value Stream Map) to standardize process methodology and tools in preparation for Future State documentation, and addressed inconsistencies with past documentation
• Completed Benefits Metrics for Actuary (Pricing and Valuation) stakeholders, as part of Business Impact Analysis for Gate I of Travel Modernization program (travel insurance) and received full approval from Executive Steering Committee for project budget of $12M over 3 years

Process Architect, Team Lead - Contractor

TD Bank

Oct 2012 - Mar 2013 (6 months)

• Facilitated process working sessions and managed training strategy with cross-functional Core and Retail stakeholders, designing processes, procedures and policy documentation, adhering to Information Technology Infrastructure Library (ITIL) framework to support Voice over Internet Protocol (VoIP) solution
• Designed new Retail Support Solution, leveraging from existing processes, resources and tools, minimizing cost, time and work effort by 3 to 4 months
• Managed training strategy and training plan to transfer knowledge from Level 3 Engineers to Level 1 and 2 Enterprise Voice and Video Services support team
• Planned deliverables, standardized tools and methodology for process team, and coached Technical Writer to develop

Senior Consultant, Business Process Re-Engineering - Contractor

Foresters

May 2012 - Sep 2012 (5 months)

• Standardized Business Process Re-engineering team’s tools and templates (based on BPMN methodology) and documentation library to provide consistent, high-quality level of service to internal teams
• Collaborated with business teams to gather, review and translate business requirements into business process artifacts including business processes and procedures for Foresters Invests in Transformation (FIT) project
• Assessed and revised Policy Administration System Release 1 process maps created by past consulting teams (CGI & Deloitte) to reflect logically complete end-to-end processes, identifying process triggers (start/end), scope and assumptions

Senior Consultant, Business Process - Contractor

Rogers Communications

Nov 2010 - Feb 2012 (1 year 4 months)

• Facilitated stakeholders to implement process changes and improvements on existing processes and create net-new processes to support new Maestro billing system work flows under M2 phase (Rogers’ enterprise-wide customer management, ordering, provisioning, billing and product management platform for next generation services) for Operational & Production Readiness
• Reduced work effort & efficiency from 80 process maps to 4 process maps by recommending high-level approach to define major Maestro (M2) end-to-end processes for ITS Billing Support, supported by methods & procedures documentation (i.e. 3-Tier Level Support, KPIs, error handling, tools & configurations, application servers)
• Led process development and improvement act

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Independent Contractor – Founder & Director

WH Solutions Inc.

Apr 2010 - Current (16 years 7 months)

• Founder and Primary Consultant of a business process consulting firm that provides comprehensive services to build governance frameworks, optimize performance, increase productivity and cultivate change, applying a strategic, measured approach for sustainability
• Render services for business process strategic recommendations within enterprise and operations, business and digital transformations, products and services integration, and strategy and roadmap development to build business process teams
• Consult and coach leaders (VPs, AVPs, Directors, Managers, Leads, Consultants, etc.) to adopt Lean and Change Management best practices for a high-performance culture
• Government of Canada - Authorized Security Clearance: Reli

Business Process and Product Manager - Contractor

Telus

Apr 2010 - Nov 2010 (8 months)

• Developed process and product development documentation for complex enterprise Wireless Secure IP business solutions under $3.34M HSPA-SIPA program
• Developed and communicated training plan for trainers across all functional teams nationally in preparation for product launch, and managed trainers to develop training and job aid material
• Facilitated process design workshop sessions and developed four high-level end-to-end processes, managing 25+ teams to integrate and streamline complex, wireless-wireline technology (over MPLS network) for Wireless Secure IP business solutions, resulting in 400% business growth in 2011 (revenue of $90M over 3 years)
• Designed HSPA-SIPA Order-to-Billing process leveraged from HSPA-CDMA Pr

Senior Business Process Auditor – Team Lead/Hiring Manager - FT/Perm.

Aviva Canada

Jul 2006 - Mar 2009 (2 years 9 months)

• Managed independent audits (planned audits, individual process and internal control reviews) for assigned CPD processes, functional divisions and future partners
• Made recommendations to management from audit results and reports, identified CPD trends and key risks, participated in developing and maintaining audited processes and procedures
• Identified and mitigated operational issues and risks, and non-compliance, and provided sustainable solutions
• Trained and mentored staff on business process knowledge (e.g. process documentation, tools, methodologies), managing weekly team meetings to review project status, identifying issues and required actions and promoting business process information sharing and career developm

Senior Consultant, Business Process - FT/Perm.

Rogers Communications

Apr 2005 - Apr 2006 (1 year 1 month)

• Facilitated workshops with internal and external stakeholders, with objective of identifying pain points, resolving issues and gaps, establishing process scope, and designing and implementing effective end-to-end process solutions for enterprise-wide product development initiatives
• Led discussions to identify benchmarking criteria for measuring success (metrics)
• Carried out trending data analysis, SWOT analysis, customer surveys and obtained stakeholder input, resulting in recommendations for improvement opportunities, and presented to senior level management and executives
• Reduced process map details by 40%, minimizing future revisions and supporting documentation
• Coached Technical Writers to maintain library

Business Process Manager, Implementation Manager - FT/Perm.

Bell Canada

Jan 1999 - Oct 2003 (4 years 10 months)

• Gathered requirements, created net-new and revised existing process maps, procedures and business templates to support new business products and services
• Participated in project activities utilizing RAD methodology within JAD sessions at Bell Canada’s Montreal office, reducing project time completion by 3-4 months and optimizing team resources
• Initiated an assessment that reduced project scope and resulted in time/cost savings of 85 hrs
• Created deliverables that were adopted as a template by department, thereby reducing development time and cost for future projects
• Coordinated and planned high-profile migration of 800+ CIBC branch networks across Canada to upgrade broadband TCP/IP network equipment and services

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Management Information Systems Analyst - FT/Temp.

Bank of Montreal (BMO)

May 1997 - May 1998 (1 year 1 month)

• Created Sales and Service, Trends and IVR Reports for call centre Managers and VPs
• Managed and maintained development of Access database reporting tool
• Conducted information analysis of Crystal Reports for call centres
• Automated manual tasks to create Sales & Service and Production Reports, reducing work effort and delivery time interval by 30%
• Improved production support by identifying issues, addressing errors, obtaining approval for resolution, and mitigating risks and potential downstream impacts

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Wynne Huerta

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