Nancy Narayan

Providing strategic leadership for NAIT’s RISE Transformation Program, collaborating with various levels of the organization from peers to Executives to resolve the structural deficit. Fostering institutional engagement and capability-building without direct authority, ensuring alignment between vision and execution. Strategic Leadership & Governance: Prepared and delivered a Spark 2025 presentation on Business Transformation to ~40 participants, (100 registrants) collaborating with the OCM to build awareness and inspire cultural renewal as part of NAIT’s transformation journey Project Delivery & Operational Efficiency: Developed a comprehensive Project Lead Playbook to reduce administrative burden and provide an industry-aligned framework for consistent, efficient project delivery across transformation initiatives. Data-Driven Insights & Executive Reporting: Built and manage RISE program dashboards in Smartsheet from the ground up, enabling transparent case management and executive-level reporting for EMC, SLC, and the Transformation Delivery Team, driving evidence-based decision-making. Stakeholder Engagement & Organizational Alignment: Established strong relationships across academic and administrative units, designed and launched the Transformation SharePoint site, and modeled commitment-based management to foster accountability and collaborative problem-solving.

Strategic Mandate: Acting as a catalyst for organizational evolution by partnering with executive leadership to navigate high-stakes transitions. I specialize in converting operational friction into streamlined, high-performance excellence through a sector-agnostic approach that allows people and strategy to thrive in any environment. The Signature Methodology: Audit | Architect | Anchor I utilize a repeatable three-pillar framework to move organizations from chaos to clarity: Pillar 1: Strategic Audit (Visibility) – Identifying "tribal knowledge" silos and operational friction to establish a data-driven baseline for executive decision-making. Pillar 2: System Architecture (Alignment) – Designing comprehensive Operational Playbooks and enterprise roadmaps to bridge the gap between vision and execution. Pillar 3: Institutional Anchoring (Sustainability) – Implementing Change Governance and radical transparency through Lean rituals and modern tools to make transformation permanent. Key Transformation Pillars: Universal Roadmap Architecture: Designed enterprise-level frameworks that align cross-functional teams with core strategic objectives, ensuring "single-source-of-truth" visibility. Institutionalization of Excellence: Captured and codified "Tribal Knowledge" into scalable, repeatable Operational Playbooks, turning individual intelligence into a permanent organizational asset. Adaptive Change Governance: Built data-driven structures to drive radical transparency and accountability, institutionalizing a culture of "how we get things done." Executive Advisory & Resilience: Provided high-level counsel on resource optimization and portfolio health, guiding organizations through high-stress transitions with a focus on sustainable growth.

Led the creation of a Strategy-focused Program Management Office (PMO) from the ground up, aligning cross-functional priorities with enterprise goals and ensuring strategic initiatives were delivered with clarity and impact. Spearheaded workforce planning efforts and strategic hiring initiatives, including the development of job postings, interview frameworks, and competency-based guides that elevated the candidate experience and ensured role clarity across teams. Built and scaled innovative people programs to fuel internal mobility, skill-sharing, and leadership development without increasing budget. Highlights include: expanding the new graduate program to incorporate business strategy placements, proposal for a corporate exchange program to enable cross-departmental learning, and shaping the strategic development of government relations and policy teams to better align with long-term business objectives. Known for a systems-thinking approach to organizational design and for creating structures that bring out the best in people, I thrive at the intersection of talent, strategy, and execution.

Partnering with rural and Indigenous communities across AB and BC to improve broadband and cellular connectivity. • Successfully secured $20M in private capital contributions and more than $200M in government grants towards fibre optic infrastructure deployment within rural and Indigenous communities • Partnering with local and provincial levels of government to provide broadband connectivity solutions • Develop economically viable business plans to support deployment of fibre infrastructure in rural geographical areas • Preparation of Provincial and Federal grant submissions for funding to support small and large scale infrastructure projects (>$100M) on behalf of local governments to support their economic and societal goals through access to broadband infrastructure.

• Established critical key partnerships with 30 stakeholders including Marketing, Corporate Communications, Network Build, Product Marketing, for all go to market activities for 19 communities across AB & BC simultaneously • Regularly provided schedule and plan highlights to key stakeholders to ensure readiness to support newly fibre enabled communities including customer communication deployments, system readiness, customer installation team preparedness • Took end-to-end responsibility to clearly define issues, develop options through cross functional collaboration, present recommendations at Director and VP level for benefit sign-off

• Excellent communication and storytelling skills, effectively communicated complex concepts at all levels including senior management for buy in. • Led workshops for 4 different VP departments (Sales, Engineering, Contact Centers, Technology) to ensure holistic representation of all stakeholders in more than 15 workshops. • Decreased team member effort hours by 1400 hours and saved $200,000 in operational costs annually through process re-design workshops (preparation, facilitation, project management to completion and performed operational handoff) • Developed strategic business and operational models based on data analysis and working level focus groups/interviews to improve relationships, quality of work and efficiency between multiple business groups using proven process improvement methodologies ex. Kaizen, Lean & Six Sigma principles.

• Identified compliance gaps for mobility customer service agreements upon CRTC Wireless Code implementation for TELUS and value brands for residential, small business and corporate accounts • Collaborated with Senior Legal counsel and business units to make appropriate customer service agreement changes • Led communication strategy to ensure contact centers have all pertinent information to comply with new regulations

Led a high-performing team of 30 unionized technical support professionals, driving efficient and high-quality customer service while fostering an environment of psychological safety, growth, and engagement—achieving 100% team engagement five years in a row. Effectively partnered with Labour Relations to navigate complex performance management situations in a unionized setting, ensuring fairness, compliance, and consistent communication. Developed and delivered leadership training and mentorship programs, resulting in three internal promotions within a year of program completion. Prepared business continuity plans and led operational execution across international teams, coordinating monthly meetings and training for over 50 team managers across three countries. Recognized for building local leadership pipelines and strengthening organizational resilience through proactive people development, strong partnerships, and steady, calm leadership during change.

In this two-day McGill module, explored what it means to think strategically and to break down complex decisions into simple components. Particular attention paid to the role of strategic thinking within the context of change, the value of thinking strategically when making complex decisions, maximizing decisions and taking a holistic view of management challenges, and considering a wide spectrum of stakeholders when planning and making decisions. Focus on the importance of resiliency, culture and effective leadership when making strategic decisions. Key topics and activities covered: Thinking Strategically Seeing the Big Picture to Build a Holistic View Influencing others & Gaining Buy In Breaking through silos Aligning to purpose and strategic priorities of stakeholders

Two-day McGill module, explored what it means to be innovative and think creatively in a strategic setting. Particular attention made to the innovation process & tools. Key topics and activities covered: Understanding Team Dynamics Driving & Implementing Innovative Ideas The Innovation Process Tools for Innovation Value Innovation Idea Screening & Validation Successful Implementation

Computer Engineering Technology studying computer systems, network systems and telecommunications.