About Us

Partner

Betty Breukelman possesses a unique mix of nearly 20 years of global services industry supply side and advisory expertise. She excels in creatively adapting traditional methodologies to help clients make informed decisions around their long-term strategies and objectives, delivery models, and use of disruptive technologies. And her experience in working for service providers gives her the insider’s insights necessary to help clients fully understand third parties’ proposed solutions and negotiating strategies.

She is also adept at quickly sensing company cultures and adjusting her teams’ approaches to align with those of her clients. Her primary focuses are on helping Global 1000 banking, financial services, energy and utilities companies located in Canada achieve next generation IT and F&A process excellence.

Select Visionary & Disruptive, Broad, and Impactful Engagements

With no preconception of the end solution, Betty helped a large Canadian financial institution revise its IT services delivery model to address the current regulatory environment, achieve greater operating efficiency, reduce expenses, and allow an easy move of some applications to the cloud when it was ready to do so. By leveraging several third party providers’ unique, engagement-specific solutions, proven best practices, and emerging technologies, the client obtained an optimized delivery model consisting of a mix of insourced, outsourced, and out-tasked processes, and the flexibility to begin leveraging the cloud at the appropriate time.

With an eye on increasing shareholder return, Betty supported the European division of a global energy group – which consisted of ~ 20 countries – in transforming its finance and accounting (F&A) processes. By moving operations to outsourced third party centers in Krakow and India, and harmonization of processes, the company saved up to 27 percent on the approximately 1,200 FTEs in 25 regions and organizations involved.

A Canadian energy company devoted to providing green environmental solutions decided to implement not only smart metering to optimize its consumers’ usage of power but also to enable consumers to produce power for their own purposes and supply their excess power to the grid to increase the amount being produced in the province. The revolutionary, Cdn$750 million initiative will have an impact on nearly every area of the business – from modification of its back-end billing systems to preparing its customer service center agents to effectively answer new, more technical questions. Betty led the team that helped the energy company determine the best structure for the project, and supported it through the third-party provider vetting.

Before Everest Group

At EDS Canada, Betty led engagements including outsourcing solutions for call centers, networks, credit card processing, revenue management, and procurement for organizations including the largest banking institutions in Canada. For one client, the savings related to outsourcing 30 call centers was projected to be more than US$500 million over seven years.

While at General Motors Canada Engineering, she managed the move and transition of theEDSservices for GM’s expansion into a new engineering center; managed numerous hardware/software implementations; coordinated external suppliers and internal support groups; and coordinated with the global UNIX support teams that rolled out all workstations, video conferencing, software, and financial systems.

As the account director for Emergis, Inc., she managed the outsourcing relationship between Emergis and the Workers’ Safety Insurance Board, interfaced with provider groups, and ensured development and delivery of new services.

Betty has a BA in Economics from the University of Western Ontario.

Betty, on Everest Group’s Insight to Action Principle:
“We Take the 10-year View”

“I’m a huge believer in taking the 10-year view. If you don’t know where you want to be, how do you know if the steps you’re taking today are the right ones? I won’t let a client get away with saying, for example, that it can’t look that far out because no one knows where technology is going to be in 10 years. That’s not entirely true. We do know that traditional data centers are not going to exist the way they do today, so massive investments in data centers today will likely be an unnecessary expense for most clients. There’s always a way to identify a rational and viable path to achieving your goals, whatever they may be, as long as you identify your end target.”