GABRIEL DEREMIENS, PMP, ITIL

Toronto, ON M4Y 1C9 Phone: 416.515.0409 Cell: 416.357.6266 gabriel_deremiens@hotmail.com

PROFILE
Results-oriented, award-winning, bilingual (French/English) Senior Project Manager with over 15 years experience managing complex IT projects with budgets ranging from $260K to $13M. Superior personnel leadership talents and experience in directing Fortune 100 company teams of up to 100 resources, often of diverse cultural backgrounds, languages, and geographic regions. Specialization in managed operations and labour transition projects/programs with a verifiable track record of capturing substantial savings through off-shoring and leveraging innovative alternative solutions while optimizing bottom-line performance. Core Competencies Project/Program Management Transition Management Problem Analysis Innovative Solutions Outsourcing Off-shoring Change Management Cross-functional Collaboration Cross-cultural Collaboration Team Leader Mentor Coach Executive Presentations Network Services Vendor Management

PROFESSIONAL EXPERIENCE
DEREMIENS IT CONSULTING, INC., Toronto, Ontario August 2010 Present Principal consultant responsible for providing project management expertise, leadership and advice to IT companies and clients in the banking sector.
HP CANADA, Mississauga, Ontario August 2010 June 2011 (Contract)

Senior Project Manager (August 2010 June 2011) Managed teams on 13 application and infrastructure projects for Hewlett-Packards client, banking giant CIBC, with a total budget of $710K and individual budgets to $260K; delivered projects on time and within budget, using best practices and following PMO standards and processes. Led team of 17 to upgrade application databases on 7 servers to Oracle 11g. Marshaled a team of 17 to re-write the Anti-Money Laundering application to meet new government regulations, involving application integration and code drops. Collaborated with CIBC to gather requirements associated with its launch of 4 new MasterCard products and conversion of approximately 900K accounts from Citi to CIBC platforms/applications, resulting in significant recommendations being presented. Supported various lines of business, including Remote Banking Shared Services, Lending, Insurance and Amicus Technologies and Cards and Collections among others. Improved CIBC satisfaction with Hewlett-Packard substantially, earning exceptional reviews from numerous stakeholders.

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Gabriel Deremiens, PMP, ITIL --- Page 2 of 3 IBM CANADA, Markham, Ontario April 2002 August 2010

Global IT services company with revenues of $99.9B and operating in more than 170 countries with more than 425K employees. Overall Transition/Program Manager (January 2009 August 2010)
Executed global delivery transition projects/programs for 15 customers across multiple sectors and industries.

Managed largest global delivery transition for IBM Server Systems Operations Canada in 2010 and directed the activities of five project managers and oversaw the hiring of 44 team members in India while facilitating knowledge transfer and job shadowing from Canada to India; program comprised of eight projects and 11 customer accounts. Managed onsite (local) and off-shore resources.
Planned and migrated support for four clients from Canada to India, including the hiring of 78 employees in India, completing knowledge transfer and job shadowing, preparing Statements of Work, creating 20k IDs in three months while managing a $13M budget. Expedited Bell Canada transition one month ahead of schedule and compressed Celero transition into two months versus standard three months. Overcame challenges such as language barriers, HR issues, cross-cultural concerns and time zone differences to ensure projects were completed on time and within budget. Senior Project Manager (March December 2006, September 2007 December 2008)

Managed concurrent network services projects of various sizes, complexities and budgets, collaborating with management and global delivery PMO to implement global delivery model for managing future transitions from feasibility assessment to transition completion.
Spearheaded labour transition project of Network Services employees to Bell Canada requiring transfer of 22 FTEs; efficiently completed initiative with minimal impact to customer service levels. Oversaw network infrastructure build project for US outsourcing client, Reed Elsevier encompassing configuration of new customer LAN and VLAN in IBM Rochester data center and installing standard IBM tool sets. Preserved team effectiveness in face of impending redundancy and employer changes as projects approached completion. Developed and maintained relationships with various vendors, including AT&T, Bell and Telus. Conducted upgrade of four RightFAX servers involving 3,400 Manulife Financial clients, steering cohesive efforts among multiple vendors and end users. Transitioned selected host network support and architecture functions from Canada to India and transferred LAN troubleshooting operations from Canada to Brazil. Global Delivery Program Manager (January 2007 August 2007)

Directed eight project managers, one project control officer and 100 team members in four countries, advancing IBM strategic initiative to become globally integrated enterprise. Transitioned network services functions performed by 25 employees for five Canadian and US accounts to India and Brazil. Saved $3.8M USD over five years by exceeding FTE and cost saving targets; presented with Ovation award by IBM Canada GM.
Advisory Project Manager (October 2005 June 2006)

Promotion to Advisory Project Manager. Managed discontinuance of DemandC service. Coordinated project team to derive alternate connectivity solution for IBM customers, transition them to new service and shut down old service, including all related infrastructure. Saved more than $2M in operating expenses by shifting IBM network service to more affordable
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Gabriel Deremiens, PMP, ITIL --- Page 3 of 3 Associate Project Manager (September 2003 October 2005)

Managed connectivity solution design and implementation for 62 IBM Network Services customers with team of 27 IBM employees and contractors and budget of $1.75M. Scope included system conversion from Systems Network Architecture (SNA) to Enhanced Virtual Private Network (EVPN). Delivered high-profile project $268K under budget.
Played pivotal role in uncovering $400K in savings in 2005 and $2.5M in 2006, and recognized by IBMs executive management for avoiding $900K in under-recoveries in 2006. Project Control Officer for TD Managed Network Services Transition (September 2003 August 2004) Managed project schedules, risk/issue/change logs for six network project managers. Tracked and controlled overall transition budget of $1.8M, including hardware, software, labour and capital expenses and reconciling any and all overages. Total contract value was $700M. Converted from Bell network to Telus MPLS network, including approximately 1400 ATMs geographically dispersed across Canada. Associate Project Manager (September 2003 February 2004)

Managed secure network infrastructure (SNI) sub-project with team of 14 employees and contractors, part of a multi-million dollar contract to transition managed network services from TD Bank to IBM Canada. Consistently adhered to $275K budget and delivered project within specific timeline parameters.
Team Leader (April 2002 September 2003)

Led program to implement numerous projects in support of the RightFAX application for various Manulife business units, including Wealth Management, Group Benefits, US Savings and Retirement Services, Affinity Markets and US Group Pension Systems. Completed program within $1.7M budget while mentoring and coaching 20 staff.
Completed 11 projects for Manulife from 1999 to 2002, effectively administering $2.7M program budget and coming in at $500K under budget. PRIOR BACKGROUND: Senior Technical Specialist / Team Leader, Manulife Financial, 1999 to 2002 Technical Specialist, Cassels Brock & Blackwell, 1995 to 1998

TECHNICAL SKILLS Operating Systems Database Applications Internet Software Applications

Networking Methodologies

Windows 95, 98, 2000, XP, NT, Unix, Linux, and Solaris Oracle 9i/11g, SQL Server, and MySQL , MS Outlook, Internet Explorer, and Netscape Microsoft Office Suite (Word, Excel, PowerPoint, and Project), Visio, Lotus Notes, Rational Portfolio Manager, SharePoint, RightFAX, Automated Workflow Distributor (AWD) and Sametime LAN/WAN, TCP/IP, SAN, Cisco routers, switches, NetWare, DEA circuits, T1s, and Cisco PIX firewall Project Management Lifecycle (PMLC), Software Development Lifecycle (SDLC) and Lean/Six Sigma

EDUCATION & PROFESSIONAL DEVELOPMENT

Four years, Brandon University Certified Project Management Professional, PMP ITIL v3Foundations Certification IBM Senior Project Management Certification IBM Training Programs: Leadership Readiness and Project Management

AFFILIATIONS
Member of Project Management Institute (PMI), 2004 to Present; Member of Lean Enterprise Institute

AWARDS
2009, 2006-2007 Recipient of 11 IBM awards, various Global Delivery Program/Projects 2005, Recipient of outstanding leadership award, CMC Discontinuance Project 2004, Recipient of IBM team award, TD Transition Project