• Developed a market and product diversification strategy (including entering the USA market) in the mid-term to de-risk customer concentration in a maturing market, successfully generating 30% of divisional revenue from the Western US within two years of initiating the strategy. • Increased organization capability in design-build project management, commercial negotiation and risk management.

• Created a product focus strategy and standardization program to improve quality and reliably deliver projects on budget in the short term, resulting >20 growth% in revenue and profitability. • Introduced integrated business planning (Sales and Operations Planning) into the West division and created the organizational knowledge to scale the process nationally.

Brought in by $230M telecommunications technology manufacturing client to optimize their multi-country manufacturing organization. Changes contributed to successful sale to and post acquisition integration with US based multi-national. • Designed and implemented an organizational realignment to create a product line focused matrix organization• Developed manufacturing network redesign options and made recommendations to optimize (gain more effective and efficient use of) of the North American network of manufacturing facilities. • Lead a Lean program to boost capacity and elevate manufacturing to the a globally excellent standard, implementing several aspects of Industry 4.0 (including distributed computing and basic digital twin) at the client's Canadian operation.• Directly filled Director, Manufacturing and General Manager roles.

Scale: Responsible for a team of ~ 600 people, 30 sites Departments: Laboratory Operations (Community and Hospital), Logistics, Customer Support Services, Facilities• Delivered >10% year over year productivity improvement through process redesign, centralization, and cost containment initiatives. Acquisition of SJG Pathology:• Successfully mobilized small project teams to deliver rapid synergy benefits through test insourcing, and integration of metropolitan and regional laboratories in Victoria.• Sponsored and coached a project team in the design and development of a low cost capital (construction and equipment) investment program that delivered >25% increase in central reference lab capacity for an investment of < $3M.

• Grew commercial account revenue by 11% year over year by driving increased focus on developing higher value (problem solving) relationships with existing key clients and seeking out new clients in growing segments (Naturopathy and integrative medicine).• Developed relationships with partners to fill corporate capability gaps in strategic areas, with a focus on early-stage companies with complementary scientific / product development capability.

BC Biomedical Acquisition: • Successfully lead the Laboratory Operations and Medical Scientific due diligence team in operating model design, facility design, organizational design, systems integration assessment, synergy analysis, and transition and one-time cost planning. (Recognized with LifeLabs Chairman’s Award)• Delivered integration objectives on-time and on-budget (project-to-date).• Successfully led the Site Optimization Program, including a complete workflow redesign, extensive technology investment, and building redesign and renovation project. The construction / renovation portion of the project was awarded a Silver Award by the Vancouver Regional Construction Association.

Scale: Responsible for a team of ~ 500 people, 8 sites Disciplines: Chemistry, Hematology, Microbiology and Molecular Diagnostics• Built a strong, diverse and trusting team that engages in constructive conflict and strives for collective wins that advance the interests of the overall organization. The team is now widely recognized as being very highly effective and easy to work with, and is sought after for critical roles. • Successfully analyzed and implemented changes to operational strategy, structure, systems, people, and culture to realign the organization with the new corporate growth strategy. Changes included the introduction of a Process (Biomedical) Engineering function and scale-up of the group to support all BC sites. The function was so successful (improved strategic equipment selection, installation lead-time and reliability) that it was expanded to support operations nationally. • Fostered the adoption of Lean culture, including demand planning, operating performance monitoring (real-time metrics), and problem solving and process improvement methodologies, yielding > 15% improvement in quality and > 10% improvement in on-time delivery.

Scale: Responsible for a team of ~ 300 people (peak), 2 local sitesProducts: Precision imaging equipment and thermal (IR) laser heads• Created a vision for and successfully lead a Lean transformation from craft type manufacturing to single piece flow, for the Thermal Laser Head group (precision electro-opto-mechanical system). • Successfully lead a complex cross-functional program that delivered >20% reduction in COGS (annualized cost savings > US$ 1.5 Mil / yr), product portfolio simplification yielding 70% reduction in shippable part numbers, 5% improvement in DOA and early mortality in the field, 70% cycle time reduction, > $800K inventory reduction. NPV > US$ 4 Mil.• Championed Quality Management System focus, including new operating mechanisms and GMP for clean-room facilities, resulting in the Vancouver site’s best ever ISO 9000 audit performance.

Scale: Responsible for a team of ~180 people Products: Precision imaging equipment for Printing and LCD TV applications • Thermal Colour Filter (TCF) Machine Commercialization (BCTIA Award Winner 2008): Rapidly formed a manufacturing and operations team to support commercialization and drive facility spec and build, early production, and ramp-up of Thermal Colour Filter Imager manufacturing.• VLF Computer-to-Plate Machine Manufacturing: Improved Operational Performance (year over year performance for 2008): Safety Incidents down 20% (rolled-out DuPont Stop for Safety program), quality up 24%, COGS down 5%, new product intro on-spec and on-time, inventory down 25%, and on-time delivery up 21%.

• Lead a cross-functional team from Manufacturing, Purchasing and Product Development to successfully transfer Trendsetter 800 equipment manufacturing to China. The project had an NPV = US$ 8.6 Mil, finished within 8 weeks of target and was completed under budget.• Created the vision for and lead a Lean transformation which successfully reorganized the Trendsetter 800 Assembly and Integration Line in to Single-Piece-Flow, resulting in: improved build quality, cycle time down 25%, WIP inventory down 20%, productivity up 17%.

• Successfully expanded the supply base and associated global supply chain for custom synthesized polymers and dyes, including negotiation of all related agreements, to enable rapid production ramp-up during the start-up phase of the lithographic printing plate business.• Led the strategic vendor integration portion of a post-acquisition manufacturing relocation from Boston to Vancouver (IRIS Graphics).• Achieved consistent cost savings of > US$ 1 Mil / year, 2002 through 2004 (Spend = US$ 5-8 Mil).

• VT Commodore – Full turnkey Body in White Assembly- Successfully coordinated all inbound (ex-Japan) and on-site logistics; including 800 pieces of imported break bulk freight at a total value of ~ AUS$ 500 Mil,• WH Statesman – Body Assembly and Metal Stamping Dies: Successfully project managed all aspects from specification review and bid through supply, installation and commissioning for the ~ AUS$ 15 Million project to complete on-spec, on-time, and under budget. • WH Statesman, VX and VY Commodore: Lead multi stage simultaneous engineering activity from concepts in clay though production release for the interior Instrument Panel Upper assembly. Recognized by customer (GM) as their preferred engineer for leading Concurrent Engineering for interior designs.