About - Perry A. Wilson, PMP, Project Management Consulting

 

Our history

Our background is in credit union mergers; projects that have high-complexity and high quality needs. With our experience, you will receive project management that focuses on the impact on your customer, your team members and your bottom line.

Our approach

• We work in partnership with you and your teams to build a clear project plan that provides road map for achieving your strategic goals.
• We drive delivery to your chosen priorities. You decide which is more important when it comes to decision making.
• We build teams based on the belief that people who are engaged will build creative and exciting solutions.

Our commitment

• We will keep your information safe
• We will keep you informed
• We will increase the project knowledge of your team
• We will raise the hard questions
• We will give you our passion

Qualifications - Perry A. Wilson, PMP

Perry has over 27 years of people management and over 9 years of project management experience. She has developed a Project Management Office and worked within an Enterprise Project Management Office as a Project Manager, People Manager, and Mentor. She has also worked with business and technology teams to develop and implement a common methodology and create a center of knowledge using Microsoft Share Point.

She earned her PMP designation in 2006.

Completed Projects

Financial Calculators

Develop and deliver a suite of financial calculators to the retail and investment advisors of the credit union.

Worked with external vendor and internal experts to create and deploy 15 financial calculator tools to allow the member facing staff to better serve the advice needs of the member

Behavioural segmentation and customer assignment development, pilot, and rollout

Develop classifications of customer behavior, gather and analyze data, and develop financial models. Conduct a pilot of the assignment strategy within on branch of the credit union to assess the ideal mix of customers for each advisor. Using a rolling wave model, train and rebuilt the account books for advisors in forty branches. Deliver data mart view of member holdings to branches and call center.

Delivered on time, within budget

Capacity release – 4 projects over 5 years

Assess current processes, policies, procedures, and actual activities to identify and implement administrative task times within retail branches.

Identified savings in time spent on administrative activities, incorrect processing, over processing, and inefficient hand off to mid and back office.

Using lean manufacturing process identified and implemented a savings of 15 to 25 minutes savings on one process conducted in 60 branches.

Business model transformation

Assess potential to create an Investment Dealer model to replace current Introducing Dealer model for both Investment Dealer Association (IDA) and Mutual Funds Dealer Association (MFDA) relationships. Include RFP, business case, and recommendations to CEO and Board of Directors.

Delivered complete recommendations for three different business models and presented to the Board of Directors

Credit Union Merger – open bond to open bond

With minimum disruption to members and staff, complete the data transfer of member accounts from the acquired credit union to the banking platform of the acquiring credit union, provide appropriate member communications, provide training, communication and change management to impacted branches.

Managed transition costs to budget - 28 staff – 4 locations – 9484 members - First merger in 7 years for acquiring credit union.

Develop and implement model for credit union partnership

Develop and implement with minimal disruption, a business model that allowed a credit union merger to result in a new entity with support from the parent credit union and local identity and control for the acquired credit union.

Delivered a local identity for the acquired credit union, developed service agreements between parent credit union departments and new entity, provided tailored training, developed new branding, within budget and on time.

2 locations – 2 insurance branches – 7151 members – 46 staff

Credit Union Merger – closed bond to open bond

With minimum disruption to members and staff, complete the data transfer of member accounts from the acquired credit union to the banking platform of the acquiring credit union, provide appropriate member communications, provide training, communication and change management to impacted branches. Develop specific training related to moving from closed bond (eligible members from 4 employers) to open bond (members from wide geographic area).

Budget savings of $500,000 - 7 locations (one on Vancouver Island) – approx 70 staff – 17,000 members - Delivered on time

Credit Union Merger

With minimum disruption to members and staff, complete the data transfer of member accounts from the acquired credit union to the banking platform of the acquiring credit union, provide appropriate member communications, provide training, communication and change management to impacted branches. Work with a project team located on Vancouver Island and the mainland.

Budget savings of $800,000– 3 locations, 4 insurance offices and 2 virtual branches – 25 staff - 5023 members – Delivered on time. Innovative approach to online and phone banking password transfer