WALGREENS DATA INTEGRITY PROJECT: Directed three-year, $12M project to develop a data transmission system that allowed Walgreens to grow from 2,000 to 10,000 stores; led team of 50, including 15 on-site and 35 off-site consultants (in India and the Philippines) as well as five full-time employees; reported directly to the CIO and President of Store Operations; utilized Planview to track progress to goal, including budget and project timelines; project enabled Walgreens to grow at the desired pace within the allocated budget, without losing any functionality of the system.

GTE FINANCIAL ONLINE BANKING REFRESH: Led cross-functional team of 15 and an internal budget of $750K+ to overhaul online banking web site and migrate 120K+ members from the old system with no gap in functionality; established a command center and allocated staff to monitor member concerns, issues, and complaints from all branches; devised and implemented high-priority fixes to member issues during rollout; motivated team by reporting project status and team input to executive management which reduced completion time and increased team morale.

PHARMERICA SUPPORT TEAM RESTRUCTURING: Managed the revamp of the third-level support team to clear a backlog of 1,200+ incident tickets, reduce costs, increase efficiency, and improve stakeholder and user satisfaction; held daily team meetings to prioritize break fixes to eliminate 300-400 recurring tickets per month and assigned tickets on a FIFO policy (first in, first out) to clear the backlog; reduced support expenditures by

$330k+ (a 35% reduction) within 12 months by establishing an off-shore team to work low-priority tickets, terminated two full-time staff, and reassigned one to another team and decreased recurring incidents by 25% (from 1,200 to less than 800) after implementing break fixes. SENIOR PROJECT MANAGER – GTE FINANCIAL 2015 2016

Contracted to oversee successful deployment of online banking refresh affecting 120K+ users without disruption of service or access; served as liaison to keep executive management team appraised of progress, issues, and solutions.

Implemented a war room, installed 12 workstations, scheduled staff to field member calls/complaints 12 hours/day, and identified bugs and fixes; conducted conference calls with all branches to call in updates and incident reports; reported findings to senior management.

Identified issue with new multi-factor authentication upgrade that made some members unable to sign in; collaborated with the vendor, RSA, to create and install a software patch on two authentication servers to correct the issue without further functional anomalies.

Completed project on time and within budget with no loss of functionality or access; continued to identify bugs and create fixes within the first month of deployment to correct new system issues with no loss of use.

Worked closely with CFO to begin capitalizing projects when possible by doing in-house development with FT programmers in 2015; identified what could be capitalized and create a process going forward to capitalize projects in 2016.

Organized SDLC projects by phases to determine whether they could be capitalized; captured each phase by month so that hours could be captured by each resource, by task, by month and verified with each resource; worked with HR to develop a standard hourly rate, including benefits, for each project resource; finally, reviewed process and findings with CFO and corporate auditing firm.

Capitalized $250K from the online banking refresh project that would have otherwise been expensed; the process became standardized, which will allow the company to further capitalize future projects to save millions of dollars which would have otherwise been expensed. PROFESSIONAL EXPERIENCE

HIGH PERFORMING GLOBAL PROJECT MANAGER & BUSINESS IT EXECUTIVE MARK RUSCITTI, PMP, ITIL V3

TAMPA BAY, FLORIDA E-MAIL: aculla@r.postjobfree.com MOBILE: 630-***-**** KEY STRENGTHS & COMPETENCIES:

Accomplished Information Technology Leader: Drives and guides team to achieve expected outcomes, even in complex situations, through his effective, pragmatic leadership and expertise.

Risk Management: Successful in managing complex and high-risk situations with attention to the balance and synergies of onshore and offshore people, processes, and technology.

Change Management: Motivates team to move forward and readily adapt to work environment changes and new or revised situations, when needed.

Problem Solving: Transforms challenging problems to solutions by utilizing design thinking and modern methods for software engineering and working collaboratively with teams and senior management to identify and resolve core issues with innovative and secure solutions that enable productivity.

Enterprise Solutions: Applies enterprise-scale technology expertise to meet production performance, timely delivery, seamless user experience, and business service KPIs leveraging SAAS, PAAS, and custom solutions.

Creator of Successful Organizations and Teams: Handles top talent management and development to ensure business goals are met. Effective in creating thriving global teams of skilled, motivated, and high-performing individuals who display their full potential by providing valuable contributions significant to the organization’s success. KEY PROJECTS

Results-driven global leader with a long history of managing complex, high-risk enterprise scale services and technology program development projects from planning to execution. Dynamic leader with a proven track record of building and managing diverse teams toward actionable goals. Effective communicator with unique ability to interface with broad base of business users and stakeholders, influencing at all levels to solve and deliver business value and solutions in a timely and cost-effective manner. TECHNICAL SKILLS & PROFICIENCIES:

• Custom Enterprise Solutions

• Platform as a Service (PaaS)

• Software as a Service (SaaS)

• ERP, CRM, HRM, & Portal Solutions

• SCRUM Methodologies

• Contract Negotiation & Resource Allocation

• Process Automation & Improvement

• Strategic Planning & Execution

• Business Intelligence & Value Realization

• Hire, Grow, & Retain Talent

• Global Team & Vendor Management

• Strategic Thinking & Problem Solving

• Highly Effective Communication Strategies

To find out more about Mark Ruscitti, please visit his LinkedIn® profile: https://www.linkedin.com/in/markruscittipmp

MARK RUSCITTI, PMP, ITIL V3

RESUME, PAGE 2

SENIOR APPLICATION MANAGER TECHNICAL SUPPORT MANAGER – PHARMERICA CORPORATION 2013 2014

Led Level 3 technical support team that managed pharmacy dispensing and adjudication system as well as the Project Manager for software enhancements and break fixes; developed project plans, work breakdown structures, and project estimates.

Reduced support costs by $330K+ (35% reduction) within 12 months by restructuring the team while clearing a backlog of 1,200+ incident tickets; reassigned one FTE to another division, terminated two FTE contracts, and established off-shore team of four to clear the backlog.

Eliminated 300-400 recurring tickets per month (a 25% reduction) by identifying critical break fixes and system enhances that facilitated these process improvements.

Increased SLA compliance on support tickets from less than 50% to 85%+ within 30 days by devising benchmarks and metrics for completing support tickets, including holding daily team meetings to assign tickets on a FIFO policy (first in, first out) to clear the backlog.

Reduced operational costs by 45% by consolidating vendors from five to two; built strong, trusting relationships with preferred vendors which enabled negotiation of better pricing and product/service support. SENIOR PROJECT MANAGER APPLICATION DEVELOPMENT MANAGER – WALGREENS 2001 2013

Led high-visibility projects with budgets ranging from $1M–$12M+ multi-year efforts to develop, implement, manage, and maintain pharmacy, retail, and supply chain applications within a complex distributed computing environment.

Devised project budgets, developed and implemented project strategies, and managed cross-functional stakeholder groups in terms of expectations and communication of benchmarks and metrics attained; allocated human and equipment resources for projects.

Hired, trained, mentored, and reviewed work performance of full-time employees as well as on-shore and off-shore consultants; planned professional development opportunities for staff to ensure availability of a fully engaged, high performing team.

Generated $10M+ (35% increase) on discontinued merchandise by using item movement to determine its markdown price; process was automated by developing an Exit Strategy software; project team consisted of two FTEs, as well as six on-site and 11 off-site consultants.

Managed $12M budget and a team of 50, including four FTEs and 11 on-site and 35 off-site consultants located in Chicago, India, and the Philippines and completed three-year project to develop a data transmission system that allowed the company to grow from 2,000 to 10,000 stores; project enabled scaled growth within targeted time frame and within the allocated budget with zero loss of functionality.

Saved $5M/year and enabled store personnel to execute department resets more efficiently by using pre-printed shelf strips to align product and display prices; devised and programmed interface to send item and pricing data to service provider. FOUNDER CEO LEAD CONSULTANT – CYBER-PRO CONSULTING 1996 2001

Owned and operated a specialty consulting firm that specialized in project management, application development, supply chain management, ERP, and EDI implementations for medium and large manufacturing, supply chain, and retail clients.

Recruited, hired, trained, and mentored high-performing consultants; ensured adherence to project budget and timeline for completion; managed stakeholder relationships and expectations to maximize client satisfaction.

Key Client: Suncast Company

Led team of five that integrated and interfaced the Logistics Pro Supply Chain application for transportation and warehouse management into an existing BPCS ERP system; increased inventory accuracy to 99% and reduced transportation costs by 15%.

Managed team of four that implemented and integrated EXTOL EDI to existing BPCS ERP system; created RPGLE programs and data bridge from EXTOL to BPCS; developed and executed user acceptance tests; reported to executive team on progress to goal.

Key Client: Walgreens

Directed project to map and translate outgoing EDI data into the company proprietary systems; improved transaction accuracy by 45% and decreased EDI processing costs by $250K+/year and reduced staff and man hours required for processing. MANAGER – ERNST & YOUNG 1994 1996

Directed software development life cycle (SDLC) and related activities; hired, trained, and mentored team of six consultants to meet or exceed project goals for multiple Fortune 100 clients.

Led full development team that created a major subsystem for the calculation of royalty payments for EMI records group; hired and managed temporary staff and consultants to fill out project teams.

Completed due diligence audits of IT departments for companies in the Ernst & Young Mergers & Acquisitions group; evaluated client personnel and recommended that they be retained or released after merger or acquisition was completed. EDUCATION PROFESSIONAL DEVELOPMENT

MASTER OF SCIENCE CYBERSECURITY UNIVERSITY OF SOUTH FLORIDA EXPECTED COMPLETION DATE:…2018 SCRUM ACCREDITED PRODUCT OWNER CERTIFICATION INTERNATIONAL SCRUM INSTITUTE 2016 SCRUM MASTER ACCREDITED CERTIFICATION INTERNATIONAL SCRUM INSTITUTE (#898*********** 2016 PROJECT MANAGEMENT PROFESSIONAL (PMP) CERTIFICATION PROJECT MANAGEMENT INSTITUTE (PMI 2010 ITIL V3 FOUNDATION CERTIFICATION WALGREENS CORPORATE TRAINING 2010 JAVA PROGRAMMING CERTIFICATION WAUBONSEE COMMUNITY COLLEGE 2002 WEB DEVELOPER CERTIFICATION DEPAUL UNIVERSITY 1999 BACHELOR OF SCIENCE COMPUTER INFORMATION SYSTEMS DEVRY UNIVERSITY 1989 To find out more about Mark Ruscitti, please visit his LinkedIn® profile: https://www.linkedin.com/in/markruscittipmp