The document summarizes the performance improvements achieved by the CIO at LifeLabs since 2006. Key findings include that annual IT operating costs have decreased 42% (or $4 million) between 2006 and 2009, while system uptime has increased by 3.5 days per year. The CIO rebuilt the IT department and implemented various initiatives that led to lower costs and better performance metrics compared to peer organizations.

1. `
IN 2008 HACKETT GROUP BENCHMARKED I.T.
“You have done a tremendous job at rebuilding everything
related to IT. It was a pleasure to bring you back and watch
0
KEY FINDINGS your progress as you were ‘unleashed’ on an IT situation that
$1.46 was nothing short of abysmal. The decision to hire you
0
$13,231 Doing a very good job of managing makes me look like a genius. Your energy, passion, and
IT Cost – 36% lower than World- managerial courage serve you and the company very well
0
class indeed.”
Total IT benchmarked cost per end Hans Thunem, CEO LifeLabs
0
$10,445 user is $5,579, lowest amongst its
$10,202
0
10,228 peer group on a pure cost basis
$1.10 $9,289
0 9,049
Lower process costs and FTE’s per
$1.03 1000 end users than peer and World-
99.98%
0 99.95% Class, across all four process groups
99.89%
0 3 1/2 days less downtime a
$0.91 High adherence to standards and a DEMAND BETTER PERFORMANCE FOR YOUR I.T. DOLLAR
year from 2007 to 2009 high percentage of Service Level
0
Agreements are being met
2006 2007 2008 2009*
No. Patients (x000) IT Opex ($x000) IT Cost Per Patient System Uptime % The Hackett Group World Class Progress
Report, Technology Results, May 30, 2008
I.T. performance at LifeLabs significantly improved since 2006, when CIO
joined. Annual operating costs have decreased 42%, or $4 million, between
2006 and 2009, while system uptime has increased by 3.5 days per year.
VOICE OF THE CUSTOMER
“I spent about 30 minutes today with the Director of Pre- “[You have done] exceptional work in bringing rigor back to
Analytical Services and all of her direct reports (one of her IT … we had a mess on our hands, and the repatriation of
regular meetings). They are delighted with the service they the work was pretty seamless… [You] have changed the
are getting from IT since we reconfigured for LifeLabs. Let’s profile and perception of IT to the company while doing that.”
maintain and enhance the already high standard you guys
are setting!!” Nigel Terrett, GM LifeLabs BC, June ‘08
Hans Thunem, CEO LifeLabs, May ‘07
“I am sure you would hear from disgruntled customers on “As a Principal in our ERP practice, Maurizio delivered
occasion, but I wanted you to know about the great service strong business results and demonstrated consistent
your staff is offering on a regular basis. It is a pleasure leadership in working with his clients, colleagues and team.
working with such knowledgeable and helpful people and I
wanted you to be aware of their expertise.”
Maurizio's expertise in delivery helped him to quickly
establish credibility, and to ensure that our solutions MAURIZIO L. LAUDISA
delivered true business value.”
Shelley Fryer-Browne, Health and Wellness Center,
University of Toronto, March ‘07 Randy Busbridge, Director Delivery Excellence
EXECUTIVE PROFILE
IBM Canada, October ‘05
“Maurizio took our team to a new level of expertise during his “Maurizio added strong leadership and vitality to the project
tenure. His enthusiasm, dedication and people skills enticed management group at MDS. In a short period of time, he
the team to perform beyond expectations. He is truly a team was able to transform an immature project management
player and role model. He would be a valued addition to any office into an efficient well respected organization that
organization.” provided material business value.”
Linda Schwartz, RFID Consultant, IBM Canada, October ‘05 Ash Rajendra, Vice President MDS Inc., November ‘05
504-1801 BAYVIEW AVENUE | TORONTO | ONTARIO | M4G 4K2 | 416.371.1849 | MLAUDISA@ROGERS.COM 504-1801 BAYVIEW AVENUE | TORONTO | ONTARIO | M4G 4K2 | 416.371.1849 | MLAUDISA@ROGERS.COM

2. CIO, LIFELABS (MDS) 2006 – PRESENT DIRECTOR PMO, MDS 2003 – 2005
Rebuilt a national $14 million, 60 staff IT department in 6 months after sale of MDS Diagnostic to Established a Project Management Office (PMO) and implemented project management methodology
OMERS/Borealis, and exited from an IBM outsourcing agreement in four months
Delivered 37 transition projects within a six month window and below budget; Introduced a new “scheduled Led PMO and managed $10 million portfolio of 150 projects in Canada and the US
release” approach to managing 600+ business requests for software changes Led development of a “Patient Results Online” project with University Health Network, which was
Developed and led the IT transformation plan which has led to a 42% decrease in annual operating costs selected for a Canadian Information Productivity Award in 2004
between 2006 and 2009 ($4 million). Increased system uptime by 3.5 days per year. Delivered operating In October 2003, was appointed Director, Global Project Management Office, reporting to the CIO.
costs that are 36% lower than “best in class” according to a 2008 Hackett Group benchmark study Implemented global processes for project prioritization, funding, and delivery, as well as managing a
Developed and deployed in 9 months a new user-friendly patient encounter management systems in 120 staff of fifteen professional project managers
locations and 8 labs across Ontario
Led or participated in eHealth programs such as the Ontario Lab Information System (OLIS), Colon Cancer PRINCIPAL AND PROJECT MANAGER, IBM 1996 – 2003
Check, integration to physicians’ CMS and EMR, integration with community hospitals, and design of a
Diabetes chronic disease management proposal in BC and Ontario Led SAP, J.D. Edwards, and i2 consulting practices at IBM Canada
IT-enabled leading-edge testing platforms, such as Siemens and Cellavision, piloted RFID specimen tracking Managed a staff of 30 consultants and $15 million of projects
Implemented high availability Oracle ERP across Canada, including infrastructure, supply chain, financials, Achieved a year-over-year revenue growth of 37% in a flat ERP market
and HR. Negotiated and executed an on-shore / off-shore support model with IBM Developed strategic partnerships with SAP, J.D. Edwards, and i2 at the executive and field sales level,
Worked closely with CEO and Senior Management Team on re-branding, long-range strategy, business leading to IBM being selected as J.D. Edwards’ quot;Partner of the Yearquot; in 2000
plans and controls, budgeting and forecasting
MANAGER IT, FERRERO AND POLYTAINERS 1991 – 1996
VICE PRESIDENT IT, VINCOR INTERNATIONAL 2005 – 2006
Headed Information Technology for these businesses
Headed IT strategy and operations in Canada, US, Australia, New Zealand, and the UK, with operating
budget of $6 million and a capital budget of $5 million Led a North American senior executive team in a 6-month evaluation and selection process for an
integrated ERP solution to support the USA, Canada, and Mexico
Led ERP implementation in the UK and New Zealand, and completed the deployment of a single Canada-
hosted ERP system worldwide Project Director for a one year, company-wide ERP implementation
Led redesign of global financial reporting using Cognos Business Intelligence (BI) Converted half of Ferrero’s sales volume being transacted electronically via EDI
Deployed mobile sales force automation using Cognos BI and Tablets Member of the Ferrero Executive Management Team (Ferrero Leadership Team)
Delivered $1.5 million in IT savings Managed all Information Services for Polytainers, a leading manufacturer of injection-molded plastic
packaging with operations in Canada and the US and annual sales of $120 Million
Implemented global project prioritization and governance, workflow automation, formalized project
management, and IT service level objectives
Senior IT Executive and Chief Information Officer that drives EDUCATION
business improvements and results. Track record of tackling University of Toronto, Bachelor of Arts, 1986
challenging situations in a variety of industries and delivering
outstanding results. Lester B. Pearson College, United World Colleges Scholarship, 1981
Strategic yet action oriented, is insightful in identifying the key
elements that will provide the greatest improvements in performance AWARDS
and then developing and leading execution of the plan. Canadian Information Productivity Award (CIPA) UHN and MDS PRO Project , 2004
Comfortable dealing with CEO’s, senior executives, and boards, has IBM J.D. Edwards Canada Partner Of The Year Award , 2000
hands-on experience in turning around weak performance and poor
IBM Special Achievement Awards, 1997, 1998
customer satisfaction. Recognized for clarity of objectives,
leadership, and for developing strong teams that deliver against IBM Employee Retention Award , 1998
objectives.