1. 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.
Mr. Scully founded I T 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.
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.
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 the Western Canadian basin.
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.

2. Larry held three different positions over eleven years with a major Canadian bank. 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.
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.
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.
Larry has worked with start-up companies to help develop business strategies and plans that guided
transition to “next generation” capabilities.
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.

3. 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.
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.
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.
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.
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. 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.
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.
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.
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.
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.
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.
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. helped the team develop a project plan, represented partners’ interests, provided coordination with other
functional teams, and performed other Project Management roles.
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.
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.
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.
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.
 IT strategy development; including management  Management Consulting & Professional Services
framework elements such as governance, organization,  Banking and Insurance
funding, and process architecture.  Oil & Gas (upstream; some downstream)
 Business Performance Management; including process  Resource Sectors (pulp & paper; mining)
architecture, Business Intelligence, performance  Transportation
measurement, and alignment of IT processes with
 Utilities (various)
general business goals, culture and processes.
 Manufacturing & Refining
 IT Management Issues; including quality assurance,  Publishing
software acquisition, problem remediation, and special
 Software Publishing
projects of all kinds.
 Gaming
 Readiness and business case assessments.  Food and Beverage
 Interim Management; Project Directorship/Management  Not-For-Profit
 Emerging Companies
 Governments at all levels

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