1. Curriculum Vitae
Mr. John Lawrence (Larry) Scully BA, MBA
CAPSULE
Mr. Scully’s career includes 14 years in Management Consulting, 12 years in IT management and project
management positions, and 10 years in senior Business Planning, Controllership, and Policy Development
roles. His track record spans several business sectors, and all levels of government.
Larry’s consulting assignments encompass strategy development, tactical planning, business and IT
performance improvement, project and interim management, and IT management issues. His background
and mindset provide a broad perspective, enabling him to work across all levels of the organization and
bridge gaps between senior executives, business staff, technically-oriented professionals, and stakeholders.
His straight-forward style focuses on “things that matter”, and he works with clients to find solutions that
are practical in the context of their unique circumstances.
Larry holds Bachelor of Arts (Computer Science) and Masters of Business Administration degrees from
the University of Western Ontario.
PROFESSIONAL EXPERIENCE
IT Strategies Inc. - Founder and President 1995 - present
Mr. Scully founded IT Strategies Inc. - a niche management consulting company that specializes in
Information Technology Management and Business Performance Management issues. Representative
examples of personal consulting engagements are seen in a following section.
GDS & Associates Systems Ltd. - Managing Partner 2001 - 2003
Larry spearheaded the expansion of a western Canadian professional services company into eastern
Canada by opening offices in Toronto and Ottawa. The company’s services included custom application
development, systems integration, Geographical Information Systems (GIS), and provisioning of
contractors and solutions teams to all levels of government. As Managing Partner, he was a member of the
Executive Team, and accountable for all facets of regional strategy, operations, and performance. The
company was sold to a multinational consulting firm.
Wascana Energy – Information and Information Technology Management 1989 - 1995
Larry joined a revamped executive team that transformed a Saskatchewan crown corporation into a TSX -
listed oil and gas exploration, production, and marketing company. Wascana experienced rapid organic
and strategic growth - including expansion into international markets, and development of a network of
regional offices across Western Canada.
Larry’s accountabilities included enterprise Information Management and Technology planning, portfolio
management, application development, information management, and desktop support functions. He
developed and implemented a strategy that outsourced non-core services, and guided the transition of
technology professionals to business units under a distributed service model.

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Toronto Dominion Bank 1979 - 1989
Larry held three different positions with TD over eleven years. After one year with the Corporate
Comptrollers group, he joined the management team of the newly-established USA Division office in New
York. The division held about ten percent of the bank’s assets; and encompassed a subsidiary bank, and a
network of commercial banking agencies and business development offices. He inaugurated the business
planning function during a period of rapid change and expansion, acted as Divisional Comptroller, and was
a member of executive Liability Management and Operations committees.
In these roles, Larry developed and executed strategic growth and change initiatives. He also held
responsibility for management reporting and performance analysis; Division and business unit budgeting /
planning; and coordination of various legal activities across the network.
On return to Canada, Larry authored a mortgage lending strategy for the bank, and managed IS application
development and support functions for corporate business units. This involved maintaining client relations
across several stakeholder groups; planning; and managing teams of project managers and professional
staff through the solutions development life cycle.
Government of Canada, Dept. of Regional Economic Expansion 1975 - 1979
After completing his MBA, Larry joined a high performance team that provided policy recommendations
to the senior department management team, and Cabinet. The group synthesized public sector policy and
economics perspectives with private sector, business-centric views.
As a Senior Evaluation Officer, Larry interviewed senior executive teams across resource and
manufacturing sectors, and conducted commercial and economic analyses of government programmes and
“mega” development projects. He played complex project lead roles that involved representatives of
federal and provincial government departments, and multidisciplinary teams of consultants and staff with
specialties in business strategy, marketing, economics, engineering, and various social sciences.
Early Career
Larry’s early (pre MBA) career featured business analysis and software development, IS team lead, and
internal corporate audit roles in the Finance, Gasoline Retailing, and Food & Beverage sectors.
MANAGEMENT CONSULTING EXPERIENCE - REPRESENTATIVE ENGAGEMENTS
Early-stage Printing, Health and Fitness, and Professional Services Companies
Larry has worked with start-up companies to help develop business strategies and plans that guided
transition to “next generation” capabilities.
Several Not-For-Profit Entities – Enterprise Software and Service Model Transformation
Larry is helping several of Canada’s largest not-for-profit organizations collaborate to acquire software
and services from a common vendor under a shared services model. Terms of Reference include leading
the requirements definition phase, managing the development and distribution of a Request for Proposal,
and coordinating proposal evaluation and software vendor selection steps. The new model will be ground-
breaking in the large international movement.
Larry also conducted an independent IT Review that culminated in recommendations regarding
collaboration principles for client members within the umbrella coalition.

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Ontario Ministry of Government Services – Service Strategy & Project Management
The Government of Ontario is a leader in providing IT services through a Service Management framework
that features IT Infrastructure Library (ITIL) best practices. Larry developed a strategy and project plan to
migrate the provincial government’s telecommunications services and assets into the framework; retire
legacy processes and supporting applications; and revamp interfaces between order/inventory management
and billing/reporting functions.
He followed by managing the migration project through a team representing service management,
operational, and telecommunications functions.
Oregon Dept. of Transportation – Project Management & Delivery Quality Assurance;
Enterprise Software Selection
Larry was contracted by an Oregon-based professional services organization to provide Quality Assurance
and Risk Management services to the Oregon Department of Transportation, Drivers and Motor Vehicles
Branch. Over an extended period, Larry conducted Quality Assurance audits of major development
projects and provided advice to the management team regarding PMO and project management issues.
Under a separate engagement, he also provided process mapping services related to the acquisition of an
enterprise Linear Asset Management System.
Multinational Publishing Company – Process Management Strategy
Larry spearheaded a project for a major multi-national publishing company to develop a strategy for
architecting and managing the Life of a Title (LOAT) process. LOAT is at the heart of virtually all
publishing functions. Research involved interviews with executives and line managers and
documentation of “As Is” processes. Recommendations provided essentials of a roadmap to i) architect
backbone process and sub-processes; ii) develop process and performance management capabilities; iii)
align IT activities to support the performance-managed environment; and iv) prioritize and improve
aspects of the process, and sub-processes.
Software Publishing Company – IT Strategy; Process Management Strategy; CRM Project
Management; Operational Review Methods & Software; Data Room Management
Larry and his associates worked closely with the General Manager and executive team of a rapidly
growing company that serviced the Global 3000 market. Larry and his team:
• developed integrated Business Performance Management (BPM) and Information Systems
strategies and coordinated implementation of related plans;
• supported the design and introduction of a “Performance Management Office” to guide
implementation of BPM concepts;
• designed, developed and introduced a performance measurement system that guided the executive
team’s operations meetings;
• directed the implementation of an enterprise CRM and product management suite; and,
• managed a data room that contributed to the eventual sale of the company.
Indian and Northern Affairs Canada (INAC) – IT Plan; Government Online Strategy;
Organizational Development Recommendations
INAC provides a broad range of services in an operating environment that features complex relationships
with customers, special interest groups, private sector companies, and public sector entities. Larry
developed an IS Management Plan that addressed most technical and business issues relevant to effective

4. Resume of Mr. Larry Scully 4/6
exploitation of Information Systems in the Northwest Territories. After publication of the plan, he
followed with recommendations regarding organization design, governance, and Human Resources issues.
Larry also conducted a comprehensive Northern Affairs Program Government Online (GOL) Review for
INAC’s Northern Affairs Program. He recommended priorities for GOL, identified potential barriers to
successful implementation, and outlined “next steps” for planning and development. The engagement
entailed extensive research and collaboration across several government departments.
Life Insurance Company – Information Systems Strategy
Larry worked closely with the CIO and IS management team to develop a comprehensive Information
Systems Strategy to guide the company over a three year period; and to coordinate activities with those of
the parent company and business partners. The strategy promoted business/IS alignment, introduced IS
Principles, and focused IS functions and processes on business priorities.
National Energy Board – Review of Information Technology
Larry was contracted by the National Energy Board to conduct a comprehensive Review of IT. The
Review encompassed enterprise architecture and standards; resourcing; governance and organization;
strategy development and planning; operational process effectiveness; and performance measurement.
NEB adopted almost all of several dozen recommendations that were included in a detailed
implementation plan. Larry followed with an assessment of progress against the adopted Action Plan.
Major Commodity Chemicals Producer – Total Quality Management Program
Larry was a core member of a team representing various North American business and IT functions, with
the mandate of implementing ITIL-compliant processes and practices across North American business
units. His role was to advise senior project team members regarding process and project management
issues, mentor and support the project manager, develop project plans, and lead efforts to select and
implement work management tools.
Alberta Environmental Protection (AEP) – Information Systems Plan
AEP was a complex and geographically dispersed provincial ministry with responsibility for forestry,
environmental protection, water management, and parks. Larry prepared a Departmental Information
Systems Plan that included an IS strategy and tactical plan covering the breadth of IS functions, including
"management framework" issues such as governance, organization, funding, and outsourcing/partnering.
Energy Transmission Company – IT Performance Improvement; Performance Architecture
Larry was commissioned to evaluate the performance of desktop support functions across an international
office network. Recommendations addressed procedures, roles and responsibilities, and reporting
relationships of Support Center personnel.
Mr. Scully then joined the CIO and his management team to restructure IS functions. A new
organizational design emphasized alignment of IS and line department cultures with checks and balances
that ensured focus on corporate and business unit objectives. Larry developed a framework for using
process management techniques and performance targets/measures to reinforce corporate objectives.
Software Vendor and Major Petroleum Exploration and Production Company – Interim
Account Representative and Project Manager
Larry provided Interim Management services in a project that involved a major partnership that integrated
the vendor's products and services into mainstream business functions. The Geological Data Management
Team developed a strategy for acquiring, managing, and distributing corporate geological data. Mr. Scully

5. Resume of Mr. Larry Scully 5/6
helped the team develop a project plan, represented partners’ interests, provided coordination with other
functional teams, and performed other Project Management roles.
Major Power Generation and Distribution Company – IS Performance Measurement
Larry was commissioned by the CIO of a multi-national electrical energy production, marketing, and
distribution company to advise his management team regarding performance measurement systems. The
engagement included design of a methodological framework, and facilitation of workshops involving the
senior management team and their staffs.
Professional Services Company – Project Management Methodology Development
Larry developed a project management methodology for the professional services group of a large regional
hardware re-seller and integrator. The methodology and related templates were designed to guide
technically-oriented staff through project control and relationship management issues during opportunity
evaluation, marketing, contracting, delivery, and post implementation phases.
Abu Dhabi National Oil Company – Enterprise Business Systems Acquisition
Larry joined a major global consulting company’s team to develop financial and business systems plans
for Abu Dhabi National Oil Company (ADNOC). He defined "To Be" requirements for an enterprise
system, prepared RFP terms for the acquisition phase, and conducted workshops to help managers and
staff prepare for the introduction of contemporary business practices associated with enterprise systems.
Multinational Trucking Company – Problem Remediation
Larry was contracted by the CIO of a major bulk commodity carrier to evaluate a core enterprise
automation project that was over cost and behind schedule. The project involved multiple business units
and operations across the North American branch network. Research and recommendations covered
technology issues, governance, project management and staffing, and development method.
SPECIALTIES AND EXPOSURE
Management Consulting Specialties
• IT strategy development; including management
framework elements such as governance, organization,
funding, and process architecture.
• Business Performance Management; including process
architecture, Business Intelligence, performance
measurement, and alignment of IT processes with
general business goals, culture and processes.
• IT Management Issues; including quality assurance,
software acquisition, problem remediation, and special
projects of all kinds.
• Readiness and business case assessments.
• Interim Management; Project Directorship/Management
Business Sectors
• Management Consulting & Professional Services
• Banking and Insurance
• Oil & Gas (upstream; some downstream)
• Resource Sectors (pulp & paper; mining)
• Transportation
• Utilities (various)
• Manufacturing & Refining
• Publishing
• Software Publishing
• Gaming
• Food and Beverage
• Not-For-Profit
• Emerging Companies
• Governments at all levels

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Business Functions
• General Management
• Business Strategy Development and Planning
• Business Analysis & Policy Development
• Performance Improvement (business and IT)
• Change Management & Organizational Development
• Controllership
• Audit and Opportunity Assessment
• Project Management/Directorship; Interim Management
• IT Strategy Development
• IT Management
• Software & Service Selection, Development,
Implementation
Solutions
• Finance systems
• Enterprise and Specialized Oil & Gas
• ERP (general and sector-specific)
• CRM
• Performance Management
• Business Intelligence
• Service Management (incl. Remedy)
• GIS
• Rummler-Brache
• ITIL
REFERENCES are provided on an engagement-specific basis.