About Me

As the first dedicated Project Manager for the hospital’s portfolio, I was tasked with creating a formal project management structure to support a diverse range of initiatives. With no existing Project Management Office (PMO), I led the development of a standardized approach, including processes, tools, and templates.

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One of my key initiatives was designing a comprehensive Project Intake Form, which managers and directors use to submit projects for consideration. This form includes a prioritization and rating system to assess alignment with the organization’s strategic goals, helping determine whether projects should be accepted into the portfolio.

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In addition to process development, I created educational materials to build organizational understanding of project management principles. These materials outlined key roles, responsibilities, and the overall project management process. This initiative helped stakeholders across the organization grasp the value of structured project management and equipped them with the knowledge and tools to support the success of the portfolio.

I lead quarterly strategic planning sessions with the leadership team, including two directors, the VP, and myself as the project manager. These sessions, held in a dedicated conference room, provide focused time for collaboration, progress review, and strategic decision-making. The goal is to evaluate current projects, assess alignment with organizational objectives, and prioritize initiatives for the upcoming quarter. We follow the Four Disciplines of Execution (4DX) framework to ensure disciplined strategy execution.

To streamline project tracking, I developed a comprehensive Smartsheet repository that consolidates all relevant project data. During each session, projects are categorized according to the strategy map as "stroke of the pen," "breakthrough," or "whirlwind." Using the PICK chart, projects are then assessed as Possible (low impact, low effort), Implement (high impact, feasible), Challenge (high impact, difficult to implement), or Kill (low impact, low feasibility). This process helps us prioritize the most important projects for execution. We then focus on the wildly important, track lead measures, maintain a compelling scoreboard, and establish a cadence of accountability to ensure measurable, actionable results.

This project focused on launching a vocational opportunity for inpatients in the hospital’s Forensic and Psychiatric Rehabilitation program. Many patients reside in the hospital for extended periods, limiting their access to external vocational development opportunities. As part of their recovery, patients seek meaningful roles, including work, but flexible opportunities in the community are scarce. With VP support and collaboration from key stakeholders, the vocational canteen was launched within 4 months, providing patients with paid work while operating the space.

As project manager, I led the initiative from concept to implementation, coordinating a diverse team to ensure effective communication and collaboration. I developed and executed a comprehensive project plan, set clear objectives, and defined key deliverables to ensure the project’s success.

This project involved relocating a hospital team to establish services in a new location as part of a community collaboration aimed at breaking the chronic homelessness cycle in the area. The hospital’s interdisciplinary team worked alongside partner agencies to deliver comprehensive care.

The initiative required close collaboration with internal staff—including the director of facilities, chief information officer, quality and safety coordinators, labour relations specialist, financial analyst, and others—along with partner organizations.

Key activities included designing the new space, conducting a needs assessment for furniture and IT requirements, gathering quotes and ordering equipment, mapping client flow, identifying risks and mitigation strategies, managing the budget, and establishing agreements and memoranda of understanding with partner agencies.

This project focused on launching outpatient specialized geriatric services. Key deliverables included securing physical space, recruiting an interprofessional team, and developing an integrated, standardized model of care. This model covered intake, clinical triage, assessment, reporting, specialist engagement, documentation, and care planning.

Additionally, I led the development of standard reporting systems (financial and performance measurement), including indicator creation, evaluation, and data collection. The project also involved implementing clinic hours and target volumes. The clinic successfully launched within 8 months and is currently serving clients.