Beeing involved during the last ten years in both IS managerial consulting and teaching and research activity, I constantly tried to leverage knowledge synergies between the practical lessons learned rising from multinational companies and enterprises I’m working for, and the IS management topics I’m researching.At the very beginning of my career, I faced the project and the implementation side of the IT management. ERP system was the hot topic on the agenda of most CIO.- How to assess and evaluate the business needs against a new ERP platform introduction?- How to select a software and partner solution and how to negotiate a project contract in order to ensure both project success and customer satisfaction?- How to drive implementation to goals accomplishment through project quality assurance and change management?Together with colleagues, CIO and project managers, I tried to answer to such questions during more than 30 implementation initiatives.After new technology implementation, it came to adoption, management and optimization. IS Governance is the new mantra whispered in the CIO’s ears.To research, define and implement a comprehensive IS Governance Framework in both multinational companies and medium sized enterprises have been the challenge and the passion of last years.Technology and application architecture components, IT services and SLAs, Roles and responsibilities framework, IT Processes leveraging ITIL and Cobit best practices, IT KPI’s reliable and accountable, IT Governance tools and software, are all the building blocks of an IS Governance model I tried to design, implement and keep working in the daily life of several large to medium complex IT shopsSpecialties: IS Governance and Management, CIO Trusted Advisory, IS Checkup, ERP selection and implementation projects, , IT Services and Process optimization (Cobit, ITIL), IT Financial and Value Management, IT Services Sourcing and Contracting