Incorporated Company for Bruno Picone. Areas of specialization:Project Management, Methodology Implementation and Development PMP Certified. Infrastructure and ApplicationSpecialize in the Rescue of Troubled Projects - history of delivering per new metrics (scope, time and budget).IT Strategy to fit Business Strategy Tactical Planning, IT Roadmap Vendor Management and Vendor GovernanceWorkshop Facilitation - Business or IT Processes, Initial Project ScopeIT Leadership - Temporary CIO, Director, Manager for Infrastructure, Application DevelopmentBusiness Plans, Project Charters, Full Project Lifecycle Reports (Costing, Status, Change Authorizations, Project Close)Continuous Improvements.Process Management & Re-Engineering Business and IT ProcessesBusiness Analysis - Requirements Gathering, Requirements Documentation Risk Assessment and GovernanceMergers and Acquisitions Due Diligence and IntegrationsDisaster Recovery and Business Continuity Planning IT Security, Process Control Security, Application Licensing (Microsoft,DB2), Hardware and Services NegotiationsChange ManagementPartnered with 3rd party Firms to ensure proper staffingInfrastructure Operations - Global Application Development Management (SAP, Oracle Development)Mentoring IT professional with career development.Spare PartsITIL Certified.E-Discovery

Discovering things around me.

Strategic Sourcing Engagement Lead at Calgary Airport Authority for Vendor Management and Vendor Negotiations at the International Terminal and for new systems begin added to the domestic Terminal. Focus on working with the Vendors and Contracts to ensure Support for the Passenger, Baggage and Physical Security Systems and assisting with operations.Project Manager for the Spare Parts Project. Project consisted of gathering requirements developing a Strategy for Spare Parts that would be needed for all the new IT equipment within the International Airport.

Vendor Management Office - Gather Licensing Requirements and participate in Contract Negotiations for Microsoft Renewal and EA, Oracle and Adobe- assisted with Process Analysis of Vendor Management ProcessesProject Manager - Lead the Turnaround of the Fieldglass - SAP integration Project. Project had to be rescued as it was out of compliance with the expectation of the Business. Successfully delivered.

Resuming my previous role as Senior Director, IT Shared Services from January 2008.

Assumed the Interim CIO and VP IT at Agrium.

Senior Director, IT Shared Services – Agrium Inc. January 2008 to March 2014• Developed the Vision and Strategy for implementing IT Shared Services for Agrium three distinct business units (Wholesale, Retail and Advanced Technology).• Marketed IT Shared Services to the Strategic Business Units and Senior Leadership Team.• Developed the Organization Structure and facilitated the development of the Technical Plan for IT S.S..• Implemented a new acquisition into the existing environment while Shared Services was being rolled out.• Facilitated the Governance Program (Service Level Partnership Agreements, Work Identification Process, Cost Allocation, Steering Committee Structure and Change Management Program).• Implemented European Acquisition into New Architecture.• Implemented mobile cost reduction program and outsourcing of the help desk to 3rd party.• Manage the Daily Operations (10,000 users in 1000 different locations) to maintain the service level of the current environments without impacting the development of the new environment. • Manage 62 employees and 10 contractors with an annual budget of 18 Million USD. Capital Budget in 2010 was 9 Million. USD. • Integrating a new acquisition in Australia into the Agrium ITSS environment.• Providing strategic direction for the Security on Agrium's Distributed Control systems at operating plants and terminals.

• Implemented SAP into Egyptian Operation. My key responsibility was to liaison with Egyptian Tax, Supply Management, Banking and Marketing Experts to develop Requirements and Project Plan for Implementing SAP into Egypt Operations.

• Key responsibility was to manage the Corporate and Wholesale SBU’s Infrastructure. Initially I had 27 people reporting to me and eventually reduced it to 22 people.• The directive assigned by the CIO was to turn around a poor performing group. To improve the group, I introduced an Infrastructure Vision, implemented a lab environment, initiated that all work required either a Statement of Work or Project Charter, metrics for our operation, strategy of lockdown desktop and developed standards for hardware, implemented both hardware and software application asset management and compliance, respectively. • During my tenure I introduced new technology such as desktop management tools, reducing dependency between the desktop and the hardware and remote access.• Organizationally reduced staff from 3 Managers to 2 Managers and eliminated 4 positions on the help desk.• Key Projects which I lead while managing the Corporate and Wholesale IT Infrastructure group were:o Implementing Disaster Recovery Plan o Closing an acquisition of a new Strategic Business Unito Implementing Data Warehousing and Decision Support Within SAP.o Switched Telecom providers with a $500,000 cost savings and negotiating an exceptional SLA.o Re-Engineered the Expenditure Cycleo Lead the IT team on the Acquisition of large US Fertilizer Companyo Lead the Desktop Rollover from Windows 95 to Windows 2000.

• Key responsibility was to manage the SAP environment and the in-house development of applications.• The directive upon the assignment was to stabilize the SAP environment upon go live, while reducing external consultant costs. The assignment was compounded by the high turnover of staff to SAP consulting opportunities and with Agrium acquiring a large Canadian Fertilizer organization. • Initiated programs to centralize Plant Operation development into a unified Application Group. • Staff consisted of 40 employees and varying number of consultants throughout the initial period.• Key Projects which I also lead during this period were:o Y2K Program. I developed the strategy, implementation plan and the communication plan to ensure no business interruptions occurred. o Re-Engineer the Sales Order Process Cycle to overcome the inability of the SAP system to process sales orders and invoice customers.o Implement SAP into the new acquired Canadian Fertilizer asset. This involved selecting the expert users , the IT Staff and change management at the new sites.