Providing consultancy services in Asset, Infrastructure, and Facilities Management

I managed the Facilities Services department, assessing new opportunities and building the service. Reporting to the Senior Vice President, Services, I developed the overall strategy for Facilities Services, assisting in bid reviews and monitoring contract performance. I’ve worked on major social projects like the Brampton Civic Hospital, Penticton Regional Hospital, Oakville Trafalgar Memorial Hospital and the PanAm Games Athletes Village, and major civil projects including the $5.5 billion Eglinton Crosstown LRT and the $1.44 billion Edmonton Valley Line LRT.

I successfully determined and implemented strategy for facilities management components of major hospital P3s in Vancouver, managing and guiding our FM partners to bring the technical and commercial portions to a successful resolution. I carried out analysis of soft FM services on a second major hospital P3 in BC and assisted with bringing in soft FM services provider, which enabled a project win.

I developed and implemented a strategy for winning Federal, Provincial, and Municipal government services work. I developed a solid and highly credible proposal on a P3 Driver Examination Services project for the Ontario Ministry of Transportation and Infrastructure Ontario.

I produced the winning proposal for a National Maintenance Contract (Department of National Defence), and oversaw the operations of approximately 130 staff at 7 Army bases across the country. At the same time, I established a new Operations and Maintenance Service line, as part of our strategy for growth and diversification.

The company provides advice, feasibility study, business case analysis and transactional support for outsourcing, public private partnership. Specific expertise in facilities support including systems, processes and safety systems. Experience in healthcare support service transformation.

I pursued a transition process to transform systems and processes in Facilities and Security at the Northern Lights Health Region, Fort McMurray, Canada. This included the review of user and maintenance systems, creating an organizational model for the Facilities Department, and producing and implementing a security plan. I also provided extensive consulting services to Carillion for their P3 Brampton Civic Hospital bid.

I reported to the COO Serco North America, and ran a $125m business with over 1200 staff. Through continuous improvement, I increased profitability for Serco’s Canadian arm, including negotiating and overseeing the construction of a $13M P3 expansion of a recreation centre in Ottawa, extending the service contract by 20 years.

I was responsible for operational and financial performance of 10 contracts varying in size up to $30m per year. As Proposal Director for the Goose Bay rebid, I won a $550 million 11 year contract renewal, and provided operational support to contracts, including business process review and contract compliance on various outsourcing service contracts.

Following an invitation to work on a facilities management proposal for the Canadian Broadcasting Corporation, I was offered a full time permanent post in Serco’s Ottawa office. I took charge of the proposal co-ordination, editing and production, to deliver the technically preferred solution for the Canadian Broadcasting Corporation’s proposal. I also led the proposal team and provided operational support to contracts, including Bermuda Airport, 5 Wing Goose Bay (Labrador), Canadian Mortgage and Housing Corporation, and Hawthorn Army Depot (Nevada).

As the Prime Contractor responsible for all Armoured Corps HQ buildings, electrical, and mechanical operations and maintenance, I successfully saved the contract from a poor transition and earned a letter of commendation from the Serco Group Chairman after only six months in post.

Led land survey data capture, ground modelling of sites and digitising of plans for developments.

I conducted satellite and aerial surveys for accurate and efficient control operations at a national computer based mapping operation in Saudi Arabia. I also developed the organisational structure for the newly formed Aerial and Field Survey Section, controlling four 4-man Field Edit crews in desert conditions.

As second in Command (Captain) of 13 Squadron Royal Engineers, a computerised and conventional map production agency, I was responsible for the career development of the agency’s 180 personnel. My role included: planning and executing military and technical exercises to ensure completion of annual training goals, controlling peacetime and exercise production and production planning for all Map Squadron outputs, and compiling and distributing management information on manning, equipment, and production.My management experience included leading teams of as many as 40 people on military operations. I had direct responsibility for the appraisal, career development and welfare of team members. I also managed the building and maintenance of temporary airfields for RAF aircraft; planning, organising, and controlling overseas Squadron military training exercises in Cyprus, and designing, building, and maintaining temporary structures in remote Belize locations.