Martyn Forbes

• • Steered the full spectrum of technology projects as part of the Corporate Project Management Office (CPMO), following industry standards and agreed project management approaches to drive consistent project execution. • Managed multiple projects from through a full lifecycle from initiation to completion while ensuring effective resource allocation, risk management, and stakeholder engagement. • Collaborated with an external consultant to lead a transformative initiative to develop a PROSCI-based Change Management framework for the CPMO. • Played key role in supporting Medavie Health Services (MHS) business development through comprehensive project management support, participating in RFP processes and vendor evaluations, with significant growth and expansion opportunities for the organization.

• • Engaged by NB Power to project manage the $3.5M re-implementation of the SAP ERP functionality: Business Planning and Consolidation (BPC), representing the interests of the client and managing all NB Power responsibilities. BPC is fully integrated with SAP ERP Financials. • Achieved success by delivering project objectives within established timelines and budgetary constraints, within a highly regulated environment throughout the project. • Responsible and accountable for all project management activities, including discovery, planning, initiation, risk and issue management, execution, controlling and status reporting. • Managed the project work of the internal team and collaborated closely with the external SAP Technical Delivery Project Manager to ensure seamless coordination and integration of project activities.

• • Part of the Sobeys National IT PMO, delivering technology projects supporting corporate and departmental strategic objectives to internal clients. • Managed the delivery of 18+ projects within scope, budget, and timelines, consistent with Sobeys corporate PMO project management methodology and tools to effectively plan, execute, and monitor project activities. • Responsible and accountable for all project management activities, including discovery, planning, initiation, execution, controlling and status reporting. • Collaborated closely with internal clients and stakeholders to understand business requirements and strategic objectives. • Identified and assessed project risks, developed mitigation strategies, and monitored risks throughout project lifecycle, and implemented appropriate contingency plans and escalated issues to ensure project success.

• Drove strategic project planning and execution by utilizing a comprehensive approach to align projects with organizational objectives and delivered exceptional results. • Provided leadership and guidance to cross-functional project teams, fostering collaboration while supporting an environment of high performance. • Developed and implemented a robust project management framework and incorporated industry best practices to ensure effective project governance, risk management, and quality control. • Served as trusted advisor and delivered extensive guidance and valuable insights to IMT project managers ensuring successful project delivery. • Developed robust and agile project management framework for Department, based on PRINCE2 principles, PMI best practices, and industry themes to enhance project outcomes and efficiency. • Pioneered implementation of project portfolio management approach and reformed prioritization process at executive level for optimal resource allocation and alignment with strategic objectives. • Acquired in-depth understanding of processes, culture, and regulatory environments within New Brunswick public service and enabled effective navigation and alignment of projects with organizational goals.

• Overall Head of IT, and management team leader for new and enhanced IT capabilities. • Elyo Services was a managed service provider and an engineering and maintenance organization, part of the GDF Suez group. • 10 years’ experience working with business stakeholders within a cross-functional environment with a distributed workforce. • Full responsibility and management for all project budgets and a departmental IT budget of $10M. • Developed and delivered upon a strategic roadmap of transformative technology initiatives and projects for the organization, including several large-scale and complex projects and change programs. • Projects included numerous infrastructure projects, operations-enhancing software projects, and a 3-year SAP ERP implementation including CRM (including mobile and distributed workforce operations), Finance, and HR/HCM modules.