Discussion Forum - May 24 - Operational Governance Best Practices
The Essential and most under-valued aspect of Outsourcing Governance is 'Operational Governance'
Most clients and providers have matured the financial & contract governance, including changes and service requests. However, operational governance seems to be under-valued and under-invested. In this session, we will highlight the typical "value leakage" scenarios that occur without an investment in operational governance. We will be discussing Operational Best Methods and Control Points required to keep steady-state aligned to the business benefits expected during a time of market volatility.
Supplier evaluation tools, volume/demand management, in-flight bench-marking, problem management, innovation management, escalations etc.
Grant Geminiuc - R3P Consulting
Grant is Managing Director of R3P Consulting founded in 2008. With most of the IT budget allocated to “Keep the Lights On”, Grant brings an innovated approach to reduce IT operating expenses and increase return on IT capital investment programs. As an executive consultant, interim executive, instructor, speaker and author, he is a major change agent in enterprise IT infrastructure of Fortune500 companies.
He specializes in IT vendor management, sourcing advisory, program management, service management, risk/compliance management and the application of new technologies for competitive advantage. Grant has advised on some of the largest outsourcing deals in Canada, established several IT vendor management offices, acted as Interim CIO for Shoppers Drug Mart and has overseen 100+ consolidations and transitions.
Kathy Irvin - BMO
Kathy Irvin is Director, Supplier Relationship Management and a member of the senior leadership team for the largest supplier management organization at BMO Financial. Her more than forty-year career in the financial services industry includes both supplier and supplier-management side experience which, in addition to her tenure at BMO, includes nine-years at Symcor Inc.
Kathy takes a progressive view of supplier performance management. It’s one in which it’s possible to be equally risk centric and open to innovation, where a strong risk-based governance approach is not a limitation but rather the foundation upon which innovation and strategic partnerships flourish. She is currently involved in a multi-year transformational effort that leverages technology, process standardization, and centralized workflow to optimize governance oversight and insight, increase resource capacity, and enhance supplier value and performance.
79 Wellington St W #3000, Toronto, ON M5K 1N2
8:00 to 8:30 am – Breakfast and networking
8:30 to 9:15 am – Presentations, questions and discussion
9:30 to 10:15 am – Panel Discussion