Brian H. Email & Phone Number

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

Edmonton, Alberta

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

Edmonton, Ab; Fort Mcmurray, Ab

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.

Edmonton, Canada Area

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.

Edmonton, Canada Area

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.

Saint John, Nb

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

Canada & Europe

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.

Mba, Strategy, Organizational Behaviour

Ba, History

Activities and Societies: Varsity basketball Centennial Celebration Team 1975-76 President, Mountaineering ClubGraduated with Honours.

General Staff - Army, Operations

Leadership, Command & General Staff studies.