• Engineering Manager – Capital projects; technical services; continuous improvement; cost reduction; energy management. Supervise staff of four. Implemented ~ $4M Capital Projects. Contributed to ~ $2M annual operating cost reduction. • Electrical Engineer – Oversee all electrical projects; electrical maintenance department; major plant shutdowns. Support Technical Safety Electrical Field Safety Representative.• Environmental Manager – Oversee all regulatory compliance requirements (including operating permits): Environment Canada; Ministry of Environment BC; MetroVancouver; City of Richmond; Fisheries Canada.

• Maintenance Supervisor – Plant Engineer• Supervise 10 tradesmen; 2 janitors & Manufacturing Purchaser. Currently implementing corporate CMMS for the plant. Manage all outside contractors relating to building & equipment repairs.• Work requests & capital planning, scheduling, and co-ordination all inclusive

• Managed with a technical writer the completion of the final documentation, video and training manuals for the seismic upgrade to the BC Hydro Seven Mile Dam

• As a member of the senior management team reporting to the General Manager, managed the Mill’s maintenance (6 staff, 50 unionized trades / steam engineers with an annual budget of $8 million), Engineering (plant engineer, 3 contract designers, an annual budget of $200,000 and capital plan of $3 million) and IT (4 staff, 3 contract employees and an annual budget of $800,000) departments. Achievements include:o Reduced maintenance budget by 25% by reducing manpower/material spending and unplanned equipment breakdowns and by introducing a process for reviewing/approving work orders.o Project managed the Reliability centered maintenance (RCM) proposal. o Reduced electrical energy costs by $150,000 annually and subsequent maintenance costs. Partnered with BC Hydro Power Smart Program to upgrade energy inefficient light fixtures throughout the mill.o Maintained an excellent department safety record: one minor LTA over an 8 year period. This was accomplished by training, accountability (to behavior), due diligence, and zero tolerance leadership.o Part of negotiation team in regards to several successful management-union contractso Contributed to increasing future mill capacity and production capabilities by participating in the following projects: $2M paper grade development (photo inkjet). Advanced the company’s paper making technology by providing input on the design, equipment selection and layout. $100M Upgrade to the #2 paper machine line and the addition of an off - machine coater; Folio sheeter; and Effluent plant.

 As a member of the senior management team reporting to General Manager, managed through a Plant Engineer and Information Technology Manager, the Engineering (5 full-time and contract staff, an annual budget of $500,000 and capital plan of $3.5 million), IT (12 full-time and contract staff and an annual budget of $1.5 million) and Continuous Improvement (3 staff and an annual budget of $300,000) functions. Achievements included:- Identified opportunities to maximize efficiencies, quality improvement, safety and environmental concerns by attending daily production meetings; maintenance on-call support; capital requests; and IT requests.- Coordinated 15 Kaizen-Lean manufacturing projects with an approximate cost savings of $1 M. Projects focused on product quality, productivity, safety, simplify process flow and reduce labor costs.

 Reporting to the General Manager, managed through a Paper Manufacturing Manager and Superintendents of Finishing, Shipping and Warehousing, 12 staff and 250 hourly unionized (CEP) employees and an annual budget of $23 million. Increased profitability and improved the effectiveness of the management team and shop floor performance through the following strategic plant improvements: - Improved operating efficiencies by 2% on all major manufacturing lines and increased sheeting production from 185 tpd. To 210 tpd.- Achieved Environmental and Safety 2000 recognition award for 100% environment compliance and 3rd best safety record.- Reduced cull losses on grade changes and chemical costs resulting in an annual savings of $1 million.

 As Team Leader, advanced the electrical, maintenance and engineering systems into a cross-functional technical team with an active and strong conviction towards accident prevention. Achievements included:- Re-organized Engineering Department. Developed standards and procedures and implemented C.A.D. system, files, drawings, and microfilm completion.- Team member on the following projects: Implementation of a $25 million cover and Bristol grade value added launch: building, re-reeler, rebuilt super calendar and #1 paper machine wet end rebuild (1997); launch of a new grade of paper (major capital investment of $100 million-1990); grade and product development: alkaline paper making conversion (1989).

 Contributing member of the Electrical/Instrument Department consisting of a supervisor, engineer, electrical foreman (crew of 12) and an instrument foreman (crew of 9). Achievements included: - Successfully supervised installation of the electrics and instrumentation for a 20 MW turbo generator on time and on budget.- Redesigned and overhauled the electrics used to control the pulp sheet cutter-layboy and bailing line. A programmable controller was used as part of the redesign.