Chantelle Neis

Responsible for the successful design and delivery of high priority, highly visible initiatives of both a corporate and IT nature. • provide senior-level business analysis, project management, consulting, project leadership and client relationship management to support corporate and divisional unit objectives • ensure that the system supports business operations in a manner that meets both policy and user needs • plan, organize and coordinate the development and delivery of project deliverables from the initiation phase through to implementation. These activities typically encompass a thorough review and reengineering of policies, business rules, information requirements, and supporting system processes, ensuring the objectives and schedules align with divisional goals and objectives as well as the corporate business plan • plan resources as needed and implement effective and efficient business processes to support the business function • develop and implement change management strategies and procedures while maintaining effective working relationships across organizational divisions and teams, with other governmental departments and agencies, and external stakeholders • provide significant leadership, guidance, and coaching • ensure both business and technology related solutions adhere to standards, regulations, and policies

Project Manager/Product Owner for the Commercial Truck Driving Simulator project to enable Alberta learners to complete their mandatory entry level training via a virtual reality simulator. • Working closely with the Leadership and Executive teams to drive project vision and success. • Leading two development teams in product development activities. • Completing project planning activities, to ensure key milestones are met, outsourcing requirements are identified early and staffing levels are reflective of project phase requirements. • Establishing and maintaining relationships with external stakeholders, Subject Matter Experts, and Customers. • Becoming deeply knowledgeable about the product users and customers, having empathy for their challenges and concerns, and advocating for them in product development. • Monitoring and identifying project risks and issues and working with appropriate teams to mitigate. • Negotiating with and balancing inter-dependencies on resource time with other project managers and department managers, with an eye on company-level strategy and a holistic view of priorities. • Using my understanding of project impacts and stakeholders to establish the proper communication and decision-making paths and protocols.

Project manager for 2 complex projects, to develop local system applications to enable OSC review of prospectus filings. This work is occurring in alignment with a national system development project to develop a new application to enable filer and regulator interactions, and scope encompasses the development of the required integrations between local and national systems (API-based). Strategized and implemented process improvement and change activities within the IS branch: (1) Strategized and Led the Modernization Initiative to become an Agile organization that embraces a DevOps culture and is striving towards a CICD pipeline; (1) a. Formed a cross-functional 'Modernization Working Group' to enable change and adoption from the ground up. (2) Defined and implemented a Work Intake Process for the branch to ensure holistic prioritization of requests and cross-functional collaboration; (3) Formed the IS Communications pod to standardize and improve internal communications practices; (4) Created and implemented a refreshed and defined SDLC & PMLC, supplemented with templates, guidance and training; (5) Enabled the adoption of a variety of Collaboration Tools (Trello, Teams, JIRA, OneDrive, BitBucket); (6) Pandemic Response Management; (7) Jira administration and configuration, in alignment with new project methodology

Client: Ontario Securities Commission Supported the migration of several large-scale Lotus Notes enterprise applications, which enable regulation of the capital markets, to the new IBM Case Manager technology. The roll-out, training, communications and change management components of one of the largest of these projects is now considered the ‘Gold Standard’ at the OSC, I have since re-engaged with this client to define this process and methodology for future projects to adhere to. • Improved business performance and identified efficiencies by creating process maps, conducting process reviews and analyzing potential improvements. • Supported sound and informed decision-making, by transforming large quantities of information into targeted and easily understood communications. • Utilized strong communication skills to enable success between the development team, internal technology service teams, other internal stakeholders (from 10+ departments) and external stakeholders. • Directed system integration and user acceptance testing (created test plans and schedules, designed and managed JIRA ticketing processes, allocated work, etc.). • Leveraged data analysis, research and communication skills to quickly become a subject-matter expert on a variety of concepts and system processes. • Created and led a robust training plan and program (including facilitating training sessions and webinars, training videos, user guides, FAQs, etc.). • Assessed project success and identified lessons learned and best practices to be applied to future projects by utilizing a variety of post implementation activities.

• Provided full cycle accounting management for the Lacombe Regional Waste Services Commission (completed budgeting, presented at commission meetings, completed year-end tasks, worked with external audit team, etc.). Used financial analysis to prepare funding models; proposing new rates, borrowing, reserve contributions, and budgets for presentation to the board. • Contributed to the annual budget process for the county; engaging with business units, analyzing past data and creating future projections, and creating and presenting budget documentation. • Provided supervision, training and support to entry-level finance department staff, as needed. • Spearheaded constant process review projects to improve existing processes within the finance department (e.g. investment tracking, bank reconciliations, grant tracking). • Completed Business Analyst and Project Management tasks for the implementation of new asset management software. o Performed “as-is” process mapping, gap analysis and business requirements documentation and completed business process improvement analysis. o Kept management informed of project status and key decision points, managed timeline implementation and internal project communications. o Worked with software vendor to ensure the end product met requirements and deadlines. o Completed testing and training of software. • Co-led the implementation of a new full-cycle accounting software suite. Provided system documentation, process improvement analysis, user manuals, data conversion testing and general support to implementation team and end users.

• Played a key role in managing the operating and capital budgets for 5 utilities and 3 tax-supported sections within the Environmental Services department (budget preparation, variance analysis, budget entries, budget management). • Completed the financial coordination of the utility rate making process (management of financial and rate models in coordination with budget). • Led capital asset accounting activities (tracking costs, budget management, debt requests, grant applications, cash flows, TCA acquisitions and disposals). • Provided accounting direction, support and expertise to the department. • Successfully implemented process improvements to the department’s variance analysis process to more easily engage staff in conducting analysis. This resulted in more accurate forecasting in future periods and in the eventual adoption of the process throughout other departments. • Was the driving force behind other process improvement projects, resulting in department efficiencies, reduced costs and more accurate forecasting. The improved processes included: o the capital purchasing process by seeking input from all stakeholders, coordinating meetings and managing communication, and documenting existing and new processes. o the department’s complex salary budgeting process to more accurately link costs between various business units and to encourage the engagement of managerial staff. o a utility billing process to provide efficiencies and to more easily report on and identify trends.

• Accounts Receivable responsibilities included; invoicing customers, in a correct and timely manner. Performing collections duties. Reconciling job costing reports to revenue accounts, and preparing monthly revenue, cost, margin, accruals, Work-In-Progress, and Billing-In-Progress totals and reports. • Accounts Payable responsibilities included; posting and reconciling A/P invoices, completing cheque runs, and preparing month-end accruals. • Payroll responsibilities included; processing both weekly hourly payroll & bi-weekly salary payroll for 65 employees, associated job costing, reconciling associated accounts, referring to and adhering to government payroll regulations as well as internal payroll policies. Completing ROEs and last pay calculations for terminated employees. Processing EFT transmissions, and submitting Receiver General payments.

Ran the administrative and accounting functions of the office, and led and coordinated staff activities for a small office services company. - Responsible for all Accounts Receivable activities - Directed Accounts Payable activities and coordinated the activities of the accounting clerk - Coordinated and managed daily activities of delivery drivers, service personnel and customer service representatives - Managed customer service requests, incidents and responses