Director, Strategic PM and Professional Services

PIERCARLO BRUNINO

rd

**** * ******, ** ********: 202-***-****

Washington, DC 20011 ********@*****.***

SUMMARY

Professional with more than 12 years of experience spanning business and technology consulting as well

as corporate positions. Has managed large-scale, multidisciplinary, global programs and projects, and

advised clients on how to analyze complex problems and develop strategies to address business and

organizational challenges.

EDUCATION

MBA, Ms in Project Management,

Business School, The George Washington University, Washington, DC

Laurea (Bachelor and Master of Science) in Civil Engineering,

University of Padova, Padova, Italy

Dissertation: “The Use of Project Management Techniques in PPP/PFI: The Case of Muja Marina”

PROFESSIONAL EXPERIENCE

THE WORLD BANK GROUP, Washington, DC 2013 –Current

Consultant

Structured and implemented a corporate restructuring initiative aimed to re-aligned -organization

roles (495 role types across the organization) to the newly designed structure, gain approval from

key stakeholders and lead the execution of the initiative.

Manage the communication with internal World Bank clients and stakeholders as well as vendors,

where they have been engaged to help particular client groups.

THOMSON REUTERS, Washington, DC September 2012–June2013

Director

Led the restructuring of the Project Management and Professional Service organizations (55 direct

reports), responsible for execution the all the international portfolio of projects for Thomson

Reuters’ Government Unit with direct P&L responsibilities for US $30 million.

Managed the organization post-restructuring, led the structuring of two structure finance initiatives

for revenue management systems for Thailand and New Zeeland governments.

ACCENTURE, Washington, DC July 2010 –August 2012

Manager

Business Integration Lead for a $150 million/year Government Program for FEMA. Lead the creation

of an integrated reporting system to provide portfolio view of program status, risks, issue and KPIs.

Set-up and run a Program Management Office for the deployment of a Government Program,

valued at $30 million, managing six PMO resources. Created customized tools in support of the PMO

function, trained customer and subcontractor resources (for a total of 50 resources) in how to use

PMO toolset.

Lead a team of four resources in charge of assessing the Governance and EPPM (Enterprise Portfolio

Management) structure for a large private/public financial institution. Set-up new end-to-end

methodologies, processes, tools for EPPM based on stage-gate structure and revised the existing

Governance Structure. Set-up a Portfolio Management and Project Management Centers of

Excellence, and managed the training of more than 150 Portfolio and Project Managers. Key

successes include the reprioritization of the project portfolio to be better align with business,

financial and organizational needs, resulting in saving of more than $50 million.

Capture Manager for a $35 million client opportunity. Project scope was the implementation the re-

engineering of processes in the Finance, Procurement, HR, Project Management areas for global

Public Health Organization.

Support Senior Management in developing business and marketing plans for a new “Strategic /Value

– Driven Program Management” offering in the Infrastructure and Construction industry for Federal,

State and Local and commercial clients.

PIERCARLO BRUNINO PAGE 2

THE WORLD BANK GROUP, Washington, DC 2009 -2010

Consultant

Advised World Bank in planning and executing corporate initiatives

Advised on how to structure and plan an internal corporate initiative to redesign the human capital

competency and career development structure to meet Bank’s organizational and business needs.

Lead the implementation of the initiative for four Business Units (Treasury, Concessional Finance,

FPD, Communication, Publishing and External Relations, impacting more than 1000 employees)

interacting directly with VPs, Directors, and Managers of Bank’s Units.

KPMG – GLOBAL INFRASTRUCTURE GROUP, Washington, DC 2008 – 2009

Manager

Provide Services to Public and Private Clients.

Co-led a team in charge of providing procurement, project management and financial advisory

services to the Florida DOT in support to the execution of a large brownfield project delivered via

Public Private Partnership. Responsible for designing procurement strategies, creating bid-

evaluation framework, drafting RFI, RRQ and RFP) and for providing support to the client throughout

the procurement process, from tendering to contract negotiation.

Led a team of six people responsible for the execution of an operational assessment for a division of

the State of Texas aimed to create a set of performance indicators for key areas (IT, Operations,

Finance, HR, Procurement), to measure client organizational performance provide

recommendations for improvement actions. Key successes include client Executive’s acceptance of

two of the five key recommendations, including the restructuring of the contract management and

operations function for the IT department resulting in saving for more than $300,000.

PRICEWATERHOUSECOOPERS, ADVISORY, Washington, DC 2006 – 2008

Manager

Provided Management Consulting Services for Fortune 100 Clients.

Led the PMO (15 resources) and support the entire global team (more than 175 consultants in 28

countries) in charge of Strategic Assessment and Process Redesign effort for the Finance Division of

AES, a global energy company. The scope of project included the development of a benchmark for

corporate finance and tax competencies based on industry best practices and the assessment of the

client finance, treasury and tax divisions for 28 countries based on the agreed-upon benchmarks.

The project included also the development of strategic and tactical plans (globally and at the

country-level) for addressing areas of deficiencies as well as the mapping of the “as-is” and “to-be”

processes for the book-closing and tax-processing to inform the business requirements for an

upcoming global system roll-out. The project had total budget of $10 million, included interviews of

more than 700 people across the world, and was completed on time and on budget in nine months.

Led a team of 10 internal and external resources to complete an assessment of the “as-is” state of

the Operations and Delivery Organizations for Sensus, global leader in metering technology. Develop

the “to-be” state (processes, tools, technologies and systems) to support the execution of two newly

procured programs with a total value of $600 Million. Supported the client in the implementation of

the “to-be” state which includes, among other, the setting up and operationalization of a new suite

of tools for Portfolio and Project Management as well as a new Project Management system.

Led a strategic assessment of the Risk Management framework for a multi-year strategic program

for Entergy, one of the leading utilities in the US. Project included the definition of processes, tools

and web-based system to identify, evaluate, prioritize, mitigate and monitor program risks and the

conduction of two Risk Management workshops to identify and analyze program risks.

Supported Leadership in the development of a Program Management Effectiveness service line

(processes, procedures, templates) with first-year revenue of more than $50 million.

Taught basic and advanced Project Management courses at PwC Advisory University.

PIERCARLO BRUNINO PAGE 3

PROJECT ASSISTANTS, Washington, DC and Wilmington, Delaware 2005 – 2006

Sr. Project Management Consultant

Led Enterprise Project Management consulting engagements by assessing and redesigning client's

organization, business processes and procedures and enabling technology solutions.

Led the execution of a Project Management Maturity Level Assessment (based on the OPM3 -PMI

methodologies) for one of the largest outsourcing account of HP (more than 150 consultants).

Provided tactical plans for the resolutions of indentified processes and methodology gaps and

supported the existing PMO in implementing the identified action plans.

Led the deployment of customized Project Management systems (MS Project and Primavera based),

overseeing the entire development cycle from business requirements gathering to go-live for several

Fortune 500 clients including: Fitch Ratings, Del Monte, and Pfizer. All projects were delivered on

time and on budget.

LOCKHEED MARTIN CORPORATION, Springfield and Fairfax, Virginia 2004

Senior Financial Analyst - Planning And Project Controls

Developed and maintained Program/Project Management Plan, Risk Management Plan, Master

Schedule, WBSs, Budget, Integrated Cost/Schedule Control Plan and Quality Assurance Plan.

Supported Executive Management team in managing a portfolio of Government Contracts

($50,000,000 - $100,0000,000). Responsible for financial analysis, project controls and the

production of progress monitoring reports to clients.

Responsible for a group of 15 technical Project Managers. Led the effort to improvement project

management effectiveness by advised them on planning activities such as WBSs creation, costs

estimating, budget analysis, schedule development, contract management and risk identification.

FEDERAL DEVELOPMENT, Washington, DC 2003 – 2005

Development Project Manager

Participated in the upfront planning and due diligence activities for two Italy based PPP/PFI

development projects and act a liaison with Italian public authorities.

Coordinated pre-development project activities, including proposal development, budget

development, financial analysis, for Public-Private Partnership projects ($200-$400 million).

Responsible for proposal development efforts for real estate projects developed under a Public

Private Partnership scheme: responsible for coordination of internal team and external consultant

efforts.

Certifications: PMP - Project Management Professional,

Professional Engineer (Italy), Safety Engineer (Italy)

Software Packages: Microsoft Office Suite (Excel, Word, Access, PowerPoint), Visio, Outlook,

Microsoft Project (Expert), Primavera (Proficient), AutoCAD, Expert Choice

Spoken Languages: Italian (native speaker), English (fluent), German (scholastic), Spanish (scholastic)

PROFESSIONAL DEVELOPMENT

Institute for Public Private-Partnerships (IP3), Washington, DC

Fundamental of Project Finance, 2008

Advanced Project Finance and Financial Modeling Techniques, 2008

PRESENTATIONS & PUBLICATIONS

Seminars at the University of Padova: “Introduction to Innovative Project Delivery Methods and

Program Management in the Infrastructure sector”, 2003 – 2006 – 2009 - 2011

"The Use of Project Management Techniques in Project Finance: The Case of Muja Marina" - Abstract

of MS dissertation, "Giornale di CostruzioniMarittime", Padova, Italy, 2000

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