Evan Clark, GIS, PMP, CSM

Leading ATCO’s Customer Experience Transformation Program, overseeing technology‑driven initiatives that modernize CRM, self‑service, analytics, and omni‑channel engagement. Responsible for aligning digital solutions with business strategy, integrating platforms across IT and operations, and driving measurable improvements in customer satisfaction. Accountable for program governance, cross‑functional leadership, vendor management, and delivering outcomes that enhance the end‑to‑end customer journey.

Spearheading a multi-country digital transformation across 45 branches, aligning data, delivery, and AI strategies to strengthen service performance, portfolio governance, and operational excellence. - Directed enterprise strategic planning and delivery alignment, developing business plans, governance frameworks, and performance dashboards that improved portfolio visibility, resource utilization, and executive decision-making across 45 branches. - Led multi-million-dollar modernization initiatives integrating Lean, Agile, and change management principles to optimize service delivery operations, enhance accountability, and reduce manual processes by over 30%. - Strengthening operational and fiscal governance by implementing standardized business planning, risk tracking, and performance reporting processes, ensuring transparent oversight and measurable value realization. - Partnered with executive leadership and cross-functional teams to establish a long-term digital transformation roadmap aligning AI, data governance, and service innovation with corporate strategic objectives. - Cultivated a culture of collaboration, innovation, and continuous improvement, mentoring cross-disciplinary teams to elevate delivery maturity, strengthen stakeholder trust, and drive measurable operational excellence.

Delivered a multi-year Digital Modernization Strategy and the Kananaskis Conservation Pass Program, integrating enterprise delivery frameworks and change management to enhance service performance and citizen value. - Directed a multi-year Digital Modernization Strategy for Alberta Environment and Parks, aligning enterprise planning, governance, and service-delivery frameworks that enhanced operational performance, accountability, and cross-ministry alignment. - Delivered the $8M Kananaskis Conservation Pass Program on time and on budget, establishing clear project governance, stakeholder communication, and business planning processes that improved service efficiency and citizen satisfaction by 20%. - Supported modernization initiatives across Service Alberta by contributing to ERP-adjacent data integration activities involving Point-of-Sale systems, enforcement datasets, and procurement/financial structures aligned to 1GX (SAP Ariba). Collaborated with program, policy, vendor, and technical teams to ensure data alignment, operational readiness, and compliance with IGX workflows while supporting multi-ministry transformation efforts. - Implemented enterprise portfolio and performance management frameworks integrating Agile, Waterfall, and hybrid delivery methods to strengthen fiscal accountability, risk tracking, and executive reporting. - Partnered with ministry executives and CIOs to modernize legacy systems and implement data-driven decision frameworks, ensuring strategic alignment with enterprise objectives and policy standards. - Established continuous improvement and change-management practices, mentoring cross-functional delivery teams to embed collaboration, innovation, and transparency across modernization initiatives.

Directed a $55M digital transformation portfolio across Pipeline Integrity and Engineering, integrating Agile, DevOps, and governance frameworks that improved delivery performance and visibility. - Directed a $55M enterprise portfolio spanning Pipeline Integrity, Engineering, and Compliance, aligning project delivery, resource planning, and governance frameworks to ensure on-time, on-budget execution and measurable business outcomes. - Established Enbridge’s first DevOps delivery model, integrating Agile, governance, and risk management practices that accelerated time-to-value, improved data reliability, and enhanced operational resilience across business functions. - Led enterprise planning and performance reporting, collaborating with executives to define strategic objectives, establish fiscal oversight processes, and strengthen accountability through transparent metrics and KPI dashboards. - Championed cross-functional stakeholder engagement, building trusted relationships between IT, operations, and executive leadership to align portfolio investments with long-term strategic priorities. - Recognized with multiple Microsoft IMPACT Awards for Enterprise Cloud Productivity and Big Data Innovation, driving measurable improvements in digital performance, analytics capability, and enterprise decision-making.

Accountable for the direction, stakeholder alignment, and delivery of all maintenance capital projects within the Pipeline Integrity Information Management program (PIIM). Responsible for driving business value and optimizing business workflow by migrating Excel users to a data warehouse that enabled self-serve analytics and data-driven decisions. Managed Enbridge's first DEV/OPS delivery team by collaborating with executives and establishing strategic partnerships with external vendors. Created program governance with measurable outcomes that allowed Agile principles to be used within a waterfall Project Management Office. Responsible for leading and mentoring a multidisciplinary team with more than 20 members, including two overseas managed services and business staff teams through the digital transformation using value-driven delivery focused on the end-state capabilities.

Demonstrated ability to understand issues from a holistic and long-term perspective by creating business continuity plan(s). Enforced program governance by creating management framework for each project and established accountabilities and responsibilities within program(s). Required to report and advise Executive Leadership team within IT Department, Business Unit(s), and Supply Chain Management. Applied iterative and agile project methodology, focused on delivery, value drive, and client satisfaction. Delivered formal acceptance criteria through sprint reviews with client and produced decision documents authorizing/approving project iteration objectives

Lead the strategic development of province-wide enterprise application development projects and IT services. This experience provided a holistic view of Service Alberta and the Government of Alberta's business, legal, technology, and cultural boundaries. Navigated multiple competing political agendas to find common ground each Ministry would support. Demonstrated proactive networking and stakeholder management to build stronger relationships that resulted in Ministries collaborating and trusting one another.

Successfully managed PMO for Municipal Infrastructure Spatial System (MIMS). As Project Manager applied ITIL best practices to our Applications Maintenance Services (AMS). Implemented electronic form management using Adobe Robohelp software. Lead PMO through automating workflow for e-forms, on-line training registration, user base manuals, and knowledge base articles. Diverse and in-depth understanding of project management and the ability to manage multi-stakeholder/ministry initiatives. He is a team player who leads by enabling others to act. Evan challenges the process and models the way for project team members to be successful. Evan has superior communication skills which are essential when aligning business needs with IT solutions. His strength lies in analytic and creative abilities, a strong sense of ethics and commitment to clients.

Provided Business Process Analysis and Modeling – deliverables include Business Processes Management by providing recommendations for improvements for efficiency, Requirements gathering , Object Orientated Analysis, Structured Analysis, Data Modeling, Workflow Modeling, Use Case documents. Testing methodology - Application testing, User Acceptance Testing, Application Deployment Plan. Created needs assessment, gap analysis, and the development of a strategic plan and high-level design for Alberta municipalities. • Provided consulting services to internal corporate Cúram program. Identified COTS applications and identified potential risk with application customization. Completed fit/gap analysis between COTS and custom AMS deployment for external clients. • Applied ITIL best practices with experience in process improvement, relationship management, team management, IT Project Management, Problem Management, Coaching and Performance Management. • Provided Business Process Analysis and Modeling – deliverables include Business Processes Management by providing recommendations for improvements for efficiency, Requirements gathering , Object Orientated Analysis, Structured Analysis, Data Modeling, Workflow Modeling, Use Case documents. Testing methodology - Application testing, User Acceptance Testing, Application Deployment Plan. Created needs assessment, gap analysis, and the development of a strategic plan and high-level design for Alberta municipalities. • Fluent with Public Sector Accounting Board (PSAB) 3150 requirements and standards for reporting on tangible capital assets (TCA). In depth understanding of municipal government structure and processes.

Provide spatial and business analysis, and support for Alberta municipalities on implementing and development of GIS software and adopting sustainable asset management processes. Create, evaluate and documented spatial processes. Enterprise Analysis - deliverables include Business Architecture, Feasibility Study, Risk Assessment, establish Business Objectives. Business Process Models – deliverables include RUP, Waterfall, and Agile.

Provide spatial and business analysis, and support for Alberta municipalities on implementing and development of GIS software and adopting sustainable asset management processes. Create, evaluate and documented spatial processes.

Adopted a leadership mindset of consistent quality and safety excellence to drive a proficient culture that continuously improves processes. Employ High-Reliability Organization (HRO) principles that achieve excellence in safety, quality, and efficiency. Confident with agile delivery principles. Developed command and control leadership style through hands-on military operations while honouring a strict divisional system. Accountable for operations and maintenance of highly technical propulsion, mechanical, and power generation systems onboard Her Majesty's Canadian Ship (HMCS) Kingston Class coastal defence vessels (MCDV). Led a department of 12 marine engineers in the maintenance and safe operations of the Engineering Department on board a $20.3 million naval vessel. Obtained Engineering office of the watch certificate (expired), certified MCDV Diesel Electric Propulsion Systems (not current).

Geographical Information Systems (GIS)

Organizational Change Management Citation

Business Analysis Citation