Plex Projects values the creation of a single, collaborative project team whose interests are fundamentally aligned with the success of the project. This focus allows us to deliver our world-class expertise in the detailed planning and execution of pipeline projects. To do this, we use the Integrated Project Delivery model (IPD). IPD uses a team-based approach in every phase of the pipeline project. Instead of each party focussing exclusively on their scope, IPD brings every team member together in the beginning. That allows for collaboration in all phases of the project. It starts with streamlined planning, decision making, and a plan for execution where all interests are aligned to meet the objectives of the project. This better way of managing pipeline projects can reduce or eliminate change orders, schedule delays, poor construction quality, cost uncertainty, and broken relationships.

Corrosion & Abrasion Solutions Ltd. (CASL) November 2014 - PresentVice President CommercialPrepared the strategic re-brand roadmap, brand guidelines, and all associated forward integration requirements to successfully align and rebrand the group of companiesCreated and manage a monthly prospect report, created consolidated forecasting and constructed the strategic sales and marketing planSuccessfully participated in acquisition due diligence and integration. Reviewed, audited and reported on potential acquisitions and designed acquisition architecture for new partnershipsIntegrated business groups to promote growth of an aligned sales culture in order to ignite cross sell and up sell opportunities. Analyzed estimating activities with a focus on generate efficiencies and market awareness to ignite revenue and margin

Nilex Inc. December 2013 – November 2014Regional Sales ManagerResponsible for the management and development of Technical Sales Representatives, Engineering Application Specialists and support staff as well as assisting representatives in client facing sales initiativesResponsible for the sales success in the largest territory; Northern Alberta and Saskatchewan. 2014: Revenue of $41M with GM return of 26% ($10.6M). Forecasting successfully using a three tier system. (Pessimistic – Realistic – Optimistic) accomplishing acceptable, project driven results through 2014Creation and execution of the regional sales plan. Plan included on-boarding requirements, operations input, competitive intelligence, and polling of the top 50 customers for feedback and expectations. Focus on the right people in the right seats quickly added financial returns

Creative Door Services November 2012 – December 2013 Marketing and Relations LeaderMarketing Director for eight branches across Western Canada, managed rebranding initiative including logo, website, fleet and merchandise. Launched the first complete social media campaignCut advertising budget by 55% while increasing new customer traffic through modern and creative advertising means. Utilised cost-effective strategies, renegotiated existing contract’s and launched new social media campaigns to accomplish thisResponsible for forward integration and rebrand of four USA locations from distribution model to full sales and service model. Managed all marketing and advertising of USA locations successfullyManaged buying groups and was successful in partnering with one of Canada’s largest retailers increasing overall buying group potential salesCreation and execution of the corporate marketing and sales plan which focused on bringing the new face to the market, engaging with customers and leveraging supplier relations. Suppliers supported and contributed to marketing resulting in an increase in high end designer product lines

ZyTech Building Systems Inc. April 2007-November 2012Business Developer / Branch Manager Marketing of a start-up facility and developing new business in a soft marketplace. Opened Edmonton facility with no client base, grew annual revenue from $0 to $16M in under 2 yearsDiscovered a new requirement for a specific product and type of construction. Was able to secure initial contracts and distribution of an exclusive product offering. Awarded large (200 unit) project as a result.Managed Red Deer branch and oversaw the transition from sales office only to sales, design and production facility. Managed and connected inside and outside sales staff, designers, and site service