Strategic Financial Advisory Role Rising To The Challenge Thursday, February 19th, 2015 FMI Professional Development (PD) Day Daniel Le May Financial Management Advisor

Organizational Context  In August, 2011 SSC was given the mandate to both operate & transform the IT infrastructure that supports the programs & services delivered by 42 departments & agencies  Objectives are to consolidate, standardize & transform the delivery of GoC , data centers & network services  Will create savings/efficiencies & eliminate duplication to ultimately improve program & service delivery to Canadians  Brought together approximately 6,000 employees from different departments with unique cultures & ways of working  Have adopted Blueprint 2020 principles of service excellence, innovation & value for money *Unique Opportunity for Strategic Advisors* 2

Environment  Building from the ground up  Infrastructure  Culture  Roles & Responsibilities  Grey Areas are common  Focus is on Enterprise Approach where transformation is the priority  Change is continuous & fast-paced  Project management focus *It Makes for a Challenging Journey* 3

The Journey – Our Service Delivery Model 4 Telecommunications Data Centers IT Security Horizontal Focus  Budget Planning, Management & Control  Forecasting  Investment Planning/Resource Allocation  Financial Reporting  Training for Delegated Managers & Business Support staff  Salary Forecasting  Expenditure Management CORE SERVICES * We were Pro-active in Aligning to Organizational Needs* BRANCH Financial Management Advisory Services Finance & DCFO Directorate Workforce Profile BRANCH

The Journey –Strategic Financial Advisor Role 5  Doing it all - firefighting  Little time for strategy: changing the tire while truck is in motion  Minimal supervisory role – small shop  Focused on ensuring integrity of financial transactions & building the basic finance infrastructure  Mix of transactional & strategic advice  Review & provide recommendations on investments  Team leader & enabler  Training delegated managers & also business support staff to take on transaction work  Continuing to build finance infrastructure  Developing common tools & processes  Report on benefits realization  Influence the vision & transformation agenda  Proactively plan with stakeholders & other Strategic Advisors  Risk analysis  Focus on strategic functions  Instill a continuous improvement approach  Coach/mentor & enabler *We’ve Reached a more Advanced level of Maturity* Early Stages Current State Desired State

Rising to the Challenge – Recipe for Success Strategic Business Partner Strategic Analysis & Risk Mgmt. Business Acumen Depth & breath Communication Skills 6 Client Relationships Trust & Respect There are several key ingredients: LEADERSHIP & ENGAGEMENT ROBUST FINANCIAL FRAMEWORK (Processes, Systems, Tools) TEAMWORK & PARTNERSHIPS INNOVATION & CREATIVITY Focus & Energy * Trust & Respect are essential to a Successful Business Partnership *

Key Messages  Earning the trust & respect of clients takes time (be patient)  Becoming a successful business partner requires a lot of commitment & dedication  Show interest & get to know the business (active listening)  Surround yourself with good people/engage others – not a “one person show”  Clear & simple communications (non-technical)  Perform challenge function while being solutions oriented  Strategic Advisors have many opportunities to add value in times of change  Striving for excellence: quality & timely financial information that supports decision- making  Promoting innovation & creativity takes courage & strong leadership  Mistakes will happen but remember it’s an evolutionary process  Focus & energy are key to achieving results “ The ultimate measure of a [person] is not where [they] stand in moments of comfort & convenience but where [they] stand in times of challenge & controversy” Martin Luther King Jr. 7

APPENDIX A The Journey Continues – Desired State Desired State - Challenge function & business acumen is sought out - Benefits & cost savings are realized & monitored - Service Delivery Model is responsive - Succinct, accurate financial information facilitates decision-making - Services levels are consistent & high quality - Effective client feedback mechanisms & service standards are in place - Effective tools & training provided for quality control - Strategic Advisor is viewed as a trusted & respected business partner involved in influencing the vision & transformation agenda - Long-term strategic direction received from senior management - Productive partnerships are in place with other Strategic Advisor functions - High performing teams are maintained - Manageable client service ratios are respected - - Continuous improvement approach in place - Services automated, where feasible - Common processes & tools are in Place - Service standards are established & monitored 8 Clients People Processes + Tools * The role of Strategic Financial Advisor (SFA) is not a “One Person” Show*