As Digital Experience Owner for an established national telecommunications provider, I was tasked with re-imagining the client-facing self-service platform.  This platform was comprised of customer billing, digital payments processing, data tracking and usage metrics, as well as troubleshooting support and live support chat.  

In pursuit of an industry leading experience, I performed a series of market research and analytics to identify what our competitors were doing well, and what opportunities were present for innovative experiences in the market. I created a gap analysis for our product, designed wireframes and mock-ups, and worked with our architects and technical experts to build and ultimately pitch a roadmap to rollout new features and improvements consistently to customers over a 2-year period.

While working for a US-Based igaming organization, we turned our attention away from the client-facing experiences and features, and instead focused on improving the underlying infrastructure. The aim of this project was to improve our platform reliability, application performance, and developer efficiency by migrating the entire web app, as well as the supporting iOS and Android apps, to a series of Kubernetes container clusters.

As one of the Product Managers, I was tasked with leading the migration initiative within our team, and completing the migration without disruption to our day-to-day performance

This US-Based digital iGaming and sports betting organization builds and operates online web and mobile applications for clients throughout the United States. Initially reliant on a third-party payments processor with limited native integration, I was tasked with modernizing and enhancing the integrated E-Commerce platform.

This project involved migrating the development environments to Kubernetes to increase stability and performance, building an integrated payments API to drive the native iOS and Android app experiences, and ultimately expanding the payment method offering to include direct banking integration (EFT/ACH), Debit and Credit transactions, cash deposit and withdrawal options for consumers, and even planned support for cryptocurrency.

In the process of building a platform for Insurance Brokers, this Insurtech realized there was an opportunity to similarly innovate in the Insurance Carrier space as well. As the Director, Process and Delivery at the company, I was tasked with helping the organization scale their existing processes, and build a comprehensive roadmap of requirements from the various stakeholders, and bring this vision to life.

During my time at this company I established and implemented these processes, helped to effectively scale the development team by 200% without a decrease in realized productivity, and aided in the development of the project milestones and deliverables from MVP through to market-launch.

This Canadian Insurance Brokerage is attempting to innovate within the insurance industry and emerge as an InsurTech in the process. They developed an in-house software platform to power their brokerage which gained traction within the industry, eventually creating an opportunity to white-label their solution as a SaaS product.

I was brought in as a Product Owner to help the organization manage their constantly growing list of requirements, but found myself in a hybrid Scrum Master/Product Owner role - owning both the development process and the product roadmaps. Over my time at this organization, I implemented an end-to-end scalable Agile process built on Scrum, and helped to establish clear and concise roadmaps as well as detailed backlogs for each of the 8 interconnected product modules.

This Alberta-Based Financial Institution underwent a Digital Transformation in 2017 which sought to bring the organization’s processes into the digital age. In 2018, I was tasked with reimagining the small business lending process and it’s internal web app. The goal of this project was to identify and implement a new platform which would improve both the employee and customer experience, and maintain accuracy, without exposing the organization to increased credit risk.

The final solution would cut the time-to-approval down nearly 90%, the required data-points down 70%, and the time-to-funding was reduced from nearly a week to under 24 hours. These efficiencies would free up a substantial amount of time allow employees to focus on providing quality financial solutions for their clients, and would provide faster access to funds to allow clients to begin to transact days earlier than previously able. 

This Post-Secondary Co-Brand program was originally intended to foster community within Alberta, and bring a sense of philanthropy to the staff and alumni of Albertan Universities and Colleges by providing a convenient vehicle for cardholders to give back to their alma mater. The program ultimately proved unsustainable and cardholder retention and spend declined.

My project was to identify a suitable method of reviving the program, and to work with our internal and external stakeholders to implement the solution across Alberta.