Define the CSC Cloud Adoption Vision and Roadmap including the following components:

1. Engage Organization - initially at the Executive level then communicate down
2. Set Cloud Adoption Objectives and KPIs - Org Wide Sr Mgmt Workshop tied to Departmental Mission and Objectives and then communicate down
3. Create Cloud Governance Teams and Processes - including team mandates and membership characteristics
4. Perform Cloud Readiness Assessment - including people, process and technology components
5. Create High Level Cloud Services Design/End State - including people, process and technology components
6. Create High Level Roadmap with Adoption Phases – for new and existing workloads
7. Identify Initial Cloud Initiatives – awareness and training as well as Lead Application initiatives

Provide Cloud Advisory Services to LAC to define LAC's Cloud Adoption Vision and Roadmap as well as to define all the components of the required Cloud Program including:

• Program Definition:  Cloud Adoption Objectives and KPIs, Cloud Program Roadmap, and Cloud Program RACI
  • Program Leadership:  Governance Team Mandates, Governance Leadership Selection, and Cloud Guiding Principles
  • Program Planning:  Staffing Plans, Program Funding, Program Establishment Project Plan

Provide Work Load Migration Analysis to CMN to determine the optimal path for CMN to move to the Cloud.  This included:

• Creation of the Quantitative Workload Analysis Questionnaire
• Leading the Client Discovery Sessions to Capture the required Qualitative information
• Analysis of the Quantitative data captured using the Bell CloudScape tool
• Formulation of the Work Load Migration Strategy
• Evaluation of potential migration options and formulation of recommendations 

TechInsights has been a trusted patent and advanced technology intelligence partner to the world's largest and most successful companies including 37 of the top 50 U.S. Patent holders.  They recently merged with one of the other top players in this market Chipworks to further solidify their market leadership position.

Following this merger, Murray was engaged to create a Cloud Strategy to integrate and transition the two companies' processes and systems onto a single integrated cloud based platform and set of processes. 

Systems including Finance, HR, CRM, Project Mgmt, Enterprise Content Mgmt, and a proprietary Conflict of Interest (CoI) system to allow the former two companies Intellectual Property teams to still represent all of their previous clients even when one companies' client may be 'targetting' the other companies' client. 

The work included developing architectures/high level designs/transition plans for:

• Current State - document current state with dual systems/processes
• Integrated State - single integrated set of cloud systems/processes
• Future State - enhanced cloud functionality/processes

For Integrated State, additional work focused on:

• Process Flows
• Detailed Designs 
• User Interface Design
• Cloud Vendor Requirements Creation and Selections
• Cloud Vendor Mgmt and Testing
• Implementation Plans
• Data Migration Plans

Mxi Technologies is a Aviation Maintenance Software company that provides aviation maintenance software to Airlines and Maintenance, Repair, and Overhaul (MRO) facilities globally. They currently provide their software to some of the largest airlines in the world in the form of software that is installed on-premises. However the market is moving towards a cloud delivery model. Murray was engaged to perform a Feasibility Study for moving Mxi’s products to a cloud offering.

The Initial Feasibility Study focused on:

1. Identifying the Incremental Components of a Service Offering namely responsibility for Security, Performance and Availability, as well as the myriad of Cloud Configuration Options including public, private, and hybrid cloud as well as cloud services including co-location, IaaS, PaaS, and SaaS.
2. Validating Demand for a Cloud offering through a detailed Market Segmentation and Analysis
3. Determining Cloud Readiness for the Mxi products through a detailed Cloud Readiness/Gap Assessment from a Technology, People, and Process view point

Upon successful completion of the initial feasibility phases, the Detailed Feasibility Study focused on:

1. Cloud Service Design for Mxi products including all Technology, People, and Process components
2. Cloud Migration Planning and Timelines including Migration Method Selection, Implementation Streams and Geographical Prioritization
3. Cloud Provider Identification, Evaluation and Selection including any necessary Risk Mitigations
4. Detailed Financial Analysis marrying bottom-up bottom-up costing and top down sales forecasts and pricing models to determine profitability and payback.
5. Move Forward Recommendations and Next Steps presented to the Mxi Executive Team as part of the Annual Strategic Planning.

Leadership of the Entrust Datacard Cloud Services Design team. Working closely with Product Management and R&D, responsible for the Architecture and Design of the following Cloud Services offerings: Entrust Certificate Services (ECS), Public Key Infrastructure (PKI), and Authentication/IdentityGuard (IDG).

Leadership of the Cloud Services Delivery team. Responsible for delivery of the Entrust hosted product portfolio. Responsible for Entrust's data centres, deployment of new networks, storage, and server systems as well as overseeing hosted customer on-boarding efforts and new hosted product deployment efforts.

Transitioned Bridgewater’s IT/IM team from a reactive cost centre to a proactive business enabler through extensive consultation with senior management and the user community. Developed and implemented a Plan of Record with strong focus on IT/IM automation, R&D Lab self-service, and remote office/mobile worker improvements.

Designed and managed the implementation of a significant Lab Uplift Project for the R&D community that added to the required flexibility, agility and performance to the Lab Environmentals and Compute platforms. This included modular in-row cooling, high density rack configs, virtualized blade servers, unified fabric, shared storage, and backups. Future direction set for orchestration, chargeback, self-service provisioning, and performance/capacity management.

Drove the globalization of our Managed Security Services into the US and Europe including establishing win-win relationships with sister organization in Phoenix, Fairfax, UK, and Germany. US globalization currently being implemented. European globalization efforts were still awaiting final investment approval. Joint business development in place.

Created and lead a new organization called Strategic Portfolio Management (SPM) to drive the Strategic Planning for the Operations Management Services (OMS) sector (~$80M business). This included the identification, creation, and evolution of new services lines to address the new Selective Sourcing approach to Outsourcing. This resulted in the incubation of three new business lines.