Nikhil Dias

• Steered the DI eOrdering strategy workstream, leading cross-jurisdictional scans and targeted SME engagement to integrate provincial best practices and inform implementation readiness and strategic decision-making. • Led program planning and cross-functional collaboration to transition Lab-eOrdering consolidating stakeholder input to articulate value, mitigate risk, and strengthen delivery planning. • Drove funding readiness by leading development of business case and grant documentation for Alberta Health leadership, outlining scope, budget, resourcing strategy, and financial justification for approvals.

Hired to provide enterprise leadership for the HBM-MBCM platform, directing strategy and execution for multiple annual software releases. Oversaw $10M+ programs, leading 50+ cross-functional team members and 5,000+ person-days of effort while aligning delivery with business roadmaps, budgets, and release commitments. • Achieved 33% business growth for La Capitale by identifying and resolving a critical configuration gap by adding dry run testing. Introduced verification between client setup and production data to prevent plan failure and ensure a successful production launch protecting enterprise revenue and client confidence. • Improved team engagement and delivery performance by mentoring project managers through full lifecycle execution, advancing 3 into leadership roles. Led 6+ cross-functional leads and established a unified delivery framework to manage concurrent software releases and align milestones across teams. • Reduced delivery risks and critical incidents by 25% and improved audit readiness by implementing proactive risk governance, stage-gate reviews, and quality controls strengthening operational resilience. • Increased data migration efficiency by 50% and improved system scalability and reliability by optimizing database reset processes and unifying business and technical strategy through modern architectures, microservices, and API-driven solutions. Reduced dry run setup time by 50% and delivered deployments 40% under budget. • Developed strategic roadmaps, business cases, and project reports in partnership with executive leadership, overseeing budgeting, risk mitigation, stakeholder engagement, and change management to ensure smooth project delivery and high client satisfaction supporting executive decision-making and investment prioritization.

TELUS acquired EMERGIS in 2008/2009

• Led concurrent projects at St. Joseph's Hospital with frontline healthcare professionals providing patient care. Implemented projects aligned with organizational goals involving multi-disciplinary teams and stakeholders from healthcare and Third-Party Vendors. Some of the major projects included ECG Management and Transcription.