Pondering observations, lessons & insights from the past half-century.

Responsible for transformation initiatives in key strategic areas for Contracting, Procurement and Supply Management (CPSM). Among those are:Transportation - Third Party Logistics; Fleet Management and RationalizationWarehousing - WMS implementation; operations; and service alignmentService Delivery - optimize and rationalize delivery of supply-chain services

CohesionLeadershipInnovationProviding management services to organizations in the commercial and non-profit sectors.• Commercial: Develop solutions - problem resolution and change management - for client firms’ service issues. Engagements included work in process issues; work-flow issues; and overall management processes.• Non-profit: New service development & start-up, including governance and operational practice definition. Develop market & business intelligence to refine service strategy and define service options.

Reported to the Executive Vice-President, Corporate Services. Full managerial and fiscal responsibilities for a 130-employee, $50 million division, including a third-party warehouse partner. This Division delivered $500 million in parts and components as well as 3,000 machines sold through the Branch network across western and northern Canada. Accomplishments• Warehouse operations moved $500M in parts annually through 40+ Branches, located throughout western and northern Canada.• The Transportation team made targeted improvements in service delivery. Costs for machine moves in selected region were reduced by 20% or better.

Reported to the Executive Vice-President of Finning (Canada). Full managerial and fiscal responsibilities for a 150-employee, $25 million division consisting of 3 departments. Accomplishments• Process improvements: Infrastructure and process improvements to the Customer Support Centre enabled Parts Sales to grow by more than 35% in 2 years to greater than $260M annually. Customer support metrics (call volumes, call capture) all improved over the same period. Process improvements in the Fluid Labs enabled an additional $1.2M in revenue – 15% annual growth over 2 years – with no added personnel.• New services: Our Technology Marketing team launched a new initiative in systems project delivery that garnered additional revenues of $2.5M – $4M annually; Equipment Management Services launched a Preventive Maintenance service that grew to $4M annually in just 2 years.

GM - Contract ManufacturingManager - Paper Mill ServicesManager - Container ShippingDirector - IT ServicesManager - Pulp & Paper Division Services

Served in diverse command and staff positions in Europe and across Canada. • Senior Staff Officer, responsible to the Army Commander for Army Restructure. Developed, coordinated and rolled out force structure changes and reductions nation-wide.• Army Staff Officer at the Royal Military College, responsible for officer development, professional ethics and general military training. • Squadron Commander in the Special Service Force, responsible for the operational readiness, deployment, training and administration for officers, soldiers and combat vehicles under my command.