Aaron Odell

Working in Business Technology Services and Emergency Management and Community Safety, managing multiple projects simultaneously. Collaboration with multiple internal and external stakeholders to deliver publicly funded projects within Calgary 911, Calgary Community Safety, and Transit Public Safety. Key Projects Project: Traffic Safety Team Pilot – Operationalize a Peace Officer Traffic Safety Team to enforce “Noisy Vehicle” bylaws and speeding in school zones for the City of Calgary. Budget $2.25M. • Charter, Plan, and Execute a detailed Work Breakdown Structure with a large Project Team and multiple internal & external stakeholders. • Establish a new relationship with vendor Axon for the implementation of Body Worn Cameras (BWC), collaboration with IT Cloud Network Configuration teams for the daily operations of utilizing video evidence with Court Coordination teams • Manage a relationship with key external agency the Calgary Police Service to negotiate training for Peace Officers and support from the Deputy Chief and Chief of Police Project: Transit Public Safety & 911 Partnership – Transition Dispatch & Monitoring responsibilities from Transit Call Center to Calgary 911 Operations. Budget $2.05M. • Lead workshops with Calgary Transit, 911, Transit Peace Officers, and Calgary Police Service to create processes and identify technologies required for solution • Develop alternative Project framework structures to ensure communication and change integration can be planned across multiple departments and external agencies Project: Interim Peace Officer Communications Model – Establish a new Radio Dispatch process for Calgary Peace Officers and C911 Dispatch as directed by the Calgary Police Service. Budget $500K. • Charter, Plan, and Execute a PM Plan to remove Peace Officers from CPS Dispatch channels and establish a new Peace Officer Dispatch channel with Calgary 911

Managed Supply Chain West Operations portfolio, revamped product backlog, and led prioritization of Oracle ERP integration. Managed Transition Services Agreement post-merger, ensuring seamless transition of responsibilities. Key Projects Project: Oracle ERP Cloud Integration – Migrate all functions from ERP on prem to ERP Cloud, utilize new and existing features to replace manual processes being utilized. Budget $2.0M • Led training for Demand Management Oracle Planning Modules for all Residential, Network and Business Work Orders • Managed complex integration between ERP and operational systems, transition from Oracle on prem to Oracle Cloud Project: Sales Order Enablement - Utilize Supply Planning modules and create Order Entry façade to automate sales orders and eliminate manual processes. Budget $1.5M • Solidified end to end process for complex Network orders, from initiator to build to contractor pick up impacting 500+ employees Project: FLT Inventory Management – Remediate and create process for tracking assets assigned to customers from Purchasing to On Account to Return to Warehouse to Redeploy. Clean up and write off obsolete assets that have been returned. Budget $5.0M • Worked with Supply Chain Ops leaders to identify Customer Premise Equipment stuck in FLT statuses causing financial imbalances and write offs • Enabled process that is now being utilized by 500+ employees across Supply Chain and Finance teams, continual savings of ~$1M YoY

Led Agile Project Management initiatives to drive operational efficiency and savings across multiple Operational departments including Supply Chain, Network Operations, and Technical Operations. Key Projects Project: Service Health – Create a KPI to measure and and enable Network Operations to proactively address customer experience as it pertains to network reliability. Budget $2.1M • Established new company wide KPI for Customer Experience Network Reliability • Implemented new proactive Incident Type utilized by Network Operations Center Service Desk (+200 employees), resulted in ~10% reduction in customer calls/node (ITSM) Project: Order to Cash – Reduce the lead time for customers to be on monthly billing to actualize MRR. Budget $4.5M • Reduced Order Entry to Order Cash times by 5.6 days, increasing MRR by $150K MoM • Automated and modernized Enterprise to ERP Software integration, collaborated with Executive Leadership to launch a new business relationship with Purolator for Next Data Delivery options Project: Self Serve – Increase the utilization of self serve fulfillment method by customers while maintaining customer experience KPI’s. Budget $4.1M • Increased Self-Serve fulfillment by 38% resulting in ~$2-3M MoM OPEX Savings • Delivered multiple features iteratively on a long-term roadmap to increase CSAT, NPS, and CES

Utilized Predictive and Agile methodology for multiple projects including new software implementations, regulatory compliance efforts and operational efficiency. Key Projects Project: Field Technician On/Off Job Compliance – utilization of GPS for internal routing system for smarter technician routing and response. Budget $1.5M. • Moved from 60% to 100% Compliance nationally to increase Service & installs by +~10% Project: Tracking Emails for Mail Out – Customers and agents had no insight on tracking email for equipment mail outs to Customer. Budget $1.3M • 100% mailouts with tracking email notification to customer within 24 hours of Order Entry resulting in $500K OPEX savings YoY Project: Customer ETA Notifications – Company would receive ~4000-5000 calls per month on the day of installation to inquire on Field Technician ETA. Budget $1.2M. • 100% Elimination of call type = ETA as per Service Now Case/Issue Reporting, resulting in $1.7M OPEX savings YoY Project: Service Now Smart Ticketing – Utilize new ticketing service to replace email & phone escalations to regulatory department. Budget $1M. • Reduced email and phone escalations by ~80% • Delivered smarter ticketing paths for proper routing and faster, easier resolution (ITSM) Project: 911 and Directory Listing Auditing Enhancements – No tools or software capable of running audits for millions of customers 911 and Directory Listing information resulting in manual work that is inconsistent and time consuming. Budget $1.4M. • Increased accuracy for internal Informational Management Technologies (IMT) to 99% resulting in a $80K CAPEX savings YoY Project: Order Entry to Order Management Automation – Implementation of new provisioning software causing mismatches between Order Entry and Order Management systems. Budget $500K. • Worked with IT to create and enable a translation layer for 100% match rate between OE and OM

Managed national escalations, drove regulatory compliance, and developed relationships with regional leaders and other carriers. Implemented national training initiatives and contributed to software development requirements. • Attend CRTC meetings, provide input, and intake Federal changes back to Shaw OSS Enterprise Infrastructure teams for implementations (Compliance) • Provide daily assistance and coaching if required to 70+ agents • Faciliate internal National Branch calls to understand local porting issues to raise to CRTC • Create and maintain all internal process documentation • Built relationships with all other Carriers; Successfully created a multi-partner solution to resolve Customer Billing Issues

Handled auditing, issue resolution, and provisioning for phone services, managing multiple help desk inboxes and complex porting situations. Developed extensive process documentation.

Achieved top sales and call handling metrics, excelling in billing and technical issue resolution, and maintaining a high first-time resolution rate.

Managed a classroom of diverse students, providing ESL instruction, care, and additional tutoring in music during after-school hours.