Sandra MacLennan

Experience

• 

  Ontario Lottery Corporation

  Jan 1989 - Jan 1999

  Developed business cases for improving business efficiency, researched best practices and developed an process-based IT model. Change agent for corporate re-engineering initiative, communicating and presenting new IT business model to staff through workshops and presentations. Led a team of IT staff and external consultants in developing IT service level agreements. Managed the procurement, implementation and support of the PC LAN over multiple sites. Directed the efforts of an office automation team in successfully upgrading more than 800 PCs and 30 servers to a Windows environment. Responsible for recruiting and managing a team of technical support staff. Established standards for acceptance testing documentation and discrepancy reporting. Managed IT projects to automate the office environment. Implemented the first PC Support Line.

  • IT Value Proposition Team Member

    Jan 1997 - Jan 1999

  • Project Leader / Team Leader, IT

    Jan 1989 - Jan 1997
• 

  Ontario Lottery & Gaming Corporation

  Jan 1999 - Jan 2006

  - Managed the development and implementation of business driven process improvement requests to mitigate risk and improve business efficiency. Documented processes for the lottery business division, through facilitated work sessions. Transforming the mindset of lottery staff into valuing and relying on process maps as a tool to use to better understand and manage their business.

  • Manager, Business Solutions

    Jan 2001 - Jan 2006

  • Business Development Analyst

    Jan 1999 - Jan 2001
• 

  OLG

  Apr 2006 - now

  - Plan, manage and execute continuous improvement projects with the overall objective of increasing agility, resourcefulness and execution excellence within Operations.- Plan and facilitate cross-functional improvement workshops with the business and IT to resolve issues and improve upon critical processes and technology.- Risk Champion, facilitate the identification, assessment and mitigation of risks within the Operations division. Lead cross-functional project teams in identifying action plans to mitigate risks. Analyze and report on audits, action plans and controls to COO. - Direct and manage the lottery regulatory team; working with Corporate Compliance and Legal to interpret regulations; advising the business on the implementation of controls; maintaining critical control related documentation (Control Activity Matrices, game conditions, processes and procedures).- Direct the draws audit team, a critical lottery process. Maintaining business coverage 365 days a year.- Direct the technical testing team for Operations, ensuring technical fixes are identified prioritized, tested and implemented to meet operational needs.- Plan for and manage resources to meet the needs of the organization.- Develop and maintain strong strategic relationships with internal and external partners. Strategically identify opportunities to learn from and work with shared service partners.- Develop process improvement tools and methodology. Show less • Lead and facilitate the development of framework elements within the Service Provider Management methodology including the OLG Book (processes and model), Service Provider processes and the Vendor Segmentation model.• Established the SDM Transformation Roadmap that provides direction to the lines of business on how to transform to the Service Provider Management model and implement the roles, processes and technology required to manage strategic Service Providers and vendors.• Lead the development of action plans to support the business in implementing the Service Provider Management methodology, monitoring progress through regular meetings.• Develop and maintain collaborative, strategic relationships with business and shared service leaders to effectively transition the organization to the new business model.• Leader of change, effectively leading and supporting the business areas in the transition to the new business model by leveraging corporate change management tools.• Plan, lead and facilitate cross functional workshops with the business and shared service areas in order to strategically align thoughts and actions in implementing the SDM methodology.• Identify risks to the program and project work streams and develop effective mitigation strategies.• Manage and direct the operational work associated with implementing the new SDM Centre of Excellence (SDM CoE), ensuring clear and strategic communication across all work streams. Identifying risks and developing effective mitigation strategies to meet objectives.• Act as point of resolution for challenges in the program prior to escalation.• SDM CoE Program Leader with a strong foundational understanding of the Service Provider Management methodology, including, contractual obligation management, performance management, relationship management and the relational governance framework. Show less - Leader of the process definition component of the OLG Modernization Program to transform the organization. Directed a team of internal and external process consultants in the development and documentation of processes that will define the future OLG.- Established the methodology and approach used by the organization to define and document cross functional scenarios, processes, and key interactions between OLG, the future Service Providers and the AGCO.- Part of the leadership team directing and building the processes, people and technology required to transform and modernize the OLG.- Developed and maintained strong, collaborative working relationships with functional business leaders, external consultants, Gaming and Lottery transition teams during a time of great change. - Developed and executed the plan for the OLG Book development, successfully leading the team and meeting tight deadlines.- Defined and managed the impact assessment of the operating service agreements on future processes.- Led the work effort to identify the original accountabilities in the contractual agreements between the lines of business and the shared service areas. - Acquired and managed external consultants through the RFS process, requesting and managing funds and contracts for consultants - Facilitated and directed cross functional scenario workshops with functional business leaders to define accountabilities and processes in the New OLG. Show less - Established the formalized regulatory practice and Internal Control Manual (ICM) for the lottery division, ensuring policies, procedures, processes and controls are established and documented to meet regulations. Led the transformation of lottery staff to a regulated environment, educating them on accountabilities and processes in a regulated environment. - Established the issues management and reporting process for lottery incidents reported through the Contact Centre that required coordination and resolution through IT and the Business, with reporting to the AGCO.- Risk Champion for Lottery, leading risk assessment initiatives to identify, assess and mitigate operational risks within the lottery division.- Member of the Senior Management team developing the strategic and annual plans for the lottery division.- Managed cross functional teams in the development and implementation of strategic initiatives to mitigate risk and meet corporate objectives. - Managed the prioritization, development and implementation of technical and process improvements initiatives to mitigate risk and improve business efficiency.- Managed the software development quality assurance function within lottery. Recruiting and developing a team of Business Analysts that perform user acceptance testing on all technical changes, ensuring initiatives meet quality standards, and supporting the regulator in their testing efforts.- Provided the audit management framework to lottery, guiding business representatives in preparing responses to internal and external (AGCO) audits.- Represented OLG at the national level, Interprovincial Lottery Corporation (ILC) Lottery Risk Assessment committee, working with other lottery jurisdictions to identify and assess risks affecting the lottery industry in Canada.- Developed strong working relationships with internal departments and external partners (AGCO and ILC). Show less

  • Director, Optimization Support

    Aug 2019 - now

  • Senior Manager, Continuous Improvement

    Apr 2016 - Aug 2019

  • Program Leader, Service Delivery Management (SDM), Modernization

    Sept 2014 - Mar 2016

  • Business Transformation Leader, Process Capability Team

    Oct 2012 - Aug 2014

  • Senior Manager, Risk, Regulation & Continuous Improvement

    Apr 2006 - Sept 2012