REDRAFT - Resume Martin Firth 2017-01-03

Martin Firth – 613-839-1457 1
Martin Firth
Phone (613) 839-1457
Cell: (613) 850-5466
Email: Kirkella57@gmail.com
Profile:
Mr. Firth has developed extensive experience as an expert in providing professional business
analysis, management and transformation services to public and private sector clients and for
various industries including the agriculture and food sectors. His services include process re-
engineering of business and operational processes, change management (project, IT, and
cultural), organizational design, performance measurement and management. Mr Firth offers an
in-depth knowledge on strategic business and change management concentrating on strategic
planning, requirements development and documentation (business, stakeholders, users and
technology), leadership, cultural change management, technology utilization and documentation
to successfully reach a business’ mission, goals and objectives and assure integration and
alignment with operational activities.
Mr. Firth is organized, creative, flexible, results and process driven, detail and people oriented,
and has over thirty five (35) years’ experience in business, customer relationship management
and business process re-engineering.
Mr. Firth areas of subject matter expertise include, but are not limited to:
 Business, financial analysis and IT information technology, processes and systems
development within the food and agriculture industries. Demonstrated abilities
in business performance analysis, business solution delivery and financial results
analysis; recognized as having training and facilitation skills. Proven in designing,
developing and implementing financial and management information systems using
the
 ISO based Audit system development (Process Audits, Performance Management
and Measurements evaluations, Organizational Assessments and Needs Analysis);
 Provided business analysis leadership for the re-designing future corporate
governance structures and frameworks in relation to specific major projects;
 Designing and implementing end-to-end operational and business processes systems
for the oversight of various regulated private sector industries to increase effective and
efficient use of resources;
 Developing Business and Service Delivery Models (including IT);
 Developing Performance Measurement Methods and Frameworks (including Key
Performance Indicators (KPIs) and Metrics;
 Developing Cultural Change management practices - including communication
program development, workforce training and coaching; development of and
recommendations to departmental business policies and practices, employee training
programs performance management and rewarding programs (review of competency
levels).
 Mr. Firth is a senior manager reaching the rank of National Program Manager, (EX01
equivalent) in the federal government with over 35 years of service. Across his

Martin Firth – 613-839-1457 2
extensive career with the federal government he has managed multi-year, multi-
disciplinary, multi-functional teams of professionals in specific projects following the
full life-cycle of project delivery from business requirements to operational readiness.
 Mr. Firth follows the Treasury Board Secretariat Project Management Framework and
policies as follows:
 Policy on the Management of Projects
 Policy Framework for Information Technology
 Policy on Management of Information Technology
 Policy Framework for Financial Management
 Policy for the Management of Assets and Acquired Services
 Policy for the Procurement applying to all transactions
 Significant experience communicating the business analysis, negotiation,
development and implementation of food safety programs, audit processes and follow-
up activities to the senior levels.
 Considerable experience in providing advice and direction with respect the analysis of
issues within the food manufacturing sector, including; food safety inspection program
design, development and implementation including complex food production and
electronic food audit and inspection systems.
 Led and collaborated on the development of federal regulations and regulatory
compliance programs in food the food industry, including primary and processing
sectors in relation to food safety systems, establishment inspection, food safety audits,
food import requirements and the integration of other related activities within
/government departments and industry.
 Managed complex, multi-stakeholder and highly technical food safety initiatives and
the related issues at the international, national and local levels using PMBOK for
developing a structured business approach/methodology and capturing the strategic
key views
 Extensive experience with the engagement of industry and senior multi- level
government representatives towards the negotiation, development and
implementation of horizontal initiatives aimed at accommodating new directions in
respect of food safety approaches.
Security Clearance
Level
CISD File No. Expiry Issued by
Secret Level II 59-FIR-01 August 22, 2026 AAFC

Martin Firth – 613-839-1457 3
Education:
 Bachelor's Degree - Agricultural Economics, MacDonald College of McGill University,
Montreal, Quebec, Canada, April / 1989 - A science degree focused on agricultural
economics with an animal science minor
 Diploma – Agriculture, Kemptville College of Agriculture, Guelph University,
Kemptville, Ontario, Canada, April / 1980 - Diploma program centered on the common
business practices of agriculture for both livestock and horticulture crops.
 High School Diploma, Glebe Collegiate, Ottawa, Ontario, Canada, June / 1978
Management Studies and Certificates:
 Certified as a Food Auditor for the Food Safety Enhancement Program and ISO
processes - 2002
 Project Leadership and Communications Management, Canadian Food Inspection
Agency – 2011
 Managing for Success Certification, Canadian Food Inspection Agency - 2004
 Manager Competency Course, Canadian Food Inspection Agency – 2005
 Management leadership Course, Canada School of Public Service - 2005
Awards/Achievements:
 Queen Elizabeth II Golden Jubilee Medal - May 2013
 Recognition Award - 2007 Federal/Provincial/Territorial Food Safety Committee -
Recognition award for co-chairing and the participation in the
Federal/Provincial/Territorial Sub-committee for On-Farm Food Safety
 Imports Task Force - 2001 Presidential Award - Appointed by the President of the
CFIA, as a task force leader assigned to develop a horizontal import policy for the
CFIA.
 Linguistic Profile: English/ Intermediate French: BBB Level Completed.

Martin Firth – 613-839-1457 4
Experience:
Project # 8 - Canadian Food Inspection Agency
Project Name: Establishment based Risk Assessment (ERA), Model Project and
Antimicrobial Resistance (AMR), initiatives strategic projects within the Science
Branch
January 2016 to present.
Project Authority: Dr Ashwani Tiwari, Work: 613-773-5988 E-mail:
ashwani.tiwari@inspection.gc.ca
Project Description:
Mr. Firth was involved as a senior advisor business analysis for two critical project files within
the Science Branch of the CFIA. The primary project was in support of the Canadian Food
Inspection Agency’s Business Transformation and Regulatory Modernization projects and
included the development of an electronic process for the assessment of risk for clients within
the jurisdiction of the CFIA. The second activity was to develop strategies for the growing health
threat of Antimicrobial Resistance both globally and within Canada. The core element of the risk
assessment project was to develop an electronic model to identify the level of risk and
compliance of industry in relation to food safety and regulatory requirements. The Antimicrobial
Resistance activities included the development of national, multi-jurisdictional databases for the
capture of core information and surveillance of the use antimicrobial medications for both
human and animal health. Mr. Firth provided.
Acting as a senior business analyst and advisor Mr. Firth performed the following
tasks:
Gathered, analyzed and documented business, stakeholder, user, and solution requirements
(functional and non-functional);
Consulted and collaborated with external and/or internal business and operational stakeholders,
clients and employees regarding future business requirements regarding current and future
Business Architecture projects;
Worked with senior executives such as members of the CFIA executive management committee
including Directorate Directors and the CIO of IM/IT to develop/define the priorities for the
execution of the ERA initiative as defined within the Agency Business Architecture;
Developed a strategy for establishing business requirements based on stakeholder feedback
and awareness of various business scenarios;
Using PMBOK for developing a structured business approach/methodology and capturing the
strategic key views of the of the ERA;
Captured and documented strategic business goals and objectives that provided input for
establishing a performance management program including initial metrics and Key Performance
Indicators (KPIs) in support of corporate governance and accountability.
Reviewed existing and drafted new initial governing policies, directives and/or rules to support
newly developed business and operational processes and enable the organization to
successfully carry out its mandate and functional responsibilities,
Reviewed existing and/or drafted new initial governing documentation such as policies,
directives and/or rules to assure corporate governance such as HR, Procurement,
Communications, Legal, Finance and IT (incl. data and information management, IT Security,

Martin Firth – 613-839-1457 5
Asset Management) is integrated with the business model; made recommendations for making
them current for the dynamic economy and in preparation of changing laws and regulations;
Provided strategic and tactical advice to senior management regarding Business planning
activities related to business transformation;
Led the re-designed core business processes and their supporting and enabling technologies
and applications to support the new core processes to demonstrate alignment and/or mis-
alignment with related internal initiatives and how to reach consistent adoption of the ERA for
service delivery across the Agency using a client-centric transformation approach.
Analyzed business plans and project documentation to identify and analyzed business
transformation impacts to the organization and performed options analysis and financial
analysis for detailed cost estimates
Worked with core development team members to develop and map core business and
operational processes that:
Enabled and supported the organization in carrying out its mandate, business objectives and
goals;
 Identified and described process inputs and outputs;
 Identified responsibilities of internal and external entities such as regulated industries,
input suppliers, stakeholders, and employees – captured the relationships among roles,
capabilities and business units, the decomposition of those business units into sub-units,
and the internal or external management of those units;
 Developed the specifications for where, how and why the various organizational
components fit together as they did, and how they supported the organization's
mandate;
 Captured the relationships between stakeholders and organizational sub-units,
assessing their capability levels for providing services and level of process efficiencies
for the development of a future performance management program;
 Provided detailed information on how to align programs and services to corporate and
business goals and client needs;
 Identified opportunities for transformation and assessed impacts of business solutions
and technologies and consistency;
 Defined the data shared across the enterprise and the relationships between the various
data sets;
 Developed Business Case, Business Transformation (BT) Project Charter and plan
(WBS);
 Mentoring and facilitating the development of Business plan to plan strategic planning
activities and stakeholder buy-in approach;
 Provided guidance/recommendations as to how the ERA model needs to operate to
achieve the business goals, and respond to the strategic drivers
 Defined and documented interfaces/integration points of manual to automated
operations/activities;
 Assessing and recommending implementation alternatives to multi stakeholder groups
including development teams and business clients through the creation of artifacts such
as an Options Analysis;
Served as the liaison between the development team and business representatives;
coordinated with those accountable for developing the solution, and the vision for the solution.
Successfully engaging stakeholders and service/business owners for developing and
implementing a new business architecture strategy by developing visual aids (business
models/process maps) to demonstrate to senior management where and how the various
organizational components integrate or do not integrate and how they currently support or do
not support the organization's mandate, goals and objectives;

Martin Firth – 613-839-1457 6
Gathered, analyzed and documented requirements (business, stakeholder, user, functional and
non-functional);
Reviewed current organizational structure and processes to determine core competencies and
responsibilities of various positions;
Utilized TOGAF, as a reference, for planning and designing a future Business and Service
Model that would result in a new governing and reporting structure for the ERA, relative to the
supporting and enabling information technology architecture.
Prepared oversized architectural drawings/process maps (business and operational governance
posters) for meetings and coaching sessions to present how to integrate business with
technology;
Based on a detailed, end-to-end Process analysis, developed/drafted a new ERA model that
defined the future structure and operation of the organization and policies that would enable the
organization to better carry out its mandate and functional responsibilities, and demonstrated
how they would integrate with the organization's current actual and planned capabilities in terms
of computers, data, information, human resources, communication facilities, and software and
management responsibilities;
Collaborated with IM/IT Architecture staff to support and improve the ERA Architecture;
Planned the requirements, development process by determining which requirements are the
highest priority for implementation, and managing subsequent change;
Assessed and recommended implementation alternatives to multi stakeholder groups including
development teams and business clients through the creation of artifacts;
Serve as the liaison between the development team and business representatives; coordinate
with the Solution Architect (s) (or those accountable for developing the solution, and the vision
for the solution).
Acted as primary contact for external partners including leading discussions, presenting
complex material at national industry forums, key national industry management meetings and
reporting to senior managers up to the EX03 level, for both key files.
Provided guidance to staff in developing communication strategies and project activities such as
the development of project schedule using MS Project10
Project # 7 Canadian Food Inspection Agency
Project Manager: Development of an Audit Tracking Process for the management
of Foreign Country System Audits
April 2013 to December 2015
Project Authority: Dr. Henri Bietlot, National Manager, Telephone: 613-773-5835 E-mail:
henri.bietlot@inspection.gc.ca
In April 2013 the Canadian Food Inspection Agency implemented the first organization
transformation to meet the needs of a significant regulatory modernization initiative. Mr. Firth
was responsible to manage the development and implementation of a revised process to
manage audits of the Canadian Food Inspection System by foreign authorities. Extensive use of
the ISO audit principles and procedures formed the basis to revised process to meet

Martin Firth – 613-839-1457 7
international standards and required the development of an IT based interface to track,
coordinate and providing a reporting interface for all aspects of each audit process. These
activities were focussed on the activities by CFIA staff, however extensive discussion and
coordination was required between other federal departments and industry representatives.
As the senior business analyst Mr. Firth performed the following tasks:
Provided strategic advice and guidance to the Director—Import/Export Division, Incoming Audit
Program Operations Team Lead, and team members;
Developed IT Governance model and business policies and processes;
Reviewed and made recommendation to current work and job descriptions
Assisted in developing estimates and costing tables while developing a business case and
Business Requirements document;
Used PMBOK for the development and maintenance of a structured business
approach/methodology and capturing the strategic key views within the project plan;
Analyzed and modeled the current and future organizational structure due to redesign of
business and operational processes;
Reviewed IED’s current organizational structure and processes to determine the core
competencies and responsibilities of various positions during process design and recommend
new key responsibilities and accountabilities;
Mentored the Incoming Audit Project Team, providing strategic, operational, and tactical advice,
guidance, and insight in order that they may simultaneously run the existing business process
and change the electronic program;
Coached members of the Incoming Audit Project Team to develop, broaden, and deepen their
understanding, knowledge, experience, and expertise regarding the Incoming Audit Program’s
needs, requirements, and expectations;
Analyzed the statement of requirements (SOR) and other project documentation to identify and
analyze business transformation impacts to the organization and performed options analysis
and financial analysis for detailed cost estimates
Establish a departmental level Interest Working Groups (IWG) in order to effectively and
efficiently manage the complete lifecycle of IED’s existing and future desktop software/solutions
and the interface with corporate applications;
Provided an analysis of the business model as part of the process development to demonstrate
how a change in corporate and organizational governance structure would create greater
financial control, cost savings and efficiencies;
Prepared and presented briefings and presentations, to executive-management team and
various partners and external stakeholders as required;
Addressed day-to-day issues and concerns, and proposed risk-mitigation strategies and plans
to ensure the Program’s ongoing success; and
Managed the development of an operational cost model, for the delivery of the Incoming Audit
Program business practices.
Managed the development of an operational business model for the delivery of the Incoming
Audit Program business practices.
Manage the project during the development, implementation and operations startup by ensuring
that resources are made available and that the project is developed and is fully operational
within previously agreed time, cost and performance parameters.
Managed the analysis, development and implementation of a redesigned process to outline,
implement and monitor activities in respect to incoming foreign audits based on an ISO Quality
Management System (ISO 9000) principles and processes.

Martin Firth – 613-839-1457 8
Prepared plans, charts, tables and diagrams to assist in analyzing or displaying problems;
worked with a variety of project management tools including MS Word, Excel, Project and VISO.
Defined and documented the objectives for the project; determine budgetary requirements, the
composition, roles and responsibilities and terms of reference for the project team.
worked with a variety of project management tools. Reported progress of the project on an
ongoing basis and at scheduled points in the life cycle.
Developed IT Governance model and business policies and processes for the audit tracking
interface;
Reviewed and made recommendation to current work and job descriptions
Reported progress of the project on an ongoing basis and at scheduled points in the life cycle.
Using the Agile model, led the development of a detailed planning and tracking tool to track
audit planning, coordination and reporting function.
Oversaw the coordination of activities of government and industry partners with respect to the
participation in foreign country audit missions to Canada, having the objective of maintaining or
gaining access to foreign markets.
Monitored activities to resolve short term concerns raised by visiting authorities
Canadian Food Inspection Agency
National Manger, Inspection Systems Section
October 2001 to March 2013
Major projects included the following:
Project # 6 Canadian Food Inspection Agency (CFIA)
Project Manager: Reference Database for Hazard Identification (RDHI) – Web
Application
May 2009- June 2011
Project Authority: Denis Lafleur, Informatics Manager, Telephone: 613-773-7073 E-mail:
Denis.Lafleur@inspection.gc.ca
In support of the Canadian Food Inspection Agency’s effort to modernize the interface
capabilities of the website, Mr. Firth led the activities required to manage and deliver the
environments and code to develop a web-based interface application to external users to search
and develop printable reports in respect to the identification of food safety hazards associated
with food production processes, food input materials and related scientific information
associated with food-borne illnesses. The deliverables produced needed to be sufficient to meet

Martin Firth – 613-839-1457 9
the requirements both Treasury Board and the CFIA in relation to web design. The application
needed to be configured to aid external users from varied background in the search and
identification of food safety hazards. At the national level, Mr. Firth was required to lead detailed
discussion for the identification of client needs and develop strategies for providing a common
platform for a search process that would be provide for a dependable search environment and
accommodate regular expansion and updating of highly technical information. This database
was built across a web-based network infrastructure available to both internal and external
users.
Tasks Performed:
Provided strategic advice and guidance to the Executive Director (EX03) —Policy and
Programs Branch and the CFIA Executive Committee
Establish an enterprise-level Interest Working Groups (IWG) in order to effectively and
efficiently manage the complete lifecycle of RDHI’s existing and future desktop
software/solutions and the interface with corporate applications;
approach/methodology and capturing the strategic key views of the of the Developed and
maintained project plan;
Provided an analysis of the business model as part of the process development to
demonstrate how a change in corporate and organizational governance structure would
create greater financial control, cost savings and efficiencies;
Reviewed PPB’s current organizational structure and processes to determine the core
competencies and responsibilities of various positions during process design and
recommend new key responsibilities and accountabilities;
Addressed day-to-day issues and concerns, and proposed risk-mitigation strategies and
plans to ensure the Program’s ongoing success; and
Managed the development of an operational cost model for the delivery of the RDHI
business practices.
Managed the development of an operational business model for the delivery of the RDHI
business practices.
Manage the project during the development, implementation and operations startup by
ensuring that resources are made available and that the project is developed and is fully
operational within previously agreed time, cost and performance parameters.
Managed the analysis, development and implementation of a redesigned process to
outline, implement and monitor activities in respect to incoming foreign audits based on an
ISO Quality Management System (ISO 9000) principles and processes.

Martin Firth – 613-839-1457 10
Defined and documented the objectives for the project; determine budgetary requirements,
the composition, roles and responsibilities and terms of reference for the project team.
worked with a variety of project management tools.
Reported progress of the project on an ongoing basis and at scheduled points in the life
cycle.
Developed governance model and business policies and processes for the RDHI project
including long term management;
Reviewed and made recommendation to current work and job descriptions;
Developed and maintained project plan
Reviewed PPB’s current organizational structure and processes to determine the core
Prepared/authored presentations and presented to stakeholders, and facilitated meetings
and discussions, and coached various stakeholders including senior management;
Performed high-level organizational assessment/review to assure alignment with current
project and future planning objectives
Reviewed organizational structure and processes to determine the core competencies and
responsibilities of various positions during process design and recommend new key
responsibilities and accountabilities;
Mentored the RDHI Project Team, providing strategic, operational, and tactical advice,
guidance, and insight in order that they may simultaneously run the existing business
process and change the electronic program;
Coached members of the RDHI Project Team to develop, broaden, and deepen their
understanding, knowledge, experience, and expertise regarding the program’s ongoing
need requirements and expectations;
Analyzed the statement of requirements (SOR) and other project documentation to identify
and analyze business transformation impacts to the organization and performed options
analysis and financial analysis for detailed cost estimates
efficiently manage the complete lifecycle of the Division’s existing and future desktop

Martin Firth – 613-839-1457 11
Prepared and presented briefings and presentations, to CFIA’s executive-management
team and various partners and external stakeholders as required;
Created a approach to data management and user interface meeting TB and CFIA
requirements, respecting detailed governmental requirements;
Conducted and facilitated whiteboard work sessions with internal staff members and
stakeholders to identify, gather and document the inspection data requirements in respect
of inspection observations, findings and reporting which led to the, analysis, and
consolidation of the requirements to reach the proposed design of the TEST and PROD
database and tables.
Created a work flow to engage project stakeholders in the strategy developed;
Order/prioritized all date, environment deliverables and coordinate efforts with project
stakeholders;
Integrated the processes and document the steps in order to execute the various tasks;
Provided weekly status reports (written and verbal) to the CFIA senior managers, that
included completed tasks for the current week, planned tasks for the following week and
any outstanding issues.
Provided knowledge transfer to CFIA staff , senior managers and external clients including
industry and provincial governments subject matter experts;
Managed the development of Dataflow Visio diagrams and Standard Operating
Procedures.
Provided guidance for the migration of data from an antiquated application;
Managed the application prioritization for release(s) and deployment on the CFIA web
page.
Managed the development of a user guide for the training of internal staff

Martin Firth – 613-839-1457 12
Project Manager: On-Farm Food Safety Program (OFFSP)
July 2003- June 2008
Project Authority: Heather Holland, National Manager, Telephone (613) 773-6329 E-mail:
Heather.Holland@inspection.gc.ca
As the Project Manager, Mr. Firth led the activities required to manage and deliver the
environments and code to develop an application to record, track and report on activities related
to the complex inspection activities within the CFIA at the national, regional and local levels. The
deliverables produced needed to be sufficient to allow the Agency inspection staff to test,
compile, execute and demonstrate the validity of all program elements and interfaces in
accordance with the CFIA executive approved requirements. The application data capture and
report generation needed to be configured to aid in the delivery of inspection activities of the
three distinct business lines and the development of software code in accordance with the
Treasury Board of Canada Secretariat’s Policy Framework for Information and Technology
(Policy on Privacy Protection). At the national level, Mr. Firth was required to lead detailed
platform for a divergent reporting environment. Mr Firth conducted and facilitated whiteboard
work sessions with internal staff members and stakeholders to identify, gather and document
the inspection data requirements in respect of inspection observations, findings and reporting
which led to the, analysis, and consolidation of the requirements to reach the proposed design
of the TEST and PROD database and tables. This database was built across the windows
network infrastructure to the national and regional development teams that were distributed in
the 24 regional sites throughout Canada.
Tasks Performed:
Provided strategic advice and guidance to the President , CFIA and Senior Management
Committee;
Developed IT Governance model and policies;
Reviewed and make recommendation to current work and job descriptions
approach/methodology and capturing the strategic key views;
efficiently manage the complete lifecycle of OFFSP existing and future desktop

Martin Firth – 613-839-1457 13
Managed the development of an operational cost model for the delivery of the OFFSP
business practices.
Managed the development of an operational business model for the delivery of the OFFSP
business practices.
Manage the project during the development, implementation and operations startup by
cycle.
Reviewed CFIA’s current organizational structure and processes to determine the core
Mentored the OFFSP Project Team, providing strategic, operational, and tactical advice,
guidance, and insight in order that she/he can simultaneously run the OFFSP business
and change the OFFSP program;
Coached members of the OFFSP Project Team Team to develop, broaden, and deepen
their understanding, knowledge, experience, and expertise regarding the SAM/APM
Program’s needs, requirements, and expectations;
Establish an enterprise-level OFFSP Project Team in order to effectively and efficiently
manage the complete lifecycle of CFIA’s existing and future desktop software/solutions
and corporate applications;
Designed business architecture model as part of process development to demonstrate how
a change in corporate and organizational governance structure would create greater

Martin Firth – 613-839-1457 14
Prepared and presented briefings and presentations, to DFATD’s executive-management
team and various partners and stakeholders as required;
Addressed day-to-day issues and concerns, and propose risk-mitigation strategies and
Assisted with the development of an operational cost model for the delivery of SAM/APM
Program business practices. Conducted interviews to gather system requirements;
Created a repeatable approach to data management , respecting divergent client needs;
Documented, developed and presented the implementation strategy of deployment to
CFIA senior management and project stakeholders;
Order/prioritized all date, environment deliverables and coordinated efforts with project
stakeholders, including federal and provincial governments and senior industry
representatives.
Managed detailed subject matter negotiations between federal and provincial governments
and senior industry representatives.
CFIA senior management and project stakeholders including federal and provincial
governments and senior industry representatives.
Procedures.
Provided knowledge transfer to CFIA staff and senior managers;
Provided guidance for the migration of data from a diverse set of legacy applications and
systems.
Application prioritization for release(s) and deployment of the environments.

Martin Firth – 613-839-1457 15
Project Manager: Multi-Commodity Audit Program (MCAP)
May 2001- June 2003
Project Authority: Tom Graham, Director, Telephone: (226) 217-8473 (48473) E-mail:
Tom.Graham@inspection.gc.ca
to the complex inspection activities within the CFIA at the national, regional and local levels. The
deliverables produced needed to be sufficient to allow the Agency inspection program leads to
test, compile, execute and demonstrate the validity of all program elements and interfaces in
accordance with the CFIA executive approved requirements. The application data capture and
report generation needed to be configured to aid in the delivery of inspection activities of the
three distinct business lines and the development of software code in accordance with the
Treasury Board of Canada Secretariat’s Policy Framework for Information and Technology
(Policy on Privacy Protection). At the national level, Mr. Firth was required to lead detailed
platform for a divergent reporting environment. Mr Firth conducted and facilitated whiteboard
work sessions with internal staff members and stakeholders to identify, gather and document
the inspection data requirements in respect of inspection observations, findings and reporting
which led to the, analysis, and consolidation of the requirements to reach the proposed design
of the TEST and PROD database and tables. This database was built across the windows
network infrastructure to the national and regional development teams that were distributed in
the 24 regional sites throughout Canada.
Tasks Performed:
Conducted interviews to gather system requirements;
approach/methodology and capturing the strategic key views of the of the Developed and
maintained project plan;
Created a repeatable approach to data management, respecting divergent client needs;
Developed Business Case, Business Transformation (BT) Project Charter and plan (WBS);
Mentoring and facilitating the development of a Business Model Canvas to describe,
design, challenge, invent, and pivot the business/enterprise architecture model as part of
strategic planning activities and stakeholder buy-in approach;
Assessing and recommending implementation alternatives to multi stakeholder groups
including development teams and business clients through the creation of artifacts such as
an Options Analysis;

Martin Firth – 613-839-1457 16
Served as the liaison between the development team and business representatives;
coordinated with the Solution Architect (s) (or those accountable for developing the
solution, and the vision for the solution).
Based on a detailed, end-to-end Process analysis, developed/drafted a new MCAP model
that defined the future structure and operation of the organization and policies that would
enable the organization to better carry out its mandate and functional responsibilities, and
demonstrated how they would integrate with the organization's current actual and planned
capabilities in terms of computers, data, information, human resources, communication
facilities, and software and management responsibilities;
Collaborated with IM/IT Architecture staff to support and improve the Enterprise
Architecture;
Planned the requirements development process, determining which requirements are the
highest priority for implementation, and managing subsequent change;
Assessed and recommended implementation alternatives to multi stakeholder groups
including development teams and business clients through the creation of artifacts;
Serve as the liaison between the development team and business representatives;
coordinate with the Solution Architect (s) (or those accountable for developing the solution,
and the vision for the solution).
stakeholders;
systems;
An implemented production database meeting the needs of a complex set of user
requirements.
Procedures.

Martin Firth – 613-839-1457 17
Project Manager: Import Control Policy and Automated Interface
July 2001- February 2002
Project Authority: Stephen M Brière, Director, Telephone: 613-773-6436 E-mail:
stephen.m.briere@inspection.gc.ca
to the import operations at the national and regional levels. The deliverables produced needed
to be sufficient to allow the Agency inspection program leads to test, compile, execute and
demonstrate the validity of all program elements and interfaces in accordance with the CFIA
executive approved requirements. The application data capture and report generation needed to
be configured to aid in the delivery of inspection activities of three distinct business lines and the
development software code in accordance with the Treasury Board of Canada Secretariat’s
Policy Framework for Information and Technology (Policy on Privacy Protection). Mr. Firth
needed to conduct and facilitate whiteboard work sessions with internal staff members and
stakeholders to identify, gather and document the Import Program data requirements which led
to the, analysis, and consolidation of the requirements to reach the proposed design of the
TEST and PROD database and tables. These databases were built across the windows network
infrastructure to the national and regional development teams that were distributed in the four
regional sites throughout Canada.
Tasks Performed:
Conducted interviews to gather system requirements;
Created a repeatable approach to data management and building environments;
project stakeholders;
Developed IT Governance model and policies;
Reviewed and make recommendation to current work and job descriptions
Used PMBOK processes for the development and maintenance of a structured business
approach/methodology and capturing the strategic key views;
Establish an enterprise-level Import Working Groups (IWG) in order to effectively and
efficiently manage the complete lifecycle of Import Tracking interface’s existing and future
desktop software/solutions and the interface with corporate applications;

Martin Firth – 613-839-1457 18
Managed the development of an operational cost model for the delivery of the Import
Tracking interface business practices.
Managed the development of an operational business model for the delivery of the Import
Manage the project during the development, implementation and operations start-up by
cycle.
Reviewed the CFIA’s current organizational structure and processes to determine the core
Mentored the Import Working Group, providing strategic, operational, and tactical advice,
guidance, and insight in order that she/he can simultaneously run the Import Tracking
interface business and change requirements;;
Coached members of the integrated Import Working Group to develop, broaden, and
deepen their understanding, knowledge, experience, and expertise regarding the Import
Tracking interface needs, requirements, and expectations;
Establish an enterprise-level Import Working Group, in order to effectively and efficiently
manage the complete lifecycle of CFIA’s existing and future desktop software/solutions
and corporate applications;
Designed business architecture model as part of process development to demonstrate how
a change in corporate and organizational governance structure would create greater

Martin Firth – 613-839-1457 19
Prepared and presented briefings and presentations, to CFIA’s executive-management
team and various partners and stakeholders as required;
Addressed day-to-day issues and concerns, and propose risk-mitigation strategies and
Assisted with the development of an operational cost model for the delivery of Import
Tracking Program business practices. Conducted interviews to gather system
requirements;
Created a repeatable approach to data management , respecting divergent client needs;
Order/prioritized all date, environment deliverables and coordinated efforts with project
representatives.
Managed detailed subject matter negotiations between federal and provincial governments
and senior industry representatives.
Procedures.
systems.
stakeholders;
Provided knowledge transfer CFIA staff;
Presented a draft Import Policy and the Import Tacking interface for use by inspection staff
to CFIA senior managers including President level (EX04).

Martin Firth – 613-839-1457 20
Provided guidance for the migration of data for all applications, systems;
Application prioritization for release(s) and deployment of the environments
Activities as National Manager, supporting the above noted projects:
Managed the development of an import control policy to provide a consistent baseline for
priority setting relative to the internal decision making for an improved consistent delivery
of inspection activities to the private sector.
Managed complex files that were generally across a number of food commodities and
included activities both within the CFIA and external partners, including both industry and
other government departments.
Developed an extensive technical knowledge of food regulations, science based risk
management systems, using processes including:
Quality Management System (ISO 9000)
Quality Management System Auditor/Lead Auditor (ISO 9001:2008)
Food Safety Management (ISO 22000)
Codex alimentarius Code of food hygiene principles and Hazard Analysis Critical
Control Points
Informed and provided analysis and guidance regularly to senior management with
recommendations, briefing notes and other regular correspondence.
Managed relate duties requiring extensive knowledge and management of yearly budgets,
human resources activities and ongoing staff direction and evaluation.
Represented the CFIA at numerous public forums such as national industry sessions,
industry round table discussions and senior level inter-government committees.
Served as chair to the Federal/Provincial/Territorial sub-committee on Food Safety
Recognition Program, requiring a thorough understanding and application of the CFIA and
other governmental departments mandates and industry’s perspective in relation to food
safety requirements and strategies
Co-chaired an Import Task Team reporting to the then President of the CFIA. The purpose
of the task team was evaluate all import activities and develop an Agency Import Policy.
The draft policy was provided to the President in 2002.
Completed Projects:
Federal Provincial Territorial Regulatory Assistant Deputy Minister acceptance of the
implemented, based on ISO 22000 Food Safety Management Systems:
On-Farm Food Safety Recognition Program
Post-Farm Food Safety Recognition Program

Martin Firth – 613-839-1457 21
Development and implementation of the CFIA policy and national strategy for the
implementation of an ISO 17000 Environmental Management System for 11 laboratories
Development and implementation of a CFIA Draft Agency Import Policy and Import
Tracking interface
Canadian Food Inspection Agency
Senior Project Officer / Project Manager
July 1994 - September 2001
Project #2 Canadian Food Inspection Agency
Senior Project Officer / Project Manager: Reference Database for Hazard
Identification (RDHI FoxPro) – Desktop
May 1996 – September 1996
Project Authority: Alex Kassianenko, Business Analysis and Management
Telephone: 613-773-5807 E-mail: alex.kassianenko@inspection.gc.ca
environments and code to develop a desktop application to provide an electronic program using
Foxpro 2.0 for the maintenance and user search functions of a reference database for the
production of food products and food-borne illnesses. This database was first developed as a
paper document, however became extremely cumbersome for users to effectively search the
numerous variables relative to the production of food. As project manager, Mr. Firth researched
possible alternatives to restructuring the database, including electronic alternatives. As the
benefits of developing an electronic searchable database was identified, private contractors
were sourced and through a competitive process a suitable service provided was identified. The
deliverable produced was required to be sufficient to allow the Agency staff to use the product
both within an office environment and at external sites, as to aid in the delivery of inspection
activities. Mr. Firth needed to conduct and facilitate regular working team meeting which led to
the, analysis, and consolidation of the requirements, to reach the proposed design of the TEST
and PROD database and tables. The final version included a user manual to provide direction in
the search processes for regional staff and database updates by national staff. This database
was built to accommodate both desktop and portable devices available to staff at this time, both
at the national and regional working levels, with the final product designed for easy distribution
to inspection staff within the regional sites throughout Canada.
Tasks Performed:
 Conducted numerous interviews to identify needs analysis, options and system
requirements;
 Conducted an outsource selection process for the identification of a service provider
 Created a repeatable approach to data management and building environments;
 Reviewed and make recommendation to current work and job descriptions

Martin Firth – 613-839-1457 22
 Managed the development of estimates and costing tables while developing a
business case and Business Requirements document;
 Used PMBOK processes for the development and maintenance of a structured
business approach/methodology and capturing the strategic key views;
 Provided an analysis of the business model as part of the process development to
demonstrate how a change in corporate and organizational governance structure
would create greater financial control, cost savings and efficiencies;
 Prepared and presented briefings and presentations, to executive-management team
and various partners and external stakeholders as required;
 Addressed day-to-day issues and concerns, and proposed risk-mitigation strategies
and plans to ensure the Program’s ongoing success; and
 Managed the development of an operational cost model for the delivery of the Import
 Managed the development of an operational business model for the delivery of the
Import Tracking interface business practices.
 Managed the project during the development, implementation and operations start-up
by ensuring that resources are made available and that the project is developed and is
fully operational within previously agreed time, cost and performance parameters
 Documented, developed and presented the implementation strategy of deployment to
project stakeholders including senior executives up to the EX02 levels.
 Created a work flow to engage project stakeholders in the strategy development,
initiation/planning and executing stages; prioritized all date, environment deliverables
and coordinate efforts with project stakeholders;
 Integrated the processes and document the steps in order to execute the various
tasks;
 Order/prioritized all date, environment deliverables and coordinated efforts with project
representatives.
 Managed detailed subject matter negotiations between federal and provincial
 Documented, developed and presented the implementation strategy of deployment to
 Integrated the processes and document the steps in order to execute the various
tasks;
 Provided knowledge transfer CFIA staff through the development of a user manual;
 Provided a means to evaluate information accuracy during the data transfer to the
electronic database.

Martin Firth – 613-839-1457 23
 An implemented a fully functional search database meeting the needs of the identified
user requirements, including both users and the database management.
 Managed the development of Standard Operating Procedures for the continued
database maintenance.
 Provided weekly status reports (written and verbal) to the CFIA senior managers
including executive directors, that included completed tasks for the current week,
planned tasks for the following week and any outstanding issues.
 Presented an integrated searchable database for use by inspection to CFIA senior
managers
Activities as a Project Officer, supporting the above noted projects:
Led the analysis and development of number of key components of what became an
internationally recognized HACCP program for a number of food commodities under the
Meat Inspection Act and Canada Agriculture Products Act
Regularly provided updates and gained senior management support for the continued
development and implementation of the project.
Developed and provided technical presentations to national and international food
symposiums and national industry technical sessions,
Managed the full implementation of the Food Safety Enhancement Program beyond the IT
component. Included within my duties were:
The successful presentation to senior level management of a proposed change to
inspection methodologies, representing a significant change in mandated practices.
The technical development of detailed manuals for the application of HACCP for
industry and overview activities by Government of Canada inspection staff,
Training material and certification process for government inspection staff.
Extensive consultation within the CFIA, industry and other federal, provincial and
international government departments such as United States Food Safety Inspection
Service.
Initiated the successful discussion and development for a strategy to enable the use of
food safety strategies such as HACCP at the primary food production level and non-
traditional food processing levels, at the request of senior management and with Ministerial
support.

Martin Firth – 613-839-1457 24
Project#1 Agriculture Canada
District Program Officer
April / 1989 - June / 1994
Project Regional Team Member: National Import Tariff Tracking System
July 1990 – March 1991
Project Authority: Adet Thomas, Regional Manager, Telephone: (226) 217-8401 (48401) E-
mail: John.Ramsay@inspection.gc.ca
With an increase use of portable computing devices at the local border crossing, a national
project was initiated with the development of an electronic system to record and track the
applied tariff levels for imported fruit and vegetables. The joint project between industry and a
number of Government of Canada departments was created to identify a means to accurately
track the applied tariffs to imported fruits and vegetables into Canada. As a regional team
member Mr. Firth was required to work at the Ambassador Bridge import center in Windsor,
Ontario as the Agriculture Canada representative. The Ambassador Bridge import center
represented the heaviest traffic in respect to the importation of fresh and processed fruit s and
vegetables into Canada from the United States. At this time all documents received at the time
of crossing were manually tracked and later tariffs were applied and charged to the importer of
record. This method was time consuming and represented delays and inconsistent application
of tariffs to these imported goods. With the development of the proposed National Import Tariff
Tracking System, it was anticipated that an improved tracking and tariff application would be
realized with the added ability to adjust tariff rates applied to imported products.
Tasks Performed:
 Conducted numerous interviews to identify needs analysis, options and system
requirements;
 Conducted regular meetings at the local level, to review project progress and updates.
 Interfaced with custom brokers and Revenue Canada officials towards the discussion
and clarification of needs from Agriculture Canada
 Contributed to the documentation, development and presentation of the
implementation strategy of deployment to project stakeholders including industry
representatives and senior executives up to the EX01 levels.
 Contributed to the progress charting within a work flow to engage project stakeholders
in the strategy development, initiation/planning and executing stages; prioritized all
date, environment deliverables and coordinate efforts with project stakeholders;
 Integrated the processes and documented the steps in order to execute the various
tasks, transforming from a manual process to and electronic format;
 Provided a means to evaluate information accuracy during the data transfer to the
electronic database.

Martin Firth – 613-839-1457 25
 Provided knowledge transfer from an Agriculture Canada perspective towards the
development of a user manual;
Activities as a Project Officer, supporting the above noted project:
 Responsible for the oversight of delivery of 3 food commodity inspection programs,
including Fresh Fruit and Vegetable Products, Dairy and Processed Products.
 Developed working planning, staff training programs, staff auditing, and transfer of
new program activities and updates to staff. As well, was lead on investigation
activities, coordination of product sampling plan implementation, industry/government
liaison and reporting to the area and NCR level.
 Initiated a strong understanding of the industry within the regional food industry within
Southwest Ontario.
 Developed and maintained a significant understanding of the application and
interpretation of various federal regulations including the Canada Agriculture Products
Act and the Meat inspection Act.
 Principle lead team member of a border Import Blitz Team, regularly providing support
to Canadian Border Services Agency, relative to food imports including onsite
activities at 3 border locations.
 Co-led the development, piloting and national implementation of an inter-departmental
approach to a joint audit process for the evaluation of food processors.
 Regularly acted within the role of the Ontario Regional Specialist reporting directly to
AAFC headquarters and responsible for having oversight for the delivery of all
activities for Fresh and Dairy product inspection programs within the Ontario area.
 Leadership role within a number of special national projects such as the national
import project and implementation of Registered Produce Warehouse program.
Agriculture and Agri-Food Canada
Primary Products Inspector
Various locations within Ontario
March 1981 – April 1989
 Occupied 2 positions at the inspector level throughout this time period.
 Carried out food safety inspections and product inspections the in Toronto region, as
both a beef grader and egg products inspector,
 As a multi-commodity inspector located in Southeastern Ontario, was responsible for
food inspection activities that included egg and egg products, as well as beef grading,
certification of fresh and processed fruits and vegetables.

Martin Firth – 613-839-1457 26
 Inspection activities involved both product inspection for safety and quality attributes
and premise inspection for food safety and sanitary conditions.
 Acting in a professional manner, the position duties were required to work with little
supervision and expected to meet work objectives.
 Interfacing with company representatives required a strong understanding of the
interpretation, application and when required, the enforcement of various federal food
Acts and respective regulations.
 Product inspection included grade certification for domestic, import and export
requirements and verification of quality/wholesomeness based on regulatory
requirements.
 During this period, returned to university and received my BSc, from MacDonald
College of McGill University in Agricultural Economics.

REDRAFT - Resume Martin Firth 2017-01-03

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