Sector: Public Sector – Digital Government
Service: Program Management, Product Design & Delivery
Timeline: Multi-year, ongoing delivery

Overview
Digital Six Consulting played a central role in the delivery of a modern digital services platform that provides citizens with a unified, online experience for accessing essential government services. This flagship initiative allows users to renew driver’s licences, schedule road tests, validate vehicle insurance, register as organ donors, and renew public health coverage—all through a single, secure portal.

Our Role
Digital Six provided the Program Manager responsible for overseeing the successful execution of this complex, multi-stream initiative. Our broader team also led or supported key delivery roles, including:

• Business Analysis: Capturing cross-departmental requirements and aligning them to user needs
• UX Design: Crafting intuitive, accessible user experiences grounded in service design principles
• Product Ownership: Managing product backlogs, priorities, and vision to maximize value
• Technical Architecture: Designing a scalable, resilient platform that met regulatory requirements
• Development & QA: Building and testing features with a focus on performance, reliability, and security

Our Approach
We applied agile delivery practices within a structured governance model, ensuring:

• Clear alignment between strategy, user needs, and technical implementation
• Iterative, user-centered design and development
• Transparent risk management and proactive stakeholder engagement
• Compliance with privacy legislation and transportation regulations such as the Highway Traffic Act

Results
The digital platform has:

• Transformed access to core government services for hundreds of thousands of users
• Reduced operational strain on in-person and paper-based service delivery channels
• Enabled real-time validation and streamlined processes
• Advanced the client’s broader digital transformation and citizen experience goals

Why We Were Chosen

• End-to-end expertise in digital service delivery and program leadership
• Track record of successfully delivering in high-compliance, public sector environments
• Deep experience balancing technology, user needs, and legislative frameworks

Sector: Public Utility
Service: Information Management Consulting
Timeline: November 2024 – March 2025

Overview
A major public utility engaged Digital Six Consulting to lead a corporate-wide assessment of its Information Management (IM) practices and documentation. The objective was to identify opportunities to strengthen governance, enhance compliance with legislative and regulatory requirements, and improve the effectiveness of information management across all business units.

Our Role
Digital Six provided two senior IM consultants each with over 30 years of experience leading IM strategy and modernization efforts in the public sector. The consultants worked closely with the client’s internal team to deliver a customized engagement that reflected the organization’s operational realities and strategic goals.

Our CEO supported the project as delivery and quality assurance lead, ensuring strong communication, issue resolution, and alignment with best practices, at no additional cost to the client.

Our Approach
We used a proven methodology grounded in public sector standards and best practices.
Key engagement activities included:

• Conducting interviews with key stakeholders
• Reviewing the client’s IM policy, tools, and legislative obligations
• Assessing current-state maturity in records retention and disposition practices and identifying gaps
• Reviewing current approaches to email management
• Delivering a comprehensive Records Retention and Disposition Plan with actionable recommendations for implementation
• Delivering a recommended approach to the management of active and inactive email accounts

Results
The final report delivered to the client:

• Identified compliance requirements and provided a comprehensive organization-wide Records Retention and Disposition Plan and implementation tools
• Recommended targeted email management improvements

Why We Were Chosen

• Recognized leadership in public sector Information Management
• Strong track record of delivery in high-compliance, regulated environments
• Local presence with an understanding of regional and national IM frameworks

Sector: Public Sector – Finance & Housing
Service: Project Management – ERP Implementation & Organizational Transition Support
Timeline: February 2024 – December 2024
Project Size: Medium
Project Complexity: High

Overview
Digital Six Consulting supported the Government of New Brunswick through two concurrent projects focused on enabling legislative and structural changes through effective technology implementation and process alignment. These efforts supported tax compliance and the establishment of a new Crown corporation within the provincial housing portfolio.

Our Role
Digital Six provided a Senior Project Manager to lead the planning and execution of both initiatives:

1. Reciprocal Tax Agreement Project
Tony managed a cross-functional team of technical and finance professionals responsible for implementing changes to Oracle E-Business Suite (EBS) and Oracle Fusion. These changes were required to ensure the province could meet new tax management obligations for public service bodies under a Reciprocal Tax Agreement.

2. NB Housing Corporation Project
Tony also led the project team responsible for delivering the technical and functional system changes needed to establish NB Housing as a new Crown corporation. The project required careful coordination of timelines, change impacts, and interdepartmental requirements to support the legal and operational launch of the new entity.

Our Approach
Digital Six applied a focused and risk-aware project management approach:

• Coordinated multiple workstreams, aligning functional, technical, and financial deliverables
• Facilitated stakeholder engagement across departments and external partners
• Ensured all changes met provincial policy, finance, and system integration standards
• Managed dependencies across organizational boundaries and project timelines

Results

• Successfully delivered Oracle system updates enabling accurate tax handling for public service bodies
• Supported the timely and compliant formation of NB Housing as a functioning Crown corporation
• Strengthened interdepartmental collaboration and increased readiness for future modernization initiatives

Why We Were Chosen

• Proven ability to manage complex ERP and organizational change initiatives in public sector contexts
• Strong understanding of financial systems, cross-government collaboration, and risk mitigation
• Capacity to manage multiple high-stakes projects simultaneously while maintaining delivery quality

Sector: Energy – Oil & Gas
Service: IT Assessment, Strategic Planning, Infrastructure Design
Timeline: November 2017 – March 2018
Project Size: Medium
Project Complexity: High

Overview
As part of the establishment of a new corporate entity within the provincial energy sector, Digital Six Consulting was engaged to lead a strategic review of IT capabilities supporting the oil and gas business line. The goal was to assess current-state systems and personnel and provide a roadmap for building an autonomous, fit-for-purpose IT environment.

Our Role
Digital Six provided a Senior Consultant to lead the engagement, supported by a team of senior technical specialists. The work focused on evaluating:

• Infrastructure: Network, hosting, and core systems capabilities
• Applications: Line-of-business systems, data dependencies, and integration points
• People & Processes: IT roles, organizational readiness, and service delivery capacity

Our team then developed a detailed plan to support the client’s transition to an independent IT model aligned with the goals of the newly formed oil and gas entity.

Our Approach
We used a phased and collaborative approach:

• Conducted discovery interviews and technical reviews with IT and business stakeholders
• Assessed current-state capabilities and risks across infrastructure, application, and human resource dimensions
• Developed a target-state architecture and operating model to support autonomy, scalability, and reliability
• Created a practical implementation roadmap, including timelines, resourcing, and cost considerations

Results

• Delivered a clear and actionable roadmap for transitioning to an autonomous IT environment
• Provided strategic recommendations for infrastructure modernization, staffing, and support models
• Enabled the client to move forward with confidence in building the digital foundation for a new corporate entity

Why We Were Chosen

• Strong track record of delivering strategic IT advisory services in the energy sector
• Deep understanding of IT operating models, transformation planning, and organizational readiness
• Ability to bridge technical and business priorities to guide high-stakes transition initiatives

Sector: Public Health & Digital Services
Service: Technical Project Leadership & System Integration
Timeline: Multi-year, ongoing

Overview
Digital Six Consulting supported the development and implementation of a province-wide Clinical Information System designed to consolidate and streamline access to health records under a “One Person, One Record” (OPOR) model. The initiative enables healthcare providers to access accurate, real-time patient information across care settings, improving coordination, safety, and outcomes.

Our Role
Digital Six provided technical project leadership and interface integration expertise, acting as a critical bridge between public health authorities, third-party vendors, and internal digital teams. Our consultants played a leading role in:

• Defining and managing integration requirements across systems
• Coordinating technical deliverables and timelines across multiple organizations
• Ensuring interfaces adhered to privacy, security, and clinical interoperability standards
• Supporting readiness and planning for large-scale system go-lives

Our Approach
Our team applied a structured and collaborative approach to technical delivery:

• Engaged stakeholders from IT, clinical, and vendor teams to align technical strategy
• Used agile-informed project management techniques to maintain momentum and adaptability
• Ensured compliance with jurisdictional health data regulations, including data residency and access controls
• Prioritized system interoperability and future scalability to support evolving care models

Results

• The successful development and coordination of clinical system interfaces across regions
• Improved integration readiness for multiple hospitals and care settings
• Enhanced data sharing and continuity of care across the province
• Reduced duplication and inefficiencies in clinical workflows

Why We Were Chosen

• Trusted expertise in leading complex, multi-vendor health IT projects
• Deep understanding of clinical systems, privacy law, and HL7/FHIR interoperability standards
• Strong track record of cross-sector collaboration and risk-managed delivery

Sector: Public Sector – Digital Government
Service: Agile Project Management, Technical Architecture, Web Development
Timeline: November 2024 – April 2025
Project Size: Medium
Project Complexity: High

Overview
As part of a broader government web transformation initiative, Digital Six Consulting led two coordinated projects aimed at improving the performance, usability, and technical infrastructure of critical public-facing websites. The dual objectives were to modernize content delivery and implement a more scalable and efficient web architecture.

Our Role
Digital Six provided the Senior Agile Project Manager to lead both streams of work, as well as a Senior Web Developer to support implementation and technical improvements. Our team worked collaboratively with government stakeholders, IT leadership, and partner vendors to deliver measurable improvements.

Key initiatives included:

• Content Migration: Managing the migration of remaining Finance and Treasury Board content—covering areas such as taxation, pensions, and insurance—to a modernized web platform
• Web Architecture Assessment & Redesign: Leading a technical review and implementing a hybrid architecture leveraging Cloudflare, Azure, and on-premise IIS to support improved site performance and management

Two key focus areas of this work included:

• Removing the “beta” subdomain from government URLs to support production-readiness
• Designing and implementing a sustainable, scalable solution for managing URL redirects

Our Approach
We used agile project management principles to:

• Maintain momentum across two parallel delivery streams
• Coordinate input and review from multiple government departments
• Align technical changes with key business objectives:
  1. Improve user experience
  2. Increase operational efficiency
  3. Support analytics and insights through better site structure and tooling

Results
This engagement delivered:

• A successful transition of all remaining Finance-related content to the new platform
• A re-architected hybrid hosting model that improved speed, reliability, and manageability
• A production-ready environment, eliminating legacy “beta” branding and improving public trust
• A more robust and future-proof approach to redirect management and SEO performance

Why We Were Chosen

• Demonstrated leadership in complex public sector digital transformation projects
• Deep expertise in both agile delivery and modern web infrastructure
• Ability to provide integrated project and technical delivery capabilities in-house

Sector: Post-Secondary Education
Service: Business Analysis, Process Design & Change Enablement
Project Size: Medium
Project Complexity: High
Timeline: Discovery & Analysis Phases

Overview
Digital Six Consulting led the discovery and analysis phases of a student services transformation initiative at a leading post-secondary institution. The project aimed to modernize operations within the Registrar’s Office by creating a more consistent, efficient approach to student admissions, registration, scheduling, and enrolment.

Our Role
A team of eight Digital Six consultants worked closely with institutional leadership, frontline staff, and technology partners to identify current-state challenges, gather requirements, and recommend improvements across multiple high-impact processes.
Key areas of focus included:

• Online Admissions and Centralized Communications: Improving the applicant experience and internal tracking through digital intake and messaging workflows
• System-Wide Scheduling: Partnering with an external scheduling platform to design consistent scheduling logic and governance across campuses
• Online Registration & Enrolment: Recommending streamlined pathways for students to register and manage course loads
• Customized and Continuous Learning Storefront: Enabling flexible, self-service registration for non-credit and lifelong learning programs
• Organizational Change Support: Supporting stakeholders through change impact analysis, communications planning, and readiness assessments

Our Approach
We applied a collaborative, evidence-based methodology to discovery and analysis:

• Mapped business processes, pain points, and technology gaps
• Conducted workshops and stakeholder interviews across campuses
• Coordinated with external technology vendors to align solutions with institutional goals
• Delivered findings and recommendations in structured reports aligned with implementation planning

Results
Our work enabled the institution to:

• Build a clear roadmap for modernizing the Registrar’s Office
• Gain cross-stakeholder alignment on future-state process and technology design
• Position the organization for a smoother transition into implementation and change management
• Identify key enablers for improving the student experience across the full academic lifecycle

Why We Were Chosen

• Proven experience modernizing student-facing services in complex educational environments
• Ability to integrate process, technology, and change management perspectives
• Scalable consulting teams with expertise across discovery, design, and delivery phases

Sector: Public Sector – Transportation & Licensing
Service: Software Development, Test Automation, CI/CD Integration
Timeline: February 2023 – March 2025
Project Size: Medium
Project Complexity: High

Overview
As part of a province-wide initiative to modernize the Registry of Motor Vehicles (RMV), Digital Six Consulting contributed to the enhancement of critical internal services supporting driver suspension and reinstatement workflows. These services are used by government clerks to manage licensing status in accordance with transportation regulations.

Our Role
Digital Six provided a Senior Software Developer to support the delivery of the Manage Driver Suspensions (MDS) platform. Working within a two-week agile sprint cycle, our developer played a key role in:

• Building the Reinstatement Service, a new internal-facing tool to streamline the process of restoring driver privileges
• Delivering ongoing enhancements to the Suspensions Service, contributing to multiple successful releases
• Designing and implementing an automated testing solution to support functional and UI-level validation of MDS functionality

Our Approach
Our developer applied modern development and DevOps practices in a collaborative agile environment, contributing to:

• Front-End Development: Building intuitive, accessible interfaces for internal clerk usage
• Code Quality & Refactoring: Identifying inefficiencies and improving code maintainability with minimal supervision
• Automated Testing:
  • Built a custom test suite using .NET (C#), Selenium, and SpecFlow
  • Integrated automated tests into a Git-based CI/CD pipeline
  • Produced real-time test reporting using SpecFlow+ LivingDoc
• Collaboration & Review: Participated in structured peer review and agile ceremonies, ensuring quality and team alignment

Results
This work led to:

• Faster and more accurate processing of driver suspension and reinstatement actions
• Improved confidence in application stability through robust automated testing
• Increased developer efficiency and code maintainability
• A reliable CI/CD pipeline for future enhancements and releases

Why We Were Chosen

• Proven track record of delivering modern, testable code in regulated environments
• Strong expertise in both front-end development and DevOps integration
• Ability to contribute high-value results in collaborative, agile teams

Sector: Utilities
Service: Project Management – Cloud Migration & Enterprise Application Implementation
Timeline: February 2024 – August 2024 (7 months)
Project Size: Medium
Project Complexity: Moderate to High

Overview
As part of its ongoing technology modernization efforts, a regional utility organization engaged Digital Six Consulting to manage and deliver multiple strategic IT projects aimed at improving customer service and internal operations. These initiatives focused on cloud migration and financial process automation.

Our Role
Digital Six provided a Senior Project Manager to oversee a portfolio of key technology initiatives. Working closely with client stakeholders, internal IT teams, and external vendors, our consultant successfully led:

• Cloud Migration of Call Management System
  Managed the transition of the utility’s Mosaicx customer call management platform to the cloud—ensuring minimal service disruption, seamless vendor coordination, and secure infrastructure integration.
• Implementation of SAP Concur Expense Management
  Led the end-to-end implementation of SAP Concur to modernize and streamline internal expense tracking and reimbursement processes. Oversaw configuration, testing, stakeholder training, and go-live support.

Our Approach
We applied a structured and collaborative project delivery framework:

• Defined and maintained scope, schedules, and risk plans across both initiatives
• Facilitated ongoing communication between business units, IT, and vendor partners
• Ensured compliance with corporate security, cloud governance, and data handling standards
• Provided leadership in stakeholder engagement and change management to support adoption

Results

• Successful cloud migration of the Mosaicx call management solution, improving scalability, reliability, and system performance
• On-time implementation of SAP Concur, resulting in greater financial transparency, reduced manual effort, and improved user experience for expense tracking
• Strengthened the client’s ability to manage future modernization projects through structured delivery practices

Why We Were Chosen

• Proven leadership in managing enterprise application projects in complex utility environments
• Strong experience coordinating between internal teams and enterprise technology vendors
• Ability to deliver high-impact results within tight timelines and evolving operational needs