Christina Styk

Transformed three regional PMOs into one fully functioning “Americas IT PMO Hub.” The Hub covers project delivery in the Americas but also the Enterprise & Corporate Solutions with thirty-six international and credentialed portfolio, program, and project management professional covering eleven countries with four languages in North and South America.

• The team executed upon over 250 active projects and provided advisory services for business case creation for over fifty initiatives over the last 12 months.
• I also am one of 3 Hub directors reporting to the Global VP (Hong Kong). Our team came together to collaborate with our team members to transform all the global WSP IT project professionals into our new formed Enterprise IT PMO.
• Consolidated regional PMOs project management tools and processes into one reorganized PMO credentialed out a New Americas Project Financial Tool” for project portfolio reporting at an enterprise level while still providing views for regional/country budget forecasting & reporting for CFO teams.
• Created new project portfolio reporting dashboards based on enterprise stakeholder requirements.
• New people teams developed and organized to effectively manage our new working environment.
• Guided and mentored the new AMER PMO people leaders as they collaborated and engaged with our other business and IT functional teams that are also newly created via organizational transformation.

• Directed a 15-person team including program managers, project managers, project controllers in the execution of regional and global projects.

US Region Program Management to we integrated over 5000new employees through acquisition of four companies and the divesture of one WSP division.

• I represented IT leader working with other business leaders to communicate important IT activities requiring executive 'C' level leadership buy-in for teammate impacting activity and large scale purchases.
• Champion for the WSP IT Organizational Change Management introduction in 2023. I worked closely with the new enterprise OCM team to strategize, collaborate and create OCM workstreams and packages. This directly improved user outreach and understanding of IT activities and their impact.

• I transitioned the individual Canada, US and Latin American into a consolidated Service Delivery team in early 2020. This ended up being immensely helpful in the initial stages of the COVID 19 pandemic when a coordinated and central approach was needed for the companies’ new work from home mandates.
• I created the 'Return to Office – IT roadmap' with my America’s Service Delivery Team to support executive leadership goals of bringing people back into the offices 2 years later.

• I took on this new role created during a transition period of WSP IT global outsourcing to a third-party partner for 70% day-to-day operational IT functions.
• Developed the US IT operation support process for IT new hire on-boarding, including hiring a focused unit to process all new hire requests and then conduct first week IT support training for all new hires.
• Created the business case, budget, roadmap and hired team to build two US IT Depots to store, ship, image or assess all IT assets with the WSP corporate network.
• Developed IT equipment service desk, operational IT functions including corporate network support, on-site support functions in country. This was a brand-new transformation for WSP.
• Developed the service delivery daily operational scrum meeting with all regional IT support teams to coordinate priorities for the day and week.
• Final approval/reject person for all corporate changes impacting the US. Deep understanding of impacting changes. Process improvement in communication planning and diverse roles including the business users and their management in how technical changes get approved and rejected.
• Escalation person for executives and business teammates for all roles during high priority incidents impacting billable time.

• Delivered several major US initiatives including the "People and Projects" first integrations into operations. This environment was built to the business units respond to bids and sales requests faster and more efficiently.
• Developed the Client Systems Team - Business Analyst training plan and executed on professional business analysts training for my 5 person team. This training plan ensured that the team was trained in the most helpful methodologies for supporting our internal business units. The Team obtained the PMI-Professional in Business Analysis (PMI-PBA) after attending the internal WSP training.

• Program Manager for WSP US IT Infrastructure & Client Systems programs.
• Managed a program with over 20 active projects across the US business unit
• Developed good working relationships with the WSP technical IT teams and with this the extended real estate administrators in the over 100 US offices.
• Developed new PM templates for these large scale IT capital projects and used them to train new project managers working with in my programs.

• Provided consulting services for an industry leading transportation system company. Delivered three Transit Fleet Management solution proposal submissions including writing responses for the delivery of the projects, program management methodology, staffing approach and provided pricing for those services.
• Provided consulting services for a global content management software company specializing in health care and marketing. Managed four web-based content management projects for this company and converted those projects into new change orders and purchase orders for additional revenue generation for my customer.

• Program Manager of record for the Computer Automated Dispatch and Automatic Vehicle Location Replacement program and Kendall Drive Signalization Program for the country’s 14th largest transit agency - Miami-Dade Transit.
• Subject matter expert for proposals/bid responses and represented Clever Devices during oral bid presentations for major contracts.

• Actively worked with pre-sales team to negotiate a major contract as a sub of the prime contractor for the SFMTA organization.
• Recorded Program manager for the Xerox Business Services portion of the extended deployment of the complex Fleet Management systems programs including the San Francisco Municipal Transit Agency $30,000,000 contract as well as three other multi-million-dollar programs.

• Directly managed and accountable for the following major North American programs: New York Department of Transportation (Muni-Meter), New York MTA (1st and 2nd Avenue Bus Lines Ticket Vending Machines), Toronto Parking Authority (Migration to real-time credit card payment), Toronto Metrolink (Fare Machines), and the Philadelphia Parking Authority (Muni-Meter deployment).
• Met with project stakeholders on regular basis to assess progress and make adjustments.
• Interacted with customers and clients to identify business needs and requirements.
• Devised creative solutions to critical customer and user needs.

• Project manager on over 300 projects during this time period.
• Projects were for external clients IBM Content Management contracts for new system deployments. I also managed projects for both IBM system upgrades and competitive system migrations.
• Developed and perfected a project kick-off process for training of other technical project managers working in this IBM division. This process outlined the essential elements for the client kickoff and to ensure a smooth deployment.

• I was an internal IT project manager who worked on deployment of new internally developed software applications and systems for the processing of mortgages during a booming period of the housing industry.
• Support the efforts of Y2K risk mitigation.

• Started as a Purchasing Agent at this computer and networks company.
• Established the first processes for technical project management to support these technical projects deliveries for this company.
• Project manager for FileNet Imaging Systems (later an IBM company) which branched the project management role into imaging systems for Seventh Day Adventist Insurance, Multiple School Districts including Elizabeth School District and Holy Cross High School in New Jersey and Cendant Mortgage Company.
• Identified plans and resources required to meet project goals and objectives.
• Managed projects from procurement to commission.
• Planned, designed, and scheduled phases for large projects.