NPNG

Track Record

Programs I've actually delivered

Not a list of skills — a list of what those skills built. Selected engagements across a nearly 20-year career, spanning legacy modernization, M&A separation, B2B platforms, and multi-brand retail deployments.

What ties this together is fluency in both directions: comfortable in a business-case conversation with the C-suite, and just as comfortable in the technical detail with the delivery team. That range is what lets a program move fast without losing the people who have to execute it — regardless of framework, vendor, or industry.

RONA

Confidential

Confidential Strategic Program

Currently leading a confidential, high-value program supporting RONA's next phase of commercial growth.

  • Executive Program Leadership
  • Strategic Planning

RONA

Flagship engagement

Carve-Out from Lowe's — TSA Closeout

When Lowe's divested RONA, every shared system and department had to be separated under a strict contractual timeline — a program touching the entire organization.

$50M+

program value

~100

TSAs closed

50+

systems separated

18 months

delivery

Result

  • Contractual deadline met
  • Minimal disruption to ongoing operations
  • Right-sized replacement services stood up for standalone RONA, with negotiated economies of scale
  • Zero EBITDA impact from the separation

What I personally owned

I owned program governance, vendor and contract renegotiation, and the executive reporting that kept the deadline credible with both RONA and Lowe's leadership throughout the 18 months.

Leadership lesson

On a divestiture, the real risk isn't technical — it's political and contractual. Protecting EBITDA meant treating every TSA closeout as a negotiation, not just a technical migration.

"Romuald brought clarity, structure and control to a highly complex technology separation involving multiple teams and vendors. His ability to operate at both the executive and delivery levels was critical to keeping the program on track."

— PMO Director, RONA
  • M&A Divestiture
  • Program Governance
  • Vendor & Contract Management
  • Enterprise Risk

RONA

Homegrown POS Platform — Cash & Self-Checkout

RONA needed to modernize the cash register and self-checkout experience across stores without a full rip-and-replace of its legacy point-of-sale infrastructure. I directed the build of a custom engineering layer spanning DevOps, UX and store operations.

65

stores equipped

~80

people coordinated

8 months

delivery

Result

  • Reduced checkout time for customers
  • Faster, smoother staff training on the new system
  • Store labor hours redirected from queue management to revenue-generating customer advisory
  • Fewer post-launch incidents, lowering support cost and operational risk

What I personally owned

I owned the engineering direction end-to-end — DevOps, UX and store operations — and made the call to build a custom layer on top of the legacy POS rather than a full rip-and-replace.

Leadership lesson

The fastest path to store-level impact was protecting what already worked in the legacy stack and building precisely around it, not replacing it wholesale.

  • POS Systems
  • DevOps
  • Legacy Modernization
  • UX Strategy
  • Store Operations

RONA

Installation Services Platform

RONA needed an end-to-end platform to manage its installation services business — from customer intake through to on-site delivery by a nationwide network of installation specialists.

1,000+

installers managed nationwide

20

people on the project team

6 months

delivery

Result

  • Higher-quality lead capture, converting more service requests into completed installations
  • Improved end-to-end workflow, cutting the time between customer intake and job completion
  • SLA compliance across the installer network, reducing rework and customer complaints

What I personally owned

I owned the program end-to-end — from defining the intake and workflow model to holding the nationwide installer network to a single SLA standard.

Leadership lesson

A platform serving 1,000+ external installers only works if the workflow is designed around their reality, not the internal team's.

  • Service Operations
  • Field Service Management
  • Process Design
  • Cross-Functional Delivery

RONA · Lowe's Canada

Store Systems Rationalization

After RONA acquired Lowe's Canada stores, the two retail ecosystems needed to be unified onto a single set of systems and a single banner.

60

stores converted

6 months

delivery

Result

  • Process improvements across every department
  • Fewer post-conversion incidents
  • One unified ecosystem across all of RONA — consolidated supply chain, logistics, reporting and workforce management, unlocking cost synergies from the acquisition

What I personally owned

I led the program governance across every department involved in unifying the two retail ecosystems onto one banner and one set of systems.

Leadership lesson

M&A integration succeeds or fails on sequencing — deciding what unifies first so the rest can follow without disrupting operations.

  • M&A Integration
  • Change Management
  • Systems Migration
  • Multi-Banner Retail

RONA Pro

B2B Customer Platform

RONA Pro needed a modern, digitized way to manage its professional and institutional accounts — buyers, credit and pricing — as a single program spanning a new mobile app, a new Salesforce instance and service delivery.

100+

people coordinated

~10

delivery partners

18 months

delivery

Result

  • Strong adoption among Pro customers
  • Digitized account, buyer and credit management
  • Significant time savings for Pro customers, with existing pricing and service agreements preserved
  • Mobile app successfully migrated for simple, self-serve account management

What I personally owned

I owned the program across a new mobile app, a new Salesforce instance, and the entitlement, credit and pricing logic that had to carry over from the legacy relationship model.

Leadership lesson

For a B2B audience with entrenched habits, adoption depends on preserving what already works — pricing, service agreements — while modernizing everything around it.

  • B2B E-Commerce
  • Salesforce
  • Complex Entitlement Modeling
  • Credit & Pricing Systems
  • Mobile Delivery

Groupe Dynamite

Senior Program Manager — 4 Years

Led a portfolio of high-value initiatives as Senior PM over four years: replacing in-store and online payment systems, deploying a Salesforce e-commerce platform, and implementing a Manhattan Associates order management system (OMS).

4 years

engagement

<6 months

Salesforce e-commerce delivery

320

stores enabled for ship-from-store

Result

  • Payment systems replacement grew revenue, added payment methods, and introduced tokenization for a modern, omnichannel-ready checkout and returns experience
  • Salesforce e-commerce platform delivered in under 6 months with no major incidents — modernizing the stack with no loss of revenue
  • Manhattan OMS enabled ship-from-store across 320 stores, turning closed locations into mini distribution centers during COVID and protecting EBITDA by prioritizing store inventory

What I personally owned

As Senior PM for four years, I owned the portfolio end-to-end — sequencing payments, e-commerce and OMS so each initiative protected revenue rather than risking it.

Leadership lesson

When COVID closed stores, the fastest lever wasn't a new strategy — it was already-built infrastructure (OMS) repurposed to turn stores into distribution points within weeks.

"Romuald brings together business understanding, technology expertise and hands-on program leadership. He creates clarity and accountability, and keeps complex digital initiatives moving."

— Senior Director, Digital IT, Groupe Dynamite
  • Payment Systems
  • Salesforce
  • E-Commerce
  • OMS (Manhattan Associates)
  • Fashion Retail

Cegid

ERP/POS Deployment Across ~50 Luxury & Retail Engagements

Deployed Cegid Y2 — a full ERP/POS suite covering data management, purchasing, manufacturing, inventory, pricing, CRM, promotions, POS & mobile, omnichannel, wholesale/B2B, and tax-free retail — across dozens of luxury, fashion and hardware brands, including Hermès, Chanel, Swatch, Lancel, Longchamp, Teddy Smith, Defursac, La Mode est à Vous and Maisadour.

~50

engagements delivered

10–200

people per engagement team

Result

  • Projects ranging from a few months to several years, spanning ERP, digital and in-store transformation
  • Consistent enough to become an embedded, trusted partner across luxury, fashion and hardware retail alike
  • One of the longest relationships from this era: five years leading ERP migration and web integration for Teddy Smith across 70 stores and 150 points of sale

What I personally owned

Across dozens of engagements, my role was consistently the same: translate what a luxury or fashion brand actually needed operationally into a scoped, deliverable ERP/POS program — not just install the software.

Leadership lesson

The differentiator across ~50 engagements wasn't the software — it was disciplined scoping that matched each brand's actual operational maturity, instead of a one-size-fits-all rollout.

"Romuald quickly became a trusted partner across both IT and business. He understands the realities of retail transformation and focuses relentlessly on turning strategy into execution."

— VP of IT, Teddy Smith
  • ERP/POS Implementation
  • Omnichannel Retail
  • Multi-Brand Delivery
  • Luxury Retail
  • CRM & Promotions

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