Bobby joined the ATS Traffic team as the COO in 2019 and was named CEO in April of 2020. In his time at ATS Traffic, Bobby has spearheaded developments in safety, business intelligence, application deployment, and continuous improvements. He has over 20 years of experience in operational leadership, safety, and quality assurance. He holds a Lean Six Sigma Green Belt and is a passionate advocate of using the Lean methodology to improve processes and provide superior quality and service.

ATS Traffic is Canada’s best choice for traffic control.For over 50 years ATS has worked with businesses and communities to keep workers, drivers, and pedestrians safe on the roads. With locations across the country and over 15,000 products in our inventory, we keep people safe no matter where the road takes them. We want to do the same for you.We work with a wide range of customer groups in the traffic industry to get people home safely and on time.Road Builders - Whatever you need, however long you need it, we can give you the tools you need to get the job done right.Schools - We believe even one accident is one too many, which is why we create systems to improve safety when students are travelling to and from school.Airports - We have a wide range of products for both sides of the terminal to improve vehicle, pedestrian, and airplane traffic flow.

Cantera Designs is a residential home Interior Design and home automation company.We service both new home construction and remodels.

SIMCO Management is a Edmonton-based Property Management company specializing in Commercial and Residential Condominium management.

Responsible for safety, production, quality control, quality assurance, procurement, scheduling and business improvement of a ~$100M Profit & Loss business unit with supply chain management spending of ~$60M. Oversaw 200+ production employees indirectly, and directly Supervised 20+ procurement employees, ~10 quality assurance / control employee and up to 5 admin personnel.• Worked in conjunction with the senior management team and key stakeholders, to set and deliver on long- and short-term strategic goals, and supported development needs of new business opportunities.• Ensured safe and cost effective operations through solid team development and coaching.• Complied with statutory and legal requirements for Health, Safety and Employment Standards and Business Conduct Guidelines, to ensure all team members were aware of and working in accordance with these requirements.• Developed and implemented KPI metrics to frontline supervisors and provided coaching, mentorship and competency development, enabling them to speak specifically on safety, quality, cost and delivery (business intelligence of middle managers to frontline workers improved significantly as a result).• Maintained Quality Management System ISO: 9001 through successful completion of a comprehensive audit and implementation of SAP quality management system.• Strategically implemented and managed Business Improvement Six Sigma program, and ensured the transfer of best practices throughout the area of responsibility.• Implemented new SAP Enterprise systems and custom production management system.• Collaboration with members of the project management, supply chain and engineering teams and other key stakeholders.

Positions held: Canadian District Manager, Branch Manager, Parts & Combustion Services Manager and Automation & Control Project Manager. Responsible for the Canadian Aftermarket Group, with P&L of ~$20M, six branches and ~75 employees spread over western Canada, and had direct reports from all business functions including sales, application, warehousing and logistics. • Developed, maintained and monitored annual operating budget for each facility supporting profitability.• Responsible for the strategic direction, leadership and overall administration of the company.• Supervised and supported the team during the billion-dollar merger with NATCO in 2009, .• Developed key business strategies to meet and exceed financial targets and implemented business development activities (including the use of SAP software) to accomplish goals. • Managed the overall operations of the process, services and equipment business unit.• Working strategically with the management team, ensured health and safety integration into day-to-day and long-term business plans by implementing Cameron’s HSE Management program into all Canadian business units. Successfully completed external HSE core audits in 2006 and 2009.

Develop, execute, and manage business plans and strategies for the business unit. Manage all activities and personnel within operations and Ensure employee development and training requirements are met.