Patrick Gresl

• Led multi-station modernization efforts across Belize, Puerto Rico, Barbados, Suriname, St. Lucia, Guyana, and French Markets (310 stations). Scope included requirements gathering (339), stakeholder engagement with country GMs, scoring/rating design, and financial governance.
• Directed design and implementation of fuel management systems for Bermuda and Caribbean airports; managed vendor relationships, contracts, and project finances; achieved successful on-time completion.
• Spearheaded Canadian Fleet Card Solution initiative; partnered with business and key stakeholders; managed budget reporting to the PMO and ensured alignment with enterprise standards.
• Enabled effective use of MS Project and Jira for use-case management; crafted detailed project timelines, resource plans, risk analyses, and scope definitions; produced weekly budget reports and monthly forecasts vs. actuals.

• Implemented a fully customized ServiceNow ERP application; drove stakeholder engagement, governance, and alignment with legislative requirements to accommodate regulatory needs.
• Oversaw RFP processes and vendor coordination; project spanned roughly 4.5 years from launch to completion with no errors at go-live (Sept 2023).
• PMO Development: Created and deployed a comprehensive PMO framework, including intake, estimation (function point-based), templates for business cases, RFPs, project charters, risk/issue management, organizational change management, governance models, and reporting.
• Comprehensive risk, security, and data strategies: Risk management model to quantify complexity (time, cost, team, urgency, IT complexity, external constraints, organizational change).
• Security vendor selection, penetration testing, and governance for ERP deployment.
• Data Migration Strategy for 20+ years of data (1985 onwards); included data profiling, cleansing, mapping, testing, dry runs, reconciliations, go-live readiness, and Tableau-based analytics.
• Requirements Development: Designed 1,426 use cases with >1,000 functions; created detailed field mappings, business rules, user stories, and cross-references.
• Training & Change Management: Developed training strategy with UAT, change agents, and multi-modal delivery (video, classroom, e-learning).
• Reporting & BI: Implemented Tableau-based reporting for bi-weekly governance reviews and ongoing client satisfaction surveys.
• Team & Vendor Management: Led a cross-functional team including internal IT, communications, registration, and external vendors; managed 4 internal resources, 4 vendor resources, and 3 contracted resources.

• Replaced a critical Resource Management System (RMS) with a COTS solution integrated with custom development; improved resilience and fault tolerance.
• Managed vendor relationships (Amadeus), internal teams, and airline stakeholders (Air Canada, WestJet, regional carriers); delivered standard artifacts (charters, risk logs, timelines, financials).
• Implemented project governance and reporting cadence; tracked monthly forecasts and provided status to CIO and senior management.
• Applied project complexity and risk models to guide decision-making; managed expectations of major stakeholders and vendors.

• PMO Leadership: Directed seven program managers across 15+ active programs and 30+ projects; managed a $72M portfolio; delivered 90% program success rate.
• Vendor Transition: Drove shift from independent contractors to formal vendor engagements (IBM, Accenture, Deloitte, etc.); defined 4-step engagement process (estimates, changes, resource adjustments, and roles/responsibilities); reduced vendor onboarding time from months to 2–3 weeks.
• PMO Automation: Led ServiceNow-driven PMO automation (requirements, change requests, decision records, governance, SOWs, and cost tracking); improved total cost of ownership visibility.
• Earned Value Management: Implemented EVM with BCWP, BCWS, BAC, AC; tracked schedule/cost performance and projected estimates at completion (EAC).
• Complexity & S-Curve Analytics: Introduced project complexity models and S-curve analysis to monitor risk, funding, and progress across programs.
• Program Governance & Reporting: Regularly briefed CIO and senior leadership on program design, master timelines, and risk/issue management.

• Responsible for financial business cases for programs, enterprise architecture considerations, delivery approach, business requirements, vendors, feasibility, stakeholders, solutions, users, and transition of operations and all project activity.
• Responsible for the client relationship and translating these requirements into a solution. Analysis of incoming requests and determine the best strategies to complete requests. Proposals were either constructed or submitted in this role to senior management. Build and maintain positive relationships with key stakeholders within IS. Managing their requests into programs and projects as required. Chairing and management of Steering Committee Meetings.
• Program Management of IS Security and Governance projects, including the complete firewall replacement at Husky Energy.
• Writing program designs, business plans, strategy, and program financials. Financials included current spend and expected future spending.
• Program Management of the GIS Foundation Program, including a complete revision of the internal GIS software including new data sources. The business had significant involvement over the choice of the data provider as it would impact operations and would be customized to fit the needs of the business.
• Responsible for the initial implementation of Asset Management Software (ServiceNow) within Husky.
• Setup, design, and construction of an Infrastructure Program, including WAN Optimization, Directory Service upgrades, Citrix and Office 2013 deployment.
• SWAT Program (Enterprise Level Program (ERP)- Achievement): Successfully cutover($50mm) of over 300 software products during an SAP Husky Energy. This program included such products as Solcar RA, Appian RTD, VOLTS, Royal Income manager, IS Networld, Riversand, FDC/PVR, CFIN, CS Explorere, PASpert, Hombre, Rightangle, LIMS, Well Data Schems, Pelotan – Wellview, Upstream datamart, EPostoffice, Lloydminster Ethanol Plant - Denaturant Recipient Entry, Lloydminster Ethanol Plant - Denaturant Recipient Entry and others.
• Tracking of the individual project budgets and reporting to IT.
• Program strategy of lift, shift and retrofit. Coordination with SAP Upgrade. Program discovery of discovery (remediation analysis including database changes, application changes and application reporting), application go/no-go, issue freeze notification and decision records), assess (structure, code, conversions and impact) and design (vendor, test plans, cutover plan, and production readiness),
• Business input was key to the success of the project. Understanding which applications were primary for the business and which applications could be decommissioned.

• Enterprise Content Management (ECM) rollout: Stabilized at-risk program; established governance, financial controls, risk management, and change management.
• Initiatives: Benefits realization, information architecture, knowledge management, metadata management, and organizational change management.
• PMO Establishment: Formulated intake processes, templates, and governance for standardized project execution.

• PMO Methodology: Oversaw project delivery model, Gates/process governance, and PMO improvements; produced dashboards and performance analyses across 80+ active projects.

• GIS Recovery: Rebuilt failed GIS solution; redesigned teams and processes; delivered on-time, under-budget results with 20% cost savings.
• Documentation & Forecasting: Standard project charters, risk logs, budgets, and monthly forecasts; managed union relations and quality controls.
• (IBM) Contract

• Enterprise model revision for University of British Columbia; maintained contractual obligations while modernizing business processes and supply chain.
• Stakeholder Management: On-site and off-site teams across Canada and U.S.; delivered standardized project documentation and status reporting.

• Retail management system upgrade; re-scoped project timelines and vendor expectations; executed RFP/vendor scoring; delivered controlled implementation with risk mitigation.

• Commodities applications, GAAP/Sarbanes-Oxley compliance; BI enhancements; ECM/Exposure Capture Mechanism for gas sales; led custom development and change management.

• Wireless platform rollout for Oil & Gas; platform analysis, change management, and risk controls; documented project management artifacts and governance.