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CV-Karim Virjee

Resume Keywords: PMP budget TCP/IP IPV4 IPV6 MPLS Multicast PIM-SSM QoS Virtual Private Networks VPN Security technologies AAA, IPSec IKE Netflow ACL Cisco IOS IOS-XR

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KARIM VIRJEE, PMP


IT Related Experience Over 18 years
Certifications PMP Certified (2009)

PROFILE
Mr. Virjee is a results-driven Technical Project Manager/Professional with over 18 years of experience in the Networking/Telecom/IT industries. He has first-rate skills in directing full cycles of complex, multi-site IT programs in start-up and well-established companies using industry-standard methods.
Mr. Virjee has the proven ability to lead, plan and deliver substantial revenue, productivity and quality improvements through well-managed, on-time IT/software projects with budgets ranging from $250K to $5.0M USD.
In addition to his strong management skills, Mr. Virjee has in-depth technical experience in architecting, guiding, developing and implementing software for carrier-grade, high-availability systems and Internet Protocols including TCP/IP, IPV4, IPV6, MPLS, Multicast, PIM-SSM, QoS, Virtual Private Networks VPN, Security technologies (AAA, IPSec, IKE, Netflow, ACL), Pseudo wire, VLAN, PPP, MLPPP, MLFR, NTP, NMS/EMS, MIBs, SNMP, XML and Virtual Routers.
He has been recognized as a very strong team-builder, an excellent team-player, communicator and relationship builder with internal and external stakeholders.

Operating Systems
Cisco IOS, Cisco IOS-XR, QNX, Microsoft Windows, Windows NT, VxWorks, UNIX, Linux, VMWare

Tools
Microsoft Project, MS Exel, MS Powerpoint, Framebuilder, Framemaker,
IBM Rational Clearcase, Netbeans, UML, DOORs
Agile/Rapid Development Methodology SCRUM
Object Oriented Analysis and Programming




PROFESSIONAL EXPERIENCE
Project Role Budget Duration Timeline

1. Senior Technical Project Manager, Celestica Inc .$2.5M USD12 months8/2008 8/2009
2. Technical Project Manager, Cisco Systems Inc $1.0M USD 6 months 1/2008 7/2008
3. Program Manager, Cisco Systems Inc.$5.0M USD6 months.1/2008 6/2008
4. Technical Project Manager, Cisco Systems Inc $2.0M USD10 months2/2007 12/2007
5. Technical Support Manager, Cisco Systems Inc$3.0M USD3 years......10/2004 10/2007
6. Program Manager, Cisco Systems Inc $0.5M USD6 months.1/2007 6-2007
7. Technical Project Manager, Cisco Systems Inc.$3.0M USD3 years.....1/2003 12/2005
8. Technical Project Manager, Cisco Systems Inc.$2.0M USD24 months1/2001 1/2003
9. Technical Project Manager, Nortel Optera LH/DX.$1.0M USD12 months1/2000 12/2000
10. Senior Software Designer, Nortel Optera LH/DX.18 months. 7/1998 1/2000
11. Intermediate Software Designer Nortel DMS-100..4years 4 months 11/1993 7/1998
12. Junior Test Engineer - Nortel AccessNode1 year 5 months 6/1991 -- 11/1993


DETAILS OF EXPERIENCE

1. Senior Technical Project Manager (12 months).8/2008 8/2009
Company Celestica, Ottawa
Project Carrier Ethernet IP Router Development
Background This was the first project at Celestica involving custom hardware and software design. Therefore there were no processes in place for software development. Mr. Virjee helped start-up the first software group consisting of 100 members at Celestica and played a key role in establishing best practices and processes for software development.
Objective The objective of the project was to build a Carrier Ethernet System for a specific customer. Mr. Virjee was responsible for initiating, planning, designing, allocating resources, monitoring progress, verifying quality of the deliverables, vendor management, scope planning and management, risk planning and management, verifying scope, and communicating weekly progress to major stakeholders for the OAM Framework subsystem team which was staffed with 5 Managers and 35 Engineers.
Budget $2.5M USD, Program Value $6M USD

Accomplishments
Reporting to the Director of Software Development, Mr. Virjee was instrumental in establishing the very first software group at Celestica. Hel helped establish best practices and processes for software development projects.
As a service-focused communicator and analytical decision-maker, he planned and directed the development and deployment of application systems that supported business strategies and corporate strategic requirements, impacting profitability.
He led the creation of systems requirements, functional and business cases. He also analyzed business cases and responded to RFPs.
He played a key role in overcoming ambiguities in the project charter, technical direction and staffing challenges to lead the team through Initiating, Planning and Execution phases.
Mr. Virjee divided the large project into phases, uncovered initial requirements and risks, created measurable objectives, helped develop the project charter, identified internal and external stakeholders and developed a stakeholder management strategy.
Mr. Virjee created the project scope statement, procurement requirements, led the creation of the Work Breakdown Structure, activity list, network diagram, estimated resource requirements, time and cost. He then developed the budget and schedule.
Mr. Virjee determined all roles and responsibilities, allocated resources, identified strengths and areas of further development, coached, mentored, motivated, managed performance and realized efficiencies.
Used IBM Rational DOORS to trace and manage technical requirements.
He successfully built, led and motivated primarily a remote team of 5 Team Leaders and 35 Engineers distributed between Ottawa and India, using Agile/SCRUM software development techniques gaining 40% improvement in schedule and quality performance.
Employed use of VMWare to develop code while prototype hardware was in design phase.
Mr. Virjee managed a budget of $2.5 M USD for project related expenses including staffing, test resources (equipment, COTS software licences) and travel expenses. Tracked costs, budget and finances accurately and in a timely manner in support of the Directors needs.
Received recognition for establishing strong Relationship between customer and engineering teams while negotiating the feature content and making architectural/design decisions.
Set objectives and managed performance for direct reports, resulting in positive results.
Mr. Virjee is known for always being on top of the project He held weekly meetings with all direct reports to understand issues, provide guidance, review the project plan and project schedule, review status updates, clear issues, provide coaching and mentoring.
He reviewed technical work products High Level Design Document, Functional Specifications, Detailed Design Specifications, Unit Test Plans and System Test Plans, Software code written in C/C++ that met customers most stringent requirements.
Documented and presented accurate detailed status for the project to the executives, PMO and other stakeholders on a weekly basis.
Created UML diagrams for the OAM Framework subsystem in Object Model in Netbeans environment.
Provided input to 4 RFP responses Celestica was bidding for contracts.

Environment
QNX, UML, Netbeans, IBM Rational DOORS, C/C++, XML, VMware, Microsoft Project, MS Excel, MS Sharepoint,

2. Technical Project Manager (6 months).1/2008 7/2008
Company Cisco, Ottawa
Project IP Multicast (IPV4 and IPV6) VPN Phase II
Background This was a follow-on project to IP Multicast VPN PV4 and IPV6. Mr. Virjee identified the scope for this project based on high-level customer requirements.
Objective The objective of the project was to increase the encapsulation and de-capsulation performance of Multicast VPN packets, reduce the CPU usage during the configuration and un-configuration of multicast routes, ensure no traffic loss during Route Processor failover on Cisco 12000 IOS-XR platform to exceed customer requirements.
Budget $1M USD, Program Budget 5M USD

Accomplishments
Reporting to the Senior Manager of Software Development, Mr. Virjee was responsible for establishing the project scope statement and project charter. He played a key role in overcoming ambiguities in the project charter, technical direction and staffing challenges to lead the team through Initiating, Planning and Execution and Closing phases.
Mr. Virjee divided the large project into phases, uncovered initial requirements and risks, created measurable objectives, helped develop the project charter, identified internal and external stakeholders and developed a stakeholder and risk management strategy and plans.
Mr. Virjee created the project scope statement, procurement requirements, led the creation of the Work Breakdown Structure, activity list, network diagram, estimated resource requirements, time and cost. He then developed the budget and schedule. He employed extensive use of the Microsoft Project for building and tracking to the schedule.
Mr. Virjee determined all roles and responsibilities, allocated resources, identified strengths and areas of further development, coached, mentored, motivated, managed performance and realized efficiencies.
Mr. Virjee managed a budget of $1M USD for project related expenses including staffing, test resources (equipment, COTS software licences) and travel expenses. Tracked costs, budget and finances accurately and in a timely manner in support of the Directors needs.
Established strong relationship between customer and engineering teams while negotiating the feature content and making architectural/design decisions.
Set objectives and managed performance for direct reports, resulting in positive outcome.
Mr. Virjee is known for always being on top of the project He held weekly meetings with all direct reports to understand issues, provide guidance, review the project plan and project schedule, review status updates, clear issues, provide coaching and mentoring.
He reviewed technical work products High Level Design Document, Functional Specifications, Detailed Design Specifications, Unit Test Plans and Integration Test Plans, Software code written in C that met customers most stringent requirements.
Documented and presented accurate detailed status for the project to the Senior Manager, PMO and other stakeholders on a weekly basis.
Mr Virjee managed the project to complete on time, budget and high quality. He was responsible for managing change requests, providing guidance for defect fixes, integration of the fixes into the image and verifying scope with internal and external customers.
For highly visible critical issues and defects, Mr. Virjee ran war rooms, bringing together system expertise across multiple functional areas and drove the root cause investigations. Once the root cause was found, Mr. Virjee would shepherd the solution/fix through its course until it was integrated into a customer image. He would then obtain feedback from the customer to ensure the fix met the customers needs.
Mr. Virjee was recognized by his Director as one of the top leaders of quality improvement of software on IOS-XR.


Technical Environment
C, QNX, QNX Momentics, Klocwork static analysis and code coverage tools, IBM Rational Clearcase, Microsoft Project, MS Excel, Cisco C12000



3. Program Manager/ Software Release Manager (6 months)1/2008 6/2008
Company Cisco, Ottawa
Programs Release IOS-XR 3.6.1
Background At Cisco, often the PMO did not have adequate staffing to support all software releases. Minor software releases typically consisted of about 10-12 features. For the IOS-XR 3.6.1 Release, I was the Program Manager or Software Release Manager for Cisco 12000 platform reporting to the PMO who was responsible for overseeing all the platforms.
Objective Provide program management across 10 features owned by 10 different Functional Managers. Initiate and plan the release within the release timelines set forth by the PMO, manage, monitor and control the execution of all projects, and lead the program closure activities. Features supported included 8 port Channelized T1/E1 Service Port Adapters (SPA), Channelized OC-48/DS-3 SPA, MLFR, MLPPP, IPSec VPN SPA, Layer 2 VPN support for Frame Relay interfaces (Frame Relay over MPLS), IPV6 Multicast and Bidirectional PIM.

Overall Budget $5M USD
Accomplishments
Worked with all the cross-functional team of Managers and Engineers to develop measurable objectives in terms of functionality to be provided, KLOCs, defects/KLOC including breakdown of severity level when features are handed off to independent test group, zero static analysis warnings at project completion.
As a service-focused communicator and analytical decision-maker, he planned and directed the development and deployment of application systems that supported business strategies and corporate strategic information requirements, impacting productivity
He led the creation of system requirements, functional and business cases. He also analyzed business cases and responded to RFPs.
Used IBM Rational DOORS to trace and manage technical requirements.
Identified all internal and external stakeholders.
Rolled up all the schedules into a master schedule in MS Project for the release for the Cisco 12000 platform. Determined the critical path and monitored features on the critical path more closely to control the outcome to ensure the release was not going to be impacted.
Rolled up the budget requirements (mainly for the equipment purchases, prototype hardware and headcount) and gained formal approval from the Director of Cisco 12000.
Gained formal approval for the plan from the PMO and the Director of Cisco 12000.
Built the Scope Management Plan, Time Management Plan, Quality Management Plan, Communications Management Plan, Risk Management Plan, Procurement Management Plan and rolled up into Project Management Plan.
Participated in the overall Release kick-off meeting and presented full plans for features specific to Cisco 12000.
During program execution, on a weekly basis, Mr. Virjee tracked the progress of each feature/project, understood issues and risks, and provided support to clearing of issues (equipment, headcount resources, marketing input etc). He ensured any risks which were getting realized were mitigated per Risk Management Plan established at project kick-off.
Ensured all features were delivered to the independent test group on time with the predefined quality standards.
During the independent test phase, and as defects/change requests were made, Mr. Virjee ensured that Functional Managers were focused on the key defects/change requests and had solid plans to resolve them quickly so as to not impact the release.
At program closure, Mr. Virjee was involved in ensuring all Cisco 12000 features had proper documentation, all outstanding defects were part of the release notes, and that the final fixes for defects were integrated into the customer image in a timely manner.
Overall, the release was very successfully managed. There was a 10% improvement in schedule performance and 15% improvement in quality performance compared to a similar release in the past.

Technical Environment
C, QNX, QNX Momentics, Klocwork static analysis and code coverage tools, IBM Rational Clearcase, IBM Rational DOORS, Microsoft Project, MS Excel, Cisco C12000

4. Technical Project Manager (10 months).2/2007 12/2007
Company Cisco, Ottawa
Project IP Multicast (IPV4 and IPV6) VPN Phase I
Background This was the first time IPV4 and IPV6 Multicast protocol was developed on the IOS-XR operating system on Cisco 12000 platform. Mr. Virjee identified the scope for this project based on high-level customer requirements.
Objective The objective of the project was to deliver a highly scalable and high performance IP Multicast VPN software on Line Card Engines 3 and 5.
Budget $2M USD, Program Budget $20M

Accomplishments
Reporting to the Senior Manager of Software Development, Mr. Virjee was responsible for establishing the project scope statement and project charter. He played a key role in overcoming ambiguities in the project charter, technical direction and staffing challenges to lead the team through Initiating, Planning and Execution and Closing phases.
Mr. Virjee divided the large project into phases, uncovered initial requirements and risks, created measurable objectives, helped develop the project charter, identified internal and external stakeholders and developed a stakeholder and risk management strategy and plans.
Mr. Virjee created the project scope statement, procurement requirements, led the creation of the Work Breakdown Structure, activity list, network diagram, estimated resource requirements, time and cost. He then developed the budget and schedule. He employed extensive use of the Microsoft Project for building and tracking to the schedule.
Mr. Virjee determined all roles and responsibilities, allocated resources, identified strengths and areas of further development, coached, mentored, motivated, managed performance and realized efficiencies.
Mr. Virjee managed a budget of $2M USD for project related expenses including staffing, test resources (equipment, COTS software licences) and travel expenses. Tracked costs, budget and finances accurately and in a timely manner in support of the Directors needs.
Established strong relationship between customer and engineering teams while negotiating the feature content and making architectural/design decisions.
Used IBM Rational DOORS to trace and manage technical requirements.
Set objectives and managed performance for direct reports, resulting in positive results.
Mr. Virjee is known for always being on top of the project He held weekly meetings with all direct reports to understand issues, provide guidance, review the project plan and project schedule, review status updates, clear issues, provide coaching and mentoring.
He reviewed technical work products High Level Design Document, Functional Specifications, Detailed Design Specifications, Unit Test Plans and Integration Test Plans, Software code written in C that met customers most stringent requirements.
Documented and presented accurate detailed status for the project to the Senior Manager, Project Management Office (PMO) and other stakeholders on a weekly basis.
Mr Virjee managed the project to complete on time, budget and high quality. He was responsible for managing change requests, providing guidance for defect fixes, integration of the fixes into the image and verifying scope with internal and external customers.

Technical Environment
C, QNX, QNX Momentics, IBM Rational DOORS, Klocwork static analysis and code coverage tools, IBM Rational Clearcase, Microsoft Project, MS Excel, Cisco 12000 platform.


5. Technical Support Manager (36 months).10/2004 10/2007
Company Cisco, Ottawa
Project IOS IP Multicast on Multicast VPN Support
Background Over 30,000 Cisco 12000 running IOS operating system have been deployed globally. And many of the Tier 1 and 2 Service Providers were embarking upon enabling IP Multicast protocol to support a multitude of important services including IPTV, streaming video and Stock broker financial applications. When Service providers ran into technical difficulties and when Cisco first line support was unable to resolve the issue independently, Mr. Virjee would be notified of the issue. Mr. Virjee was responsible for resolving the issues to customers satisfaction. Most of the issues were caused by defects in the software which Mr. Virjee inherited and was responsible for.
Objective The objectives of this ongoing project were to resolve defects reported, and if possible to find ways to reduce the sustaining/tech support effort which at the beginning was 200 man hours per week.
Budget $3M USD, Program Budget $15M USD
Accomplishments
AT&T was the largest customer of Cisco 12000 platform. Purchasing over $250M worth of equipment annually. AT&T was planning a global deployment of IP Multicast VPN and needed technical consultation particularly with scalability and performance aspects. Mr. Virjee worked closely with technical decision-makers at AT&T over the course of 2005-2007 to satisfy all the scale and performance requirements. Often travelling to New Jersey to meet with Technical architecture team, gathering requirements, providing project status updates and building relationships.
Reduced the software sustaining effort from 200 man-hours to 20 man-hours per week through a series of quality improvement initiatives. These quality improvement initiatives were a result of root cause analysis of issues reported over the period of 12 months and were recommended by Mr. Virjee.
Mr. Virjee led the root cause analysis and resolution of several highly-visible, complex technical issues faced by AT&T and other service providers through strong analytical and problem-solving abilities.
For highly visible critical issues and defects, Mr. Virjee ran war rooms, bringing together system expertise across multiple functional areas and drove the root cause investigations. Once the root cause was found, Mr. Virjee would then shepherd the solution/fix through its course until it was integrated into a customer image. He would then obtain feedback from the customer to ensure the fix met the customers needs.
Was successful in this role by employing a hands-on approach working closely with team members to help design, review work products and to resolve issues during execution and quality control.
Championed and evangelized the idea of white-box unit testing to build quality into the software.
Mr. Virjee managed a budget of $3M USD for project related expenses including staffing, test resources (equipment, COTS software licences) and travel expenses. Tracked costs, budget and finances accurately and in a timely manner in support of the Directors needs.
Through a series of scale and performance improvement initiatives such as Selective VRF download and improved HA software from NSSTG, tripled the IOS Multicast VPN scale from 30 VRFs to 100 VRFs resulting in AT&T deploying more Cisco 12000 equipment in North America.
Identified product portfolio gaps and championed changes that reprioritized R&D investment and helped Cisco 12000 increase its leadership as the top choice of Core and Edge routing platform.
Reviewed Functional Specs, Design Specs, Code, as well as Unit-Test and Integration Test-plans, resulting in robust, scalable features that met customers most stringent requirements.
Documented and presented accurate detailed status for the project to the Senior Manager, PMO and other stakeholders on a weekly basis.
Mr Virjee managed the work to complete on time, budget and high quality. He was responsible for managing change requests, providing guidance for defect fixes, integration of the fixes into the image and verifying scope with internal and external customers.
Mr. Virjee divided the large project into phases, uncovered initial requirements and risks, created measurable objectives, helped develop the project charter, identified internal and external stakeholders and developed a stakeholder and risk management strategy and plans.
Mr. Virjee created the project scope statement, procurement requirements, led the creation of the Work Breakdown Structure, activity list, network diagram, estimated resource requirements, time and cost. He then developed the budget and schedule. He employed extensive use of the Microsoft Project for building and tracking to the schedule.
Mr. Virjee determined all roles and responsibilities, allocated resources, identified strengths and areas of further development, coached, mentored, motivated, managed performance and realized efficiencies.


Environment
Cisco 12000 platform, IOS operating system, C, GDB, Microsoft Project, MS Exel, Microsoft PowerPoint

6. Program Manager/ Software Release Manager (6 months)1/2007 6/2007
Company Cisco, Ottawa
Programs Release IOS 12.0(32)SY2
Background At Cisco, often the PMO did not have adequate staffing to support all software releases. Minor software releases typically consisted of about 10-12 features. For the IOS 12.0(32)SY Release, I volunteered to be the Program Manager or Software Release Manager for Cisco 12000 platform reporting to the PMO who was responsible for overseeing all the platforms.
Objective Provide program management across 4 Functional areas, each led by a Functional Manager. Initiate and plan the release within the release timelines set forth by the PMO manage, monitor and control the execution of all projects, and led the program closure activities. The release content was mainly driven by outstanding critical bug fixes in the areas of IP Multicast VPN, MLFR, MLPPP and QoS.

Overall Budget $0.5M USD
Accomplishments
As a service-focused communicator and analytical decision-maker, he planned and directed the development and deployment of systems that supported business strategies and corporate strategic requirements, impacting profitability.
He led the creation of system requirements, functional and business cases. He also analyzed business cases and responded to RFPs.
Identified all internal and external stakeholders.
Rolled up all the schedules into a master schedule in MS Project for the release. Determined the critical path and monitored features on the critical path more closely to control the outcome to ensure the release was not going to be impacted.
Rolled up the budget requirements (mainly for the equipment purchases, prototype hardware and headcount) and gained formal approval from the Director of Cisco 12000.
Gained formal approval for the plan from the PMO and the Director of Cisco 12000.
Built the Scope Management Plan, Time Management Plan, Quality Management Plan, Communications Management Plan, Risk Management Plan, and Procurement Management Plans and rolled up into Project Management Plan.
Participated in the overall Release kick-off meeting and presented full plans for features specific to Cisco 12000.
During program execution, on a weekly basis, Mr. Virjee tracked the progress of each feature/project, understood issues and risks, and provided support to clearing of issues (equipment, headcount resources, marketing input etc). He ensured any risks which were getting realized were mitigated per Risk Management Plan established at project kick-off.
Ensured all features were delivered to the independent test group on time with the predefined quality standards.
During the independent test phase, and as defects/change requests were made, Mr. Virjee ensured that Functional Managers were focused on the key defects/change requests and had solid plans to resolve them quickly so as to not impact the release.
At program closure, Mr. Virjee was involved in ensuring all Cisco 12000 features had proper documentation, all outstanding defects were part of the release notes, and that the final fixes for defects were integrated into the customer image in a timely manner.
When the customer (AT&T) faced issues with the software image, Mr. Virjee would get involved in resolving the issues.
For highly visible critical issues and defects, Mr. Virjee ran war rooms, bringing together system expertise across multiple functional areas and drove the root cause investigations. Once the root cause was found, Mr. Virjee would shepherd the solution/fix through its course until it was integrated into a customer image. He would then obtain feedback from the customer to ensure the fix met the customers needs.

Additional projects will be available upon request.

TECHNICAL SUMMARY
Microsoft Project
Microsoft Sharepoint
Agile/Rapid Development Methodology SCRUM
Object Oriented Analysis and Programming, UML
IBM Rational DOORS
Programming in C, JAVA, Smalltalk
Configuration Management IBM Rational Clearcase
DOORs
TCP/IP
IPV4
IPV6
MPLS
IP Multicast
PIM SSM
Multicast VPN
Virtual Private Networks, VPN
QoS
ACL
VLAN
Pseudo-wire
PPP
HDLC
MLPPP
MLFR
Netflow
SONET/APS
NTP
NMS/EMS
SNMP
XML
Virtual Routers
ATM, Frame Relay
Centrex
VOIP
SIP
TCL, Team, TATS
S/DMS AccessNode, DMS-100
Cisco 12000 series Routers
Cisco Catalyst Series Switches
Cisco CRS-1
Motorola MPC860, 68360
SingleStep Debugger
PSOS+
Klocworks
QNX Momentics
Cisco IOS, Cisco IOS-XR, QNX, Microsoft Windows, Windows NT, VxWorks, UNIX, Linux, VMWare

Employer: Celestica
Job Title: Senior Project Manager, Carrier Ethernet Platform
Start Month/Year: 08/2008
End Month/Year: 08/2009
City: Ottawa
Country: Canada
Description: • Established the very first software group at Celestica with support of Director and one other manager. Helped establish processes for software development projects.
• Played a key role in overcoming ambiguities in the project charter/requirements, technical direction and staffing challenges to lead the team through Initiating, Planning and Execution phases.
• Successfully built, led and motivated a team of 5 Team Leaders and 35 Engineers located in India, using Agile Software Development techniques gaining 40% improvement in schedule and quality performance.
• Developed, executed, monitored and controlled project plans for the entire OAM Framework Subsystem.
• Reviewed work products: High Level Design Document, Functional Specifications, Detailed Design Specifications, Unit Test Plans and System Test Plans, Software written in C that met customers most stringent requirements.
• Tracked costs, budget and finances accurately and in a timely manner in support of the Director’s needs.
• Set objectives and managed performance for direct reports, resulting in positive results.
Employer: Cisco Systems
Job Title: Project Manager, IP Core/Edge Router C12000/CRS-1
Start Month/Year: 01/2001
End Month/Year: 07/2008
City: Ottawa
Country: Canada
Description: Not Specified
Employer: Nortel
Job Title: Software Design Engineer
Start Month/Year: 11/1993
End Month/Year: 01/2001
City: Ottawa
Country: Canada
Description: Object Oriented iterative software development on DMS-100 voice switch, and embedded systems programming on Optera Connect DX/LH optical transport platform.
 
Education Level: Bachelor's Degree
School Name: University Of Calgary
Major: Electrical Engineering
City: Calgary
Country: Canada
Graduation Date: 05/06/1991
Description: Not Specified

Languages

English Fluent
Job Category: Project Manager Job
Job Type: Any Job Type
Job Status: Immediate
Desired Salary: $0 Unspecified
Desired Location: Not Specified
Willing to Relocate: Yes