• Orchestrated the restructure of the Automation Division and subsequent operating plan, generating significant efficiencies and cost savings via the implementation of clear and consistent processes and policies• Completed in-depth market and competitive analysis for Remotely Piloted Air Systems, also known as UAVs or drones, to support the development of the business plan and negotiations for the sale of the Flight Systems Division

• Spearheaded the creation of WOW! mobile boutique, a joint-venture (JV) with Telus, from concept to implementation. Creating a cost effective multi-carrier environment that maximizes customer experience and sales performance• Led team completing extensive financial, channel and game theory modelling, within extremely tight timelines, passing a rigorous series of internal processes to achieve concept approval from Sr. executives and the board of directors• Negotiated strong terms for JV, retail operator and brand co-existence agreements, allowing banner to launch on time while exceeding company expectations and ensuring all 3 brands were positioned for success• Developed banner support structure, brand, coinciding guidelines and kiosk designs in concert with JV partner and operator, bringing banner to life both under budget and on time• Built and successfully managed capital ($2-10M) and operational ($50M) expense budgets annually, drastically improving cost per sale year over year via operational efficiencies and improved sales volumes• Consistently overachieved on sales (4-28%), revenue (8-32%) and customer experience (6-13%) targets while growing WOW! to #2 acquisition banner within Rogers (>20% year over year growth)• Motivated and supported 5 direct reports responsible for sales, marketing and operations for all 3 Rogers’ wireless brands, achieved no lower than 94% employee rating annually• Enhanced inventory planning, ordering and delivery processes drastically reducing product returns from operator, producing significant cost savings and minimized sales losses (>$1M annually)• Created, owned and enhanced key relationships with JV, operator, OEMs and other vendors ensuring proper share of mind and support as required• Grew points of presence from 0 to 85 in less than 9 months, reaching 97 (target of 100), creating true national footprint and allowing for economies of scale cost savings as well as brand awareness growth

• Created dual brand sales strategy for prepaid wireless services, focusing on revenue growth through targeted distribution expansion, product offerings and improved internal sales positioning and processes, minimizing postpaid displacement and meeting sales targets for first time in 4 years• Developed and executed strategy for shifting existing prepaid customers to higher revenue generating postpaid customers in 2012. Leveraged modified compensation, a new migration process and targeted marketing campaigns, led to 118% achievement • Negotiated new, reduced margin rates for prepaid voucher partners leading to in-year savings of $1.9Mil (~$4Mil annually)• Successfully negotiated strong terms for distribution agreements with 4 major national and 3 regional bricks and mortar retailers as well as 2 online retailers, ensuring internal objectives were met or exceeded

• Created strategy and end to end process for launching new distribution channels including templates for all internal and external requirements and tactics which greatly improved speed to market, quality of service and sales ramp up rates in a very aggressive and dynamic market• Led cross functional team through development of overarching value-added reseller (VAR) strategy components for both sales and operations including; partner selection and expansion, contract creation, sales and activation processes, training content and delivery methodology and multi-layered support program. Strategy and structure were leveraged to drastically grow distribution touch points, enhanced product and service offerings as well as significantly grow revenue and profits

• Championed and launched the Business First Partner (BFP) brand and program, focused on increasing activity within the small and medium business segment through program execution and augmenting brand awareness, lead to increased dealer participation (20%) as well as 37% increase in sales year over year• Developed and enhanced programs and relationships with internal dealers, vendors, internal and regional representatives in effort to drive data sales in Rogers’ indirect channels resulting in a 150% budget achievement in 2009