A Tier One Canadian bank was in the midst of a $35M capital program to replace their ABM processing platform. At the time of this engagement, structural changes to the program were required for three reasons: 1.) A recent implementation indicated that process ownership needed to be embedded in the business, versus residing with the program team. 2.) The program had moved from the pilot phase into a broader roll-out phase with more frequent, geographically diverse implementations. 3.) The Program Manager was retiring.