Suanne McGrath Kelly

Executive Advisor, Process and Technology Lead for healthcare organization over three years to establish HCM Technology Strategy, Data Management Plan and HCM Processes. Deliverables included comprehensive requirements and process maps, technology capability assessment, stakeholder blueprints, implementation readiness & change management plans. Support executive level presentation, staffing and technology decisions, business case and KPIs as the organization underwent leadership changes and… Show more

Executive Advisor, Process and Technology Lead for healthcare organization over three years to establish HCM Technology Strategy, Data Management Plan and HCM Processes. Deliverables included comprehensive requirements and process maps, technology capability assessment, stakeholder blueprints, implementation readiness & change management plans. Support executive level presentation, staffing and technology decisions, business case and KPIs as the organization underwent leadership changes and digital transformation. Show less

Interim PM, Facilitator and Steering Co Advisor for fusion energy start up. Led executive level workshops, interviewed department staff from IT, Finance, Operations, HR, PMO and Procurement. Established greenfield technology strategy and roadmap, procurement, project and staffing plans. Reviewed business processes and documented requirements for Record to Report, Procure to Pay and Plan to Produce. Led software and services vendor selection efforts and prepared organization for implementation… Show more

Interim PM, Facilitator and Steering Co Advisor for fusion energy start up. Led executive level workshops, interviewed department staff from IT, Finance, Operations, HR, PMO and Procurement. Established greenfield technology strategy and roadmap, procurement, project and staffing plans. Reviewed business processes and documented requirements for Record to Report, Procure to Pay and Plan to Produce. Led software and services vendor selection efforts and prepared organization for implementation and ongoing governance. Show less

Exec. Advisor, Vendor Mgmt.
Executive Advisory and Vendor Management services for Canadian division of a global electronics distributer. Provided guidance on requirements prioritization, team alignment, IT Team structure and staffing needs, contract negotiation and implementation readiness. Prepared documentation for and Business case, RFP, Demonstrations. Negotiated fully executed contracts within budget for software and services.

Led team of PMs, BAs and client stakeholders through workforce management workshops and executive level presentations to ready the municipality for software selection and process changes. Major transformation of future state business process for a diverse operations including unionized, non-unionized, seasonal, part time, fulltime, volunteer workforce for Municipal Law Enforcement Office, Stage Techs, Parks & Rec, Roads, Maintenance, Programs, Customer Service, Crossing Guards and Facilities.

Strategy Lead on the assessment of existing technology and documentation for a multi-location hospitality and gaming organization. Recommendations on transforming people, process, technology and data to align with organizational strategy. Presented assessment to leadership highlighting gaps, opportunities and impacts of each technology alternative on stakeholder groups including IT, HR, Payroll, Finance and Operations.

Strategic Advisor and Facilitator on business process and technology transformation project for one of Canada’s largest private healthcare networks. Responsible for setting strategic direction for HCM and leading a team of SMEs and BAs to develop HCM Operating Model, Roadmap and Business Requirements. Ongoing engagement for Business Process Transformation for critical organization-wide HCM processes, specifically Recruiting, Onboarding and Offboarding. Deliverables include unified and… Show more

Strategic Advisor and Facilitator on business process and technology transformation project for one of Canada’s largest private healthcare networks. Responsible for setting strategic direction for HCM and leading a team of SMEs and BAs to develop HCM Operating Model, Roadmap and Business Requirements. Ongoing engagement for Business Process Transformation for critical organization-wide HCM processes, specifically Recruiting, Onboarding and Offboarding. Deliverables include unified and consolidated processes and associated metrics and change management impacts. Show less

Engagement Lead and Facilitator for a GTA municipality with a focus on improving effectiveness and efficiency of Workforce Management processes. The project identified applicable use cases and integrated WFMS with the overall IT strategy and roadmap. The key initiatives displayed a prioritized plan aligned with key metrics, designed to address growth and scalability.

Project Lead for Public Sector (Ontario School Board) HRIS and FIS Selection. Led requirements gathering, stakeholder alignment, vendor scoring and evaluation framework and procurement strategy. Prepared and presented results to cross-functional Board Steering Committee and made recommendations on HRIS strategy and roadmap. Major areas of focus included: Core HR, Payroll and Benefits, Time & Attendance, Employee and Labour Relations, Staffing and Finance.

Provide ongoing executive advisory services over a three-year period to management team of a start-up technology company. Assisted with the development of finance and operations processes, established baseline HR and Finance business process, requirements, metrics and reports, and prepared documentation and use cases for key scenarios for their international and Canadian clients (Healthcare, Services, Retail and Distribution).

Lead Facilitator for IT, HR and Finance in the development of technology strategy for growing Ontario school board with 8500+ workforce. Facilitated workshops with superintendents and senior management to define strategy, operating model and transition plan; led requirements sessions with SMEs to establish gaps, opportunities and future state needs; prepared board-ready report and recommendations. Key areas of focus: Procurement, Budgeting, Finance, HR, Payroll and Health & Safety.

Project Lead for the selection of a unified global HR System to support a diverse 140 location, 13000+ workforce. Led requirements gathering, stakeholder alignment, evaluation framework and vendor selection efforts. Prepared and presented results to globally represented Steering Committee and made recommendations on HRIS strategy and roadmap. Major areas of focus included: Core HR, Compensation and Benefits, Talent Management, Learning & Development, Succession and Workforce Planning.

Interim Program Director for ERP selection and business case for an international medical device manufacturing company. Led vendor selection efforts, facilitated sessions with stakeholders for consensus on requirements, evaluation criteria and vendor ranking. Prepared board ready business case for approval and presented unified results to senior leadership. Key areas of focus: Product Lifecycle, Supply Chain, Sales, Service and Finance.

Lead facilitator and business process architect for ERP Strategy and Roadmap for an international medical device manufacturing company undergoing transformation due to merger and acquisition. Assessed baseline and target and established KPIs for ERP business processes, built global unified operating model, facilitated multiple process and requirements sessions with teams in Canada, US and Europe, established business process ownership methodology, roles and responsibilities.

Lead facilitator for the Human Resources, Payroll and IT teams for the fasted growing municipality in Canada. The recommendations highlighted the gaps between current and future state, built out the HRIS strategy model and requirements and prioritized roadmap. The key initiatives showed a plan and governance required to build out HR systems and programs aligned with key metrics and designed to meet the needs of the growing municipality.

Program Director for the Enterprise Content Management strategy for a major US city health department. Managed a team of facilitators, subject matter experts and organizational leaders to develop the strategy and define the target state for the implementation of ECM, BPM and Contract Management solutions. The roadmap included considerations for change management, governance, regulation, privacy and risk specifically related to healthcare industry.

Lead facilitator at executive level workshop for an international upstream oil and gas company in the early stages of operation. Developed an ERP operating model and identified key requirements and KPIs for each major process area including Finance, HR/Payroll, Contracts, Projects, Production and Procure to Pay. Assessed ERP alternatives, reviewed industry prominent vendors and developed a high level roadmap that allowed the organization to meet immediate needs and scale for future growth and… Show more

Lead facilitator at executive level workshop for an international upstream oil and gas company in the early stages of operation. Developed an ERP operating model and identified key requirements and KPIs for each major process area including Finance, HR/Payroll, Contracts, Projects, Production and Procure to Pay. Assessed ERP alternatives, reviewed industry prominent vendors and developed a high level roadmap that allowed the organization to meet immediate needs and scale for future growth and diversification. Show less

Project Director and lead facilitator at executive and SME level workshop for a Food and Beverage company that had recently divested from a $6B CPG conglomerate. We developed an ERP operating model and identified key requirements and KPIs for each major process area including Hire to Retire, Record to report, Procure to Pay, Order to Cash, Plan to Produce, Acquire to Dispose. ERP alternatives review and high level roadmap. The recommendations aligned with the organizational strategy and future… Show more

Project Director and lead facilitator at executive and SME level workshop for a Food and Beverage company that had recently divested from a $6B CPG conglomerate. We developed an ERP operating model and identified key requirements and KPIs for each major process area including Hire to Retire, Record to report, Procure to Pay, Order to Cash, Plan to Produce, Acquire to Dispose. ERP alternatives review and high level roadmap. The recommendations aligned with the organizational strategy and future needs and the roadmap laid out a plan to standardize systems and processes across all companies. Show less

Lead facilitator on an HCM workshop for a not for profit. The executive level workshop was attended by senior leadership, finance, HR and IT and was comprised of a current state review, interactive technology and requirements discussion, development of HCM strategy model and risk assessment. The output from the sessions and the HCM vendor landscape overview helped determine the optimal HCM roadmap which set the organization up for success during vendor selection. The blueprint was an input into… Show more

Lead facilitator on an HCM workshop for a not for profit. The executive level workshop was attended by senior leadership, finance, HR and IT and was comprised of a current state review, interactive technology and requirements discussion, development of HCM strategy model and risk assessment. The output from the sessions and the HCM vendor landscape overview helped determine the optimal HCM roadmap which set the organization up for success during vendor selection. The blueprint was an input into the Vendor Selection where we advised the client in choosing a replacement HRIS system. Show less

Project Director for an enterprise wide ERP project for a global energy intelligence software firm. Developed Operating Model, defined processes and business requirements, and recommended future state direction aligned with organizational strategy and transformation initiatives. Conducted requirements gathering and process workshops with key stakeholders and engaged in a structured ERP selection process to determine the best fit vendor. We defined a prioritized roadmap of initiatives… Show more

Project Director for an enterprise wide ERP project for a global energy intelligence software firm. Developed Operating Model, defined processes and business requirements, and recommended future state direction aligned with organizational strategy and transformation initiatives. Conducted requirements gathering and process workshops with key stakeholders and engaged in a structured ERP selection process to determine the best fit vendor. We defined a prioritized roadmap of initiatives, phase-based timeline and total cost of ownership for ERP project. Show less

Facilitated workshop for 25 executives of a $1.5B multimedia ad agency with over fifty agency partners. The agency was looking to introduce an ERP through an opt-in agency centric model and was challenged with choice of industry specific or best of breed ERP software. The management team required assistance with stakeholder alignment and process development which started with an ERP operating model workshop and level 1-3 process mapping. Recommendations on process, technology and change… Show more

Facilitated workshop for 25 executives of a $1.5B multimedia ad agency with over fifty agency partners. The agency was looking to introduce an ERP through an opt-in agency centric model and was challenged with choice of industry specific or best of breed ERP software. The management team required assistance with stakeholder alignment and process development which started with an ERP operating model workshop and level 1-3 process mapping. Recommendations on process, technology and change management. Show less

Project Lead for Phase 1 of ERP transformation project for major utility. In partnership with the Program Director, IT Steering Committee and Executives, led a team of 20 full time project resources through operating model, future state business process mapping, business requirements gathering and business case development. Prepared the organization for Tier 1 ERP system design and blueprint, transforming the way the organization viewed its operational processes and saving the organization… Show more

Project Lead for Phase 1 of ERP transformation project for major utility. In partnership with the Program Director, IT Steering Committee and Executives, led a team of 20 full time project resources through operating model, future state business process mapping, business requirements gathering and business case development. Prepared the organization for Tier 1 ERP system design and blueprint, transforming the way the organization viewed its operational processes and saving the organization significant time and cost on application portfolio and future phases of the ERP program. Mega processes: Record to Report/ Finance and Regulatory, Human Capital Management, Asset Management, Source to Pay, Event Management and Meter to Cash. Show less

Engagement Lead on a critical ERP strategy project for a growing mid-sized manufacturing company. Working closely with Finance, Operations and HR management, it was determined that the organization had outgrown its current ERP environment and needed to simplify processes and systems complexity. We defined a prioritized roadmap of initiatives, engaged in a structured ERP selection process to determine the best fit vendor and system integrator, and prepared a scalable phase-based timeline and… Show more

Engagement Lead on a critical ERP strategy project for a growing mid-sized manufacturing company. Working closely with Finance, Operations and HR management, it was determined that the organization had outgrown its current ERP environment and needed to simplify processes and systems complexity. We defined a prioritized roadmap of initiatives, engaged in a structured ERP selection process to determine the best fit vendor and system integrator, and prepared a scalable phase-based timeline and total cost of ownership for the ERP project. Show less