1. MAURICE SKIVINGTON
Office: 416-579-4912 mauriceskivington@sympatico.ca Home: 905-845-0810
CHIEF INFORMATION OFFICER
SUMMARY
Improve enterprise performance by optimizing organizational processes, improving underperforming IT
departments/assets and delivering client satisfaction. Leverage diverse industry experience, by cross-pollinating
fresh insight and ideas, adding to top and bottom line growth. Lead, mentor and develop cross-functional teams, get
people into right seats and replace conflict with collaboration. Re-focus IT resources on client
experience/satisfaction, delivery excellence, and fiscal responsibility. Enable medium and large enterprises to
maintain growth trajectory and competitive stance; guide early stage companies to expand and mature, via organic
or M&A growth; while delivering solutions under tight budget constraint and financial challenges. Industry
experience includes retail, top 30 international airport operations, manufacturing, engineering, facility/maintenance
management, healthcare, non-profit, wholesale and supply chain. Work and client locations include North America,
Europe and Asia/Pacific. Received “Best of the Best” team award by PepsiCo, to recognize organizational health.
People, Processes and Profit first, then Technology
SPECIALIZED SKILLS
Business Process Transformation • Organizational Optimization B2B and B2C CRM / SRM• IT Customer
Satisfaction
IT Solutions Implementation • Global Program/Project Management • Facilities/Asset Management
Relocations/Consolidations/Construction • M&A Due Diligence/Integration/Scalability
ERP Implementations (Oracle, SAP, Lawson, JDE, Microsoft) • Operational Efficiency/Time-to-Market
Supply Chain/Financial/Call Center/Help Desk Solutions/SaaS/ Web 2.0.
PROFESSIONAL EXPERIENCE
Management Consulting (Sub-contract through IT professional services organizations) 2004 to Present
Principal/Engagement Manager
Client engagements include:
El Palacio de Hierro, Mexico City, Mexico 2007 to Present
$9.5 billion diversified international enterprise; operates chains of department and furniture stores, designer
apparel boutiques, banks, restaurants and travel agencies, at 500+ locations throughout Mexico.
Director Strategic Services (Sub-contract through PWC)
Reviewed business/IT effectiveness, evaluated/recommended ERP products and planned applications
deployment; assessed existing IT skills capability, in preparation for IT operations DRP outsource program,
recommended and oversaw startup of new disaster recovery site; reported to enterprise CIO.
• Evaluated existing Oracle platform effectiveness and utilization, and discovered that less than one-
third of product capability was being utilized. Advised client to expand Oracle usage to capacity,
which saved $12+ million over two years for intended SAP implementation.
• Re-implemented unused Oracle capabilities such as streamlined merchandise reporting and auto
markdowns
• Improved market brand and customer loyalty, by establishing PCI program with linkages with
Banamex Mexico’s leading bank, to support launch of in-house credit and loyalty programs.
Collaborated with internal finance and IT stakeholders.
Greater Toronto Airport Authority (GTAA), Mississauga, ON, Canada 2004 to 2007
GTAA operates Lester B. Pearson Airport, which is Canada’s largest; moving over 31 million passengers
per year and employing 85,000+. Pearson is world’s largest aircraft winter processing facility.
Senior Consultant (Sub-contract)

2. • Led operational efficiency review of winter processing facility and created process model for
centralized IT service call center.
• Reduced IT annual costs by $2.5 million and increased customer satisfaction by 100%, by
developing process model to centralize IT call center services provided to 85,000 employees.
• Increased aircraft winter processing capacity/throughput processing 33%, reduced operating costs
and improved safety for ground crews, aircraft and passengers, by recommending improvements
to technology and communications, supporting the facility.
• Enabled GTAA to delay construction of additional planned winter processing facility, with an
estimated $50 million dollar cost, for five years.
• Eliminated employee parking lot permit abuse and revenue losses of $200,000 P/A, by
implementing new permits with RFID chips, to 85,000 employees, which collapsed clandestine
illegal permit market. Parking is the second most important revenue source for airports worldwide.
• Reduced risk of external intrusion by unauthorized parties to airport facilities, by introducing
photo recognition technology to match driver identification to RFID vehicle identification
instantaneously. Upgraded internal access to secure areas by issuing new employee badges
containing fingerprint/eye retina information and linked real time to Canada Air Transport
Security Authority.
Canada Bread Company, Ltd. (CBCL), Etobicoke, ON, Canada 2001 to 2004
Global $1.2 billion bakery product manufacturing and distribution enterprise, with 45+ locations in Canada, U.S.
and U.K.; employed 8,000+; revenue doubled during employment, through domestic and international acquisitions.
Vice President, Information Systems
Reported to President and CEO; directed all IT resources, operations, hardware/software and facilities/assets;
managed vendor and supplier relationships.
• Ensured business operation stability and continuity by evaluating and integrating selected IT
systems, business processes and best practices into enterprise platform, on time and budget.
• Increased sales throughput 4%, improved frontline information via handheld upgrades, and
streamlined process flow, within largest division, which operated 1,500 franchised dealers, serving
45,000+ retail locations. Performed gap analysis between internal and industry best practices; and
recommended appropriate technology implementation. This tightened the connection between
marketing and sales efforts.
• Reduced call center repeat calls and head count, by introducing ITIL methods through staff and
client education, which was generally recognized as saving $1+ million annually.
• Renegotiated multiple telecom contracts, leveraging new acquisitions for volume discounts,
conservatively estimated at $250,000 P/A for improved levels of service
Frito-Lay, Canada (Division of Pepsico), Mississauga, ON, Canada 1997 to 2001
Frito-Lay, Canada manufactures and distributes popular snack foods and beverages. It employs 4,000+, including
1,200 field sales representatives/store merchandise managers and has 20+ locations in Canada.
Director, Information Technology
• Reported to CFO and subsequently to CEO; led IT development, enhancements and support
throughout Canada, including retail store merchandizing via Direct Store Delivery (DSD)
network, connected to ERP network using Oracle/PeopleSoft/i2/Manugistics technologies. Hired
to build systems architecture to improve Canadian business operations and optimize benefits
provided by linkages to U.S. parent company.
• Improved application availability to 98%+ and reduced new code problems to less than 1% by
implementing formal development (PMI) and support methodology, which increased systems
project quality and availability, while reducing annual costs by $500,000+.
• Increased order-to-cash transactions 110%, elevated transaction accuracy and improved trade
relations with major retailers, by replacing legacy EDI with Web-based sales and marketing
applications, while maintaining flat costs.

3. • Reduced time to market 20% by replacing “purchase to pay” manufacturing and product
costing/introduction systems, which yielded annual savings of $5+ million.
• Automated warehouse daily pick and pack processes, which improved ordering accuracy, reduced
product waste, used warehouse space more efficiently and enabled drivers to shorten delivery
times.
• Upgraded Help Desk performance by implementing automation, call tracking and Service Level
Agreements (SLA), which increased first call resolution 50% and saved an estimated $200,000 per
year.
• Improved mobile work force productivity for 1,200 national field service representatives, by
upgrading software to incorporate expert systems, knowledge building and increased transaction
throughput, while increasing reliability. Analyzed in-store merchandizing positions, display
footprints and customer behavior.
• Upgraded field personnel productivity, by replacing national voice communication systems, which
improved voice mail services.
Livingston Group, Inc., Toronto, ON, Canada (Out of business) 1995 to 1997
Third-party order fulfillment provider for 100+ corporate consumer goods and medical supply / healthcare clients,
including Gillette, Dell Computers, Clorox and major urban hospitals and other healthcare providers throughout
North America; processed annual electronic transactions of $10 billion
Director, Information Technology
• Reported to CFO; directed IT support and data center infrastructure for two of three operating
companies. Increased successful first time delivery of enhancement projects 40%, by creating
service delivery standards and methods to on-board new customers within 90 days.
LaFarge, Paris, France, Montreal, PQ, Canada, Reston, VA, U.S. 1994 to 1995
Leading global manufacturer of building products cements and aggregates; operates in 78 countries.
Director, Systems Development and Support, North America
Reported to Global CIO; directed North American IT development and support; managed facilities and assets.
Canadian Tire, Corp., Toronto, ON, Canada 1991 to 1994
Canadian Tire is Canada’s largest mass merchandizing enterprise, with diverse retail operations in sporting goods,
auto parts and services and house ware products.
Manager, Applications Support
Reported to VP IS and VP Distribution; managed implementation and support of applications used for distribution,
material handling, RFID and logistics.
Career prior to 1991
• Dylex, Director MIS, apparel manufacturer, importer and retailer; operated 1,200+ stores.
• Cintas Canada, Manager Systems and Administration, industrial/commercial uniform supplier.
EDUCATION / PROFESSIONAL DEVELOPMENT / CREDENTIALS
BA, York University, Toronto, ON, Canada 1982
Executive Management Program, University of Western Ontario/Ivey School of Business 2002
Business Administration Certificate Course, University of Toronto, Toronto, ON, Canada 1986
Six Sigma, Green Belt 2002
Secret Clearance, Canadian Federal Security Clearance Level