Roger Reid

Roger Reid EXPERIENCE20+ Years SECURITY Secret LANGUAGESEnglish PROFESSIONAL EXPERIENCE Project 1 – PSPC Capital Asset Conversion to Component Approach and Implementation of New Capital Vote, Implementation of Assets under Construction Monitoring Program Public Services and Procurement Canada Senior Financial Analyst October 2017 – Present (January - Present) Development of Automated Betterment Test To assist business users in making an accounting determination for projects that are being considered for funding I developed and Excel based automated betterment test in collaboration with the PSPC finance branch. Conversion of Assets from Whole approach to Component Approach Developed the approach for calculating the valuation of assets under the component approach; Calculated the values of crown owned building assets by component; Developed the methodology for determining the useful life of component assets; Calculated the useful life by component for each building Creation of Component approach and SAP Conversion Position Paper for OCG and OAG To support the change in accounting policy from the whole asset approach of accounting for capital assets to the use of the component approach the Office of the Comptroller General and the Office of the Auditor General required a detailed positon paper regarding the changes To support the requirements of the position paper I provided the following: Justification for various financial thresholds used on the betterment test Explanation of how the betterment test is engineered and how it supports the criteria to capitalize costs as a betterment; Researched industry and government documentation that support the PSPC approach and financial thresholds. Project 2 – GC Financial Management Transformation Treasury Board Secretariat Business Process Reengineering Consultant – GC Financial Management Model Ref 1: January 2016 – Present (January - Present) Business Reference: Rob Renaud, Email:- Architecture and Implementation Supporting the design and development of the GC FM Business Model and related business components; Assessing and linking business components required for the execution of financial management for the entire GC; Assisted in the preparation of management plans. GC FM Business Model Performed business analysis of functional requirements to identify information, procedures, and decision flows and update related business process documentation; Develop, document and manage statements of requirements on new or redesigned business processes; Created and updated business process KPI models to evaluate the feasibility of key end-to-end business processes; and Conducted business process modeling using Business Process Modeling Notation (BPMN 2.0) using IBM Rational Architecture System (RAS); Analyzing requirements documents, attaching categories, and linking in IBM DOORS. Other Overarching Activities Organized and managed workgroup meetings, including the development of meeting agendas, discussion documents, and records of decisions and action items; Facilitated working group meetings, including use of facilitation techniques to gather inputs, brainstorm, review materials, achieve consensus, and resolve issues; Engage various stakeholders internal and external to the OCG and other project and initiative working group members Providing recommendations for follow on activities for continuous improvement and out of scope activities; Create presentations and present to various stakeholders; Provide knowledge transfer in all the above areas; Provide professional expertise, advice, recommendations and guidance Attend Meetings; Facilitate workshops; Identify project risks and recommend appropriate mitigation strategies; and Provide Status reports on the progress of activities. Project 3 – Capital Asset Accounting and Implementation of New Capital Vote PWGSC – Corporate Financial Monitoring and Reporting Business Process Consultant – Finance Business System: SAP (SIGMA) FI/CO, AA, PS Ref 1: January 2014 – Present (19 Months – Approximately 2800 Hrs) Business Reference: Serge Campeau,- IMIT Project Budgeting, Forecasting, and Financial Reporting Services listed below were provided for the following enterprise wide ERP systems projects (ongoing analysis and services for 19 mths): 1. GOC, RCMP, and DND Pension Modernization Projects; 2. Pay Modernization; 3. MyGCHR; and 4. NOVUS (Real Property ERP) Worked with IMIT project teams to develop time phased baseline budgets at the control account level for the acquisition, development, and improvement of IMIT assets; Assisted in the assignment of budgets to WBS/WBSE structures in the PS module of SIGMA; this was done to establish the performance measurement baseline used to assess actual performance against expected; Planning of direct expenditures of goods and services; Assisted in developing overhead allocations budget; Provided advice and analysis with respect to the funding structures required (Capital Vote and Operating Vote ; and Provided advice and analysis with respect to financial accounting requirements related to all projects. Forecasting Periodic re-forecasting was performed based on the results of the periodic financial reporting and other project performance measures; Periodic Financial Reporting The following reports were completed and provided to project management and owner investor groups to provide necessary information to effectively track and plan expenditures and analyze performance: Report of Budget, Earned Value, and Actual Costs (reconciled to the control accounts in SAP Cost Variance and Schedule Variance report; Projected Variance at Completion report; and Narrative variance analysis to determine root causes, impacts on total project, and management actions. Business Analysis Reviewed existing work processes and organization structure related to capital asset accounting. This included analysis of all HQ and regional office processes; Analyzed existing business processes related to capital asset accounting and identified opportunities for process improvements; Analyzed and recommended recordkeeping and information management strategies and solutions with respect to capital asset acquisition, life cycle management, internal control, and audit trail maintenance; Analyzed and recommended electronic document tracking, retention, and destruction strategies with respect to acquisitions of tangible capital assets; Provided input and advice with respect to document retention, tracking, maintenance, and disposal within the GCDOCS environment for the financial operations sector of PWGSC; Prepared a management document that provided findings and recommendations for senior management approval (DG of Financial Operations Sector); Guidance and recommendations were aligned with all various departmental and central agency, policies, directives, and standards. Main documents were the TB information technology framework  Policy on Information Management  All related documents. Mapped existing SAP FI/AA/PS systems processes and developed or recommended new processes to support requirements of new government wide capital vote initiative; In-depth knowledge and expertise with SAP FI/CO/AA/PS modules. Provided advice on departmental implementation of the new government wide capital vote initiative; Identified capital asset accounting business and systems processes that required re-design; Provided advice in defining new requirements and opportunities for applying efficient and effective solutions; Identified, recommended and planned new processes with respect to accounting, management, and control of tangible capital assets; Providing advice on and/or assisting in implementing new processes; Identifying the required modifications to the automated processes; Documenting workflow; Developing policies, procedures and guidelines; Conducted reviews and developed implementation strategies related to new capital vote initiative and ongoing monitoring and review of capital assets accounting; Developed training and information sessions and mentored on business processes; and Analyzed and defined business processes related to both "As Is" and "To Be" status. Project 4 – Development of Seized Property Costing Model and Business Process Modeling PWGSC - Seized Property Management Directorate Business Analyst – Finance Ref 2: January 2013 – Present (12 Months – Approximately 1650 Hrs) Business Systems: Seized Property Management Information System (SPMIS) and SAP (SIGMA) Business Reference: Jose Caloca,- Business Analysis Development of Seized Property Costing Model Gathering Business Requirements Scope of Project: Developed costing model to allocate warehouse and other overhead costs to Seized Assets; Implemented a full absorption costing methodology; Gathered stakeholder business requirements including internal and external user needs, integrations required, automation requirements, audit trails, and reporting. For costing purposes relevant groupings were created for direct warehouse costs; warehouse overhead, corporate and administrative overhead, and other related costs. Assessing Business Needs Worked with stakeholders and other Subject Matter Experts to understand the current problem or opportunity; Analyzed the current problem Developed business case to support the creation of an updated/new costing model to support ongoing costing activities. Identifying Options Defined and recommended appropriate solution options: Option 1: Status Quo Option 2: Maintain Current Core system with modifications and enhancements Option 3: Complete Re-build using different platform Option 2 was chosen because it offered the best cost/benefit ratio and took into account specific uncertainties surrounding other business systems and business operations. Solution: Business Systems and Integrations Microsoft Excel was chosen as the base solution; Microsoft Access was used to support the base solution; Integrations were created between MS Excel and MS Access MS Excel and Seized Property Management ERP System (SPMIS) Developing Proof of Concepts Developed and tested a prototype of costing model that was used in parallel with current system; Analyzed results of prototype versus current system; and Corrected deficiencies that were discovered during testing. Developed Implementation Strategy Developed and implemented new warehouse costing model; Developed transitional strategy from current to new costing model; and Analyzed, recommended, and developed a costing model for all other costs Developed Costing Model Training: Developed an end user manual Training materials for use by Government employees Developed and Delivered hands on training for end users of the Costing Model/System. Document Management Solutions Analyzed and recommended recordkeeping and information management strategies and solutions with respect to warehouse costing documents, life cycle management of seized assets, internal controls, and audit trail maintenance; Analyzed and recommended electronic and manual document tracking, retention, maintenance, and destruction strategies with respect to acquisitions of tangible capital assets; Provided input and advice with respect to document retention, tracking, maintenance, and disposal within the Seized Property Management System utilized by the Seized Property Management Directorate of PWGSC; Prepared a management document that provided findings and recommendations for senior management approval (Director of Seized Property Management Directorate); Guidance and recommendations were aligned with all various departmental and central agency, policies, directives, and standards. Main documents were the TB information technology framework  Policy on Information Management  All related documents. Business Process Re-engineering: Developed Policy, Procedure, Business Processes, Guide, and related tools for warehouse Capital Asset Accounting system; Analysis of the current financial management processes that were relevant to the costing project; Developed and implemented policies and procedures manual in support of the Costing Methodologies developed. A key step in this process was to evaluate current financial management processes to determine areas that were deficient, areas that were operating as expected, and areas that would be affected by changes in the costing methodology; Developed revised budgeting processes to include periodic re-forecasting, expenditure analysis, and warehouse resource planning; Provided training and support in the above noted processes for personnel involved in the resource planning and costing processes; and Developed workflow for asset destruction process. Project 5 – Operating Budget Review, Performance Management, and Costing Defence Research and Development/DND – Resource Management Group - (DRDRA) Business Analyst - Finance Business System: Defence Research Management Information System (DRMIS)/SAP Ref 3: August 2011 – January 2012 (18 Months – Approximately 2700 Hrs) Business Reference: David Griffin,- Science and Technology Project Budgeting, Forecasting, Financial Reporting Budgeting Worked with to develop baseline budgets at the control account level for defence research and development projects; Assisted in the assignment of budgets to activities within the project management system; this was done to establish the performance measurement baseline used to assess actual performance against expected; Planning of direct expenditures of goods and services; Assisted in developing overhead allocations budget; Provided advice and analysis with respect to the funding structures required ; and Provided advice and analysis with respect to financial accounting requirements related to all projects. Forecasting Periodic re-forecasting was performed based on the results of the periodic financial reporting and analysis of project performance measures. Periodic Financial Reporting The following reports were completed on a monthly basis to provide necessary information to enable future project planning and forecasting: Report of Budget, and Actual Costs (reconciled to the control accounts in SAP) Report of budget pressures and availability; Project Cost Variance analysis report; and Narrative variance analysis to determine cause, impacts of variance on total project, and required management action plan. Business Analysis Analyzed and recommended changes to financial management business processes such as the funding hierarchy, levels of accountability, and internal control; Performed an internal control assessment to assess the adequacy of the processes in place to support S.32, 33, and 34 of the FAA and provided recommendations to strengthen these processes; To address deficiencies found during internal control assessment of S.32, S.33, and S.34 processes I analyzed and recommended recordkeeping and information management strategies and solutions with respect to all documents within the expenditure management cycle to ensure appropriate levels of supporting documentation for transactions was maintained in retrievable and auditable fashion. Analyzed and recommended electronic and manual document tracking, retention, maintenance, and destruction strategies with respect to all documents related to transactions within the government of Canada expenditure management cycle; Prepared a management document that provided findings and recommendations for senior management approval (DG of Resource Management); Guidance and recommendations were aligned with all various departmental and central agency, policies, directives, and standards. Main documents were the TB information technology framework  Policy on Information Management  All related documents. Performed operating budget review in support of government wide initiatives such as strategic review and the deficit reduction action plan; Development of Performance Management Policy, Procedures and processes for Corporate Services – Value for Money and Treasury Board Outcome Management Processes. The purpose of the project was to identify DRDC’s financial and non-financial objectives so as to improve its performance, and to determining whether stated objectives are being effectively achieved, and provide recommendations for improvement; Developed and implemented policies and processes for ongoing performance measurement in all areas of corporate services; Developed and implemented updated financial management policies, procedures, and Processes for DRDC. As part of this project the following steps were taken, reviewed and documented internal controls, conducted analysis of current business processes in the areas of finance and procurement, investigated best practices, and recommended changes; Costing and Funding A key outcome of the Operating Budget Review was an understanding of the costs to fund specific regional offices along with the projects they managed this knowledge was integrated into financial management activities such as the estimates process and other business requirements; Developed cost models to provide in-depth analysis of the resources required to operate regional offices and the projects that were being managed at each office; Cost model provided management the ability to do better allocation of resources required for project implementation; Resource cost categories included acquisition costs, operation and maintenance costs and both recurring and non-recurring costs; Reviewed, recommended, and implemented improved funding processes to provide greater accountability, and efficiency gains; Costing: Development of costing methodologies along with processes, designed to provide costing information for all DRDC research projects; and Costs were developed for activities specific to DND. The relevant groupings were direct project costs, project support overhead, corporate and administrative overhead, and other related costs. Planning, acquiring, and controlling the use of funds to ensure organizational goals were met and to maximize value for money. Performance Measurement Developed and Implemented, Financial Planning, Budgeting, and Monitoring processes; and Performed risk analysis using the TB risk management capability model. The risk analysis focused on Governance, Leadership & Accountability, and Monitoring, Performance and Outcomes. Business Systems Analysis (SAP) Financial and non-financial data was extracted from SAP and used to develop further reporting via Excel and Access databases; and Validated and interpreted results to be able to make and/or recommend financial and non-financial decisions. Project 6 – Internal Audit and Business Process Assessments PWGSC - Seized Property Management Directorate Ref 4: December 2010 – August 2011 – MT5 - 9 Months Reference: Jose Caloca,- Business Analyst - Finance Business Analysis Review of current SAP (Sigma) and SPMIS vendor creation processes; Created a revised SAP/SPMIS vendor creation process; Develop end user training on revised vendor processes; and Delivered training to finance staff. Audit Financial audit of complex case files to ensure the requirements of the SPMA, Disposition Regulations and Forfeiture Regulations were adhered to. Project 7 – Management of Financial Planning and Systems The Competition Bureau Manager, Financial Planning and Systems May 2010 – June 2010 MT2 - 2 Months Business Reference: Carole Loiselle,- Financial Management Activities Managed a team of five; Coordinated Budget Process; and Performed Reconciliations between IFMS (SAP) and Budget Information Management System (BIMS). Business Systems Analysis (SAP) Financial and non-financial data was extracted from SAP and used to develop further reporting via Excel and Access databases. M25 - Validated and interpreted results to be able to make and/or recommend financial and non-financial decisions. Project 8 – Public Accounts and Preparation of Departmental Financial Statements Infrastructure Canada March 2010 - April 2010 MT2 - 2 Months Business Reference: Ross Miller,- Senior Financial Analyst - Corporate Accounting Financial Management Activities Managed the year end processes with respect to PAYE and RAYE; Performed Reconciliations between IFMS (SAP) and Public Accounts PAPS Online System; Consulted on and prepared Public Accounts plates; Consulted on and provided input into the preparation of the DPR Financial Statements; Entry of Public Accounts Plates using PAPS online system Business Systems Analysis (SAP) Financial and non-financial data was extracted from SAP and used to develop further reporting via Excel and Access databases; and Validated and interpreted results to be able to make and/or recommend financial and non-financial decisions. Project 9 – Business Analysis/Financial Policy Development Department of Foreign Affairs and International Trade Ref 5: Jan 2010 – Feb 2010 (2 Months, 300 Hrs) Business Reference: Christophe Borbola,- Senior Policy Analyst - Financial Policy Business Analysis - Finance Consult, Coordinate, recommend, and update DFAIT Financial Policies; Interpret TB financial policies, Legislation and related regulations and ensure internal policies and business processes met these as a minimum requirement; Conducted consultative process with various stakeholder’s in developing and revising financial policies; Developed time lines and deliverables as part of the time and project management process; Conducted relevant research in support of the proposed changes to all financial policies including research on Best Practices; Developed Capital Asset Accounting Guide; Developed Capital Asset tracking tools; Provided training on Accounting for Capital Assets; and Other policies, processes, and guidelines worked on included Guide on Budget management, Journal Vouchers, and Commitment Control, which were all cross referenced to the appropriate Treasury Board Policy and where possible additional cross referencing was done to reflect the Treasury Board Policy Suite Renewal project. Project 10 – Public Accounts Preparation Privy Council Office March 2009 – June 2009 MT2 - 4 Months Business Reference: Carlos Arruda,- Senior Financial Analyst – Corporate Accounting Financial Management Activities Preparation of Public Accounts plates for Privy Council Office, Security Intelligence Review Committee, and Public Appointments Commission Secretariat; Preparation of DPR Financial Statements; Entry of Public Accounts Plates using PAPS online system; and Performed Reconciliation between SAP Financial System and CFMRS Public accounts online system. Business Systems Analysis (SAP) Financial and non-financial data was extracted from SAP and used to develop further reporting via Excel and Access databases; and Validated and interpreted results to be able to make and/or recommend financial and non-financial decisions. Project 11 – Business Analysis and Payables Management National Research Council Ref 6: June 2008 – Feb 2009 (9 Months – 1,350 Hrs) Business Reference: Marc Geoffrion,- Business Analysis – Finance Consulted, Coordinated, Advised, and updated all NRC Financial Policies to ensure alignment with Treasury Board policies; Interpreted Treasury Board financial policies, Legislation and related regulations and ensure internal policies met these as a minimum requirement; Conducted consultative process with various stakeholder’s in developing and revising financial policies; Developed time lines and deliverables as part of the time and project management process; Conducted relevant research in support of the proposed changes to all financial policies including research on Best Practices; Some of the policies worked on include policies on Budget management and Journal Vouchers; and Developed capital assets policy and guidelines cross referenced to the appropriate Treasury Board Policy. Financial Management Activities Section 33 Certification on all NRC Accounts Payable; Business Process Services - Internal Control and Accounting: Analysis, review, documenting, updating/re-engineering of accounts payable business processes and policies; Management of all activities associated with cheque requisition; Business Process Services - Interacting with financial community to maintain a current knowledge of business accounting processes; Review commitment and de-commitment of transactions and resolution of discrepancies; Managing the work of 11 employees by developing work plans, coaching as necessary, and reviewing performance against established objectives; Validation of SAP data versus supporting documentation: Overall review of information supporting financial transactions, including S.33 exception reports, to ensure adherence to all relevant government policies and procedures, and standards. Recommendations for corrective action were given and followed up upon when required; and Validation of SAP input data versus output: Daily reconciliation of items certified Sec. 33 and sent for payment versus confirmation file returned from IFMS (SAP). Business Systems Analysis (SAP) Financial and non-financial data was extracted from SAP and used to develop further reporting via Excel and Access databases; and Validated and interpreted results to be able to make and/or recommend financial and non-financial decisions. Project 12 – Business Analysis - Development of an Automated Financial Reporting Tool Infrastructure Canada Ref 7: Sept 2007 – May 2008 (9 Months – 1350 Hrs) Business Reference: Ross Miller,- Business Analyst - Finance Business Analysis Developed an Automated Financial Reporting Tool to provide: P9 and P12 Certification; Working Papers for Annual DPR Financial Statements; and Developed Policy and Procedure documenting the P9, P12, and working paper process. Automated Financial Reporting Tool developed using SAP, MS Access, Excel including macros and pivot tables; Reviewed and recommended changes to Capital Asset Accounting Policy; Develop Guide on Accounting for Capital Assets; Developed Tools for tracking Capital assets; Provided training to operational groups on Accounting for Capital Assets; and Conducted relevant research in support of the proposed changes to the Capital Asset Policy including research on Best Practices. Financial Management Activities Preparation of the Year End/DPR Financial Statements using Automated Financial Reporting Tool; Preparation of P9 Certification and backup for sign-off by SFFO; Monthly Verification of Trial Balance for submission to the RG; Accounted for Capital Asset Transactions using both the whole asset and component approaches; Monitoring and ensuring that suspense accounts were being cleared on a timely basis and for year end; Responding to any queries from the RG with respect to Trial Balance and other transactions; and T4A and T1204 Tax slips audit and submission Business Systems Analysis (SAP) Financial and non-financial data was extracted from SAP and used to develop further reporting via Excel and Access databases; and Validated and interpreted results to be able to make and/or recommend financial and non-financial decisions. Project 13 – Business Analysis, Internal Controls, and Audit PWGSC – Seized Property Management Directorate – Business Analyst Finance Business Analyst – Finance Business System: Seized Property Management Information System (SPMIS) Ref 8: February 2005 – August 2007 (18 Months – 2700 Hrs) Business Reference: Jose Caloca,- Business Analysis Interpret TB financial policies, Legislation and related regulations and ensure internal policies met these as a minimum requirement; Developed time lines and deliverables as part of the time and project management process; Team Leader SPMD for New PWGSC chart of accounts project; Acted as Finance SME on Acquisition Card Processing Module; Ensured compliance with departmental and Treasury Board policy requirements; Participated in Business Case Development and Scenario Development; Participated in user acceptance testing (UAT); After UAT signed off on final product; Acted as Liaison between Finance and Operations SME’s and SPMIS development team on all projects; Signed off on final functional specification documents; Developed user reference and training documentation; and Developed and provided end user training sessions. Business Process Activities Conducted relevant research in support of the proposed changes to all financial policies including research on Best Practices; Developed and implemented revised financial policy, procedures, and processes; Conducting consultative process with various stakeholder’s in developing and revising financial policies; Developed and implemented the policy on Acquisition cards and developed the internal business process regarding the use and management of acquisition cards; Ensured control framework was in place that supported effective S.34 process; and Developed Business Process for acquisition card transactions. Financial Management Activities Supervise Financial Controls Team (10 FTE’s) Accounts Receivable Accounts Payable Financial Review Team Oversee all Internal control functions; Monthly reconciliations between SPMIS and Departmental Financial Systems; Overall review of financial information and exception reports in the areas of Accounts Receivable, and Accounts Payable to ensure adherence to relevant policies and procedures such as the SPMA, Disposition Regulations and Forfeiture Regulations, the FAA, PWGSC Policies and Procedures, and relevant Treasury Board Policies. Corrective Feedback and recommendations were given when required; Financial Analysis for partial closeout of files; Verify sharing reports and coordinate with DOJ and Police Forces; Prepare annual Unaudited Statement of Proceeds and Disbursements; and Coordinated Year-end duties. Audit Audit of complex case files to ensure the requirements of the SPMA, Disposition Regulations and Forfeiture Regulations are adhered to; Co-ordinate audit of files that can be considered for closeout; Co-ordinate External and Internal audits; and Active Case post review analysis. Project 14 – Trust Fund and Pension Analyst, Business Systems Analyst The Canadian Red Cross Society Business Analyst - Trust & Pension Accounting Ref 9: July 2001 – January 2005 (31 Months – 2,250 Hrs.) Business Analysis Activities Analysis of Restricted Trust Funds; Development of system to track, classify, reconcile, and report on restricted trust fund activity; Business Plan for the Implementation of a new Trust Fund Accounting System and Development of a new Trust Fund Accounting Business Unit; Implementation of a new Trust Fund Accounting System; Design and implementation of Project accounting systems including integrated costing methodology designed to fully cost all Canadian Red Cross Missions and Projects; OTHER WORK HISTORY Great West Life Assurance Assistant Manager of Portfolio reporting Financial Management Activities Financial, Management, and Budget reporting on a 3.5 billion dollar real estate portfolio; Preparation and presentation of consolidated property budgets, and financial statements; and Portfolio analysis in the areas of Net Operating Income, Capital Expenditures, Leasing Assumptions, Mortgage Financing, and Rates of Return (Frank Russell). Business Analysis Activities Development of automated reporting processes including a fully integrated financial reporting model. Encore Business Solutions Software Requirements Specialist Business Analysis Activities Production of Software Requirements Specifications and Human Interface Specifications for Great Plains Dynamics (Microsoft Dynamics); Conducted client interviews to determine business requirements; and Liaised with project team during all phases of projects. Great West Life Realty Advisors Inc. 2001 – 2003 Assistant Manager, Portfolio Reporting Encore Business Solutions Inc. 2000 – 2001 Software Requirements Specialist Unicity Integrated Logistics Inc. 1999 – 2000 Controller The Manitoba Real Estate Association 1995 – 1999 Controller Investors Group 1993 – 1995 Business Systems Analyst United Grain Growers 1992 – 1992 Commodities Auditor TECHNICAL SKILLS Management of Accounts Payable, Accounts Receivable, Pension Administration, and Payroll; Production and Management of Daily Cash Forecasts; Monthly Cash Flow Projections; Management of the Annual External Audit; Development and administration of Access Databases; Experience with Great Plains, Accpac, IMIS Fundraising, Raiser Edge Fundraising, MS Office including Access, CTI Accounting (Real Estate ERP system), Easy ABC (Activity Based Costing software), and Yardi; Implementation and Integration of Accpac Modules including Insight Reporting, Project and Job Costing, and Inter Entity Transactions; Functional Expert SAP; MS NT Server Administration; and Excellent verbal and written communication skills. EDUCATION AND PROFESSIONAL DEVELOPMENT Certification: Institute of Internal Auditors CGAP – Certification July 2014 Certification: The Society of Management Accountants CMA 2000 University Certificate: The University of Manitoba Certificate in Accounting 1998 Association of Certified Fraud Examiners Member, CFE Candidate IIBA Member, CBAP Candidate ISACA Member, CISA Candidate Windsor Secondary School, North Vancouver BC – Secondary School diploma 1983