Craig Gramlich Email & Phone Number

Victoria, British Columbia, Canada

Bi-Monthly Columnist for Equipment Executives | Focus: Empowering leaders in the equipment sector by providing in-depth insights into equipment costs and their application in accounting, maintenance and operations. My work also highlights the importance of understanding asset lifecycles to inform strategic decisions.

Victoria, British Columbia

ROLE: Transformational Leader, Victoria Regional Transit System (VRTS)SCOPE: Reinvigorated leadership and culture, emphasizing operational excellence and maintenance awareness across fleet and infrastructure, directly managing 320 pieces of equipment and 150 employees with a budget of $20-23M.KEY ACHIEVEMENTS:- Strategic Leadership: Rebuilt leadership team to champion operational excellence, enhancing VRTS's reliability and service quality.- Culture and Safety: Implemented benchmarks and KPIs to bolster 24/7 operational integrity, improving work and safety cultures, benefiting two depots and ensuring top-tier service in the greater Victoria area.- Financial Stewardship: Transitioned to FTE workhours, optimizing fiscal management and budget utilization.STRATEGIC INITIATIVES:- Restored and improved apprenticeship ratios within months, significantly advancing skill development and capacity.- Workforce Development: As an ITA Sector Advisory Group Member, drove sustainability and reskilling aligned with Clean BC goals, enhancing workforce capabilities.DIVERSITY AND INCLUSION:- Initiated a program focused on meaningful employment for minority groups, enriching corporate social responsibility.- Forged a partnership with Women in Trades Training (WITT) for a scholarship program, dramatically increasing female representation in the workforce by 200% over two years, fostering a diverse and inclusive culture.IMPACT: Through strategic management, leadership, and a focus on sustainability and diversity, transformed VRTS's maintenance and operations. Established a forward-looking, inclusive work environment, directly contributing to the system's efficiency, safety, and reliability.

Edmonton, Canada Area

ROLE: Crane & Transport Maintenance Integration LeaderSCOPE: Spearheaded the alignment of Crane & Transport Maintenance Groups, introducing and enforcing Fleet Maintenance policies to ensure operational excellence. Oversaw daily operations of the shop, yard, and facility, maintaining 285 pieces of equipment valued at $155M, with 4 direct reports and 20 craft employees.RESPONSIBILITIES:- Ensured operational integrity through preventive and predictive maintenance, keeping equipment in peak technical and aesthetic condition.- Guaranteed compliance with local/federal laws, Global and SHEQ standards through structured maintenance activities and processes.- Directed process and policy implementation, setting KPIs for supervision and accountability, and undertook performance management and corrective actions as necessary.- Cultivated a professional, motivated team through effective leadership, decision-making, and performance management, aligning with business targets and budgets (DOO, ROI, ROCE).ACHIEVEMENTS:- Instituted ISO and 5S Practices in the Workshop and Parts & Warehouse, streamlining operations.Achieved a 43% reduction in weekly shop costs within 10 weeks and a 39.8% year-over-year shop cost reduction ($600K) by consolidating Maintenance Groups.- Launched Weekly Workshop Planning, increasing Planned Maintenance by 42-58%, and optimized registrations, cutting annual costs by 20%.- Implemented ISO processes, slashing Fleet Administration Costs by 54% in four months.Supported the Women Building Futures (WBF) Pathway to Apprenticeship HET Program, promoting diversity and inclusion in the workforce.IMPACT: Transformed the Crane & Transport Maintenance landscape, significantly reducing costs, enhancing efficiency, and fostering a culture of continuous improvement and diversity.

Acheson, Alberta

ROLE: Fleet and Equipment Management DirectorSCOPE: Appointed to shape and guide fleet and equipment management strategies across 3 legal entities, directly reporting to the Senior Vice President. Tasked with overseeing the lifecycle of 800 pieces of equipment across 4 provinces and 8 office locations, valued at $150M.RESPONSIBILITIES:- Instituted a comprehensive fleet management methodology, categorizing equipment by type and capacity.- Developed internal equipment charge-out rates using transfer pricing methodology and managed CapEx plans, including commissioning for major acquisitions.- Forged strategic vendor alliances for fleet management, ensuring cost-effectiveness and operational efficiency.ACHIEVEMENTS:- Executed a "Right-Sizing" initiative, disposing of 137 pieces of equipment, yielding $4.55M in proceeds and monthly savings of $43K. Repurposed and relocated equipment for optimized utilization.- Implemented reporting systems and KPIs, achieving a utilization increase of up to 38% within 9 months.Secured fleet and employee discount programs with leading auto manufacturers (Ford, GM, FCA), saving over $500K annually.- Negotiated national Not-to-Exceed (NTE) rental rate programs, incorporating volume-based discounts.Elevated to the Global Group Equipment Committee (GEC) by the President and CEO, recognizing leadership in fleet management and strategic contributions.IMPACT: Revolutionized fleet management practices, delivering substantial cost savings, enhanced equipment utilization, and strategic vendor partnerships, underpinning operational excellence and financial stewardship.

Various

ROLE: Construction Project Manager at Keller (Post-NACG Piling Division Sale)SCOPE: Spearheaded the transition of in-process and future construction projects from NACG's piling division to Keller. Managed a diverse portfolio of projects, ensuring seamless client service and adherence to contracts, legislation, and industry standards.RESPONSIBILITIES:- Directed project lifecycle activities, including identification, estimation, coordination, and execution of construction projects.- Maintained rigorous compliance with contracts and industry regulations, managing expectations of large industrial clients.- Conducted detailed project estimations, resource planning, budgeting, and risk assessments, presenting to senior management for strategic review.- Managed staffing requirements, encompassing recruitment, training, performance evaluation, and workforce adjustment processes.- Excelled in contract negotiations, vendor/subcontractor management, and resource optimization to adhere to cost-effective standards.KEY ACHIEVEMENTS:- Identified and estimated business opportunities worth $49.5M, directly contributing $10.5M in revenue.- Sole-source engagements from previous clients, underscoring trust and satisfaction in commercial and industrial arenas.- Active Joint Health and Safety Committee (JHSC) member, advocating for workplace safety and health.- Volunteered for additional responsibility in fleet & equipment management following the division's sale, demonstrating versatility and commitment.- Led a critical ERP system conversion within 2 months as appointed by the President, showcasing leadership in organizational change.IMPACT: My role was pivotal in navigating the division's sale aftermath, ensuring project continuity, and enhancing client trust. Through strategic project management and operational leadership, I significantly contributed to revenue growth and operational efficiency, reinforcing Keller's market position and client satisfaction.

Various

ROLE: Project Manager (Promoted within 10 Months)SCOPE: Rapidly ascended to a project management role, showcasing exceptional client and team relationship skills alongside adept handling of PM responsibilities. Operated across 13 major projects at 8 client sites, leading up to 15 direct reports and 55 field employees.RESPONSIBILITIES:- Excelled in contract negotiations, vendor/subcontractor management, project execution, and overseeing safety and quality standards.- Managed projects of varying sizes, from remote small-scale operations with frequent site visits to large-scale projects directly on-site, aligning work shifts with crews to demonstrate leadership.- Implemented safety stand-downs to address and reverse concerning safety trends, re-engaging crews towards a culture of safe work practices.ACHIEVEMENTS:- Identified and estimated $248M in business opportunities, directly contributing $71.2M in revenue, including a record $27.4M contract negotiation and award.- Spearheaded the largest single change order valued at $20.7M and managed projects up to $51.5M in contract value.- Successfully negotiated Rules of Credit contract terms, securing payments for materials delivered on-site to sustain positive cash flow for extended projects.- Revitalized a failing large industrial project within 5 months, transforming client relations, expanding the scope by $4.8M, and achieving a profitable outcome beyond budget expectations.- Led the team to pass the ISO 9001:2008 recertification audit for onsite project records, ensuring compliance and quality standards.- Fostered a zero-injury environment through proactive engagement and motivation of teams to prioritize safety.IMPACT: My leadership not only advanced project success but also cemented lasting client relationships, financial achievements, and a steadfast commitment to safety and quality.

Various

ROLE: Leadership Development Program ParticipantSCOPE: Handpicked by the VP of Supply Chain and VP of Human Resources for a fast-track growth and development program aimed at cultivating future leaders. Under the mentorship of the Piling Operations Manager, I rapidly acquired business acumen through direct involvement in various project stages across Western Canada.RESPONSIBILITIES:- Supported project managers in estimating, preparing tender submissions, project setup, procurement, mobilization, execution, and turnover.- Performed vacation coverage for project managers and coordinators, handling both commercial and industrial projects in diverse locations.CONTRIBUTIONS:- Provided onsite supervision for 3 direct reports and up to 25 field staff, ensuring smooth operations and project success.- Took on interim project manager responsibilities for a $6.8M industrial project in Regina, Saskatchewan, demonstrating adaptability and leadership.- Developed and implemented tracking sheets and systems for effective project management, KPI monitoring, and statistical analysis.- Created standardized templates and formats for tender packages and client submissions, enhancing efficiency and consistency in project bids.IMPACT: My role in the leadership development program and contributions to project management processes significantly improved operational efficiencies and project outcomes. Through hands-on experience and strategic initiatives, I played a pivotal role in streamlining project management and tendering processes, positioning myself as a key asset in the organization’s future leadership landscape.

Acheson, Alberta

ROLE: Supply Chain Initiative LeadSCOPE: Entrusted with transformative initiatives in the supply chain division under the VP's mentorship. Managed budgeting and forecasting for operations over $100M and oversaw a fleet of 900 pieces of equipment valued at $880M.RESPONSIBILITIES:- Spearheaded departmental initiatives, aligning with strategic goals.Partnered with estimators to develop project-specific equipment rates, boosting project competitiveness.- Optimized fleet composition for operational flexibility and cost efficiency.- Created equipment rate escalation clauses for bids, protecting against cost increases.ACHIEVEMENTS:- Directed CapEx plans exceeding $200M, showcasing financial and asset management skills.Played a key role in a task force for a major oil sand client’s mine plan, providing strategic insights.- Negotiated RAMP contracts, reducing maintenance costs and currency risks.- Conducted haul truck case studies, identifying over $1M in lifecycle savings per machine.- Developed a rate methodology for OTR tires, leading to $12.2M in revenue gains over two years.- Led the equipment and maintenance team in a Business Process Improvement Project, demonstrating leadership.IMPACT: My leadership in supply chain initiatives and fleet management significantly enhanced operational efficiency, cost savings, and revenue generation, propelling the division towards financial stewardship and operational excellence.

Acheson, Alberta

ROLE: Equipment Cost & Charge-Out AnalystSCOPE: Tasked by the VP of Supply Chain to enhance consistency and transparency in understanding equipment costs and developing internal charge methodologies. I delved into the life cycle costs of 860 pieces of equipment valued at $775M, focusing on depreciation, capital costs, repairs, and utilization to refine fleet mix and prolong asset life. Additionally, I contributed to CapEx planning, budgeting, forecasting, and the timing of maintenance rebuilds and OTR tire requirements, ensuring financial and operational efficiency across the board.ACHIEVEMENTS:- Developed equipment rates based on best practices in transfer pricing, setting a standard for internal cost management.- Instituted a fleet management methodology categorizing equipment by type and capacity, enhancing operational efficiency.- Introduced a framework for rate escalations aligned with published indices, ensuring rates stay current with market fluctuations.- Communicated annual internal rates to stakeholders (VPs, Contract Managers, Project Managers), promoting financial clarity.- Compared internal rates with market sources like ARHCA Roadbuilders and Blue-Book, highlighting competitive advantages.IMPACT: My role bridged financial management and operational strategy, fostering a deep understanding of equipment costs within the organization. By aligning internal charge-out rates with actual costs and market trends, I provided a strategic edge in financial planning and operational execution, strengthening our market position.

Edmonton, Alberta

ROLE: Senior AccountantSCOPE: Reporting directly to the Controller at AltaSteel, tasked with comprehensive management of accounting functions, variance analysis, and financial reporting across diverse product lines within the steel manufacturing sector.RESPONSIBILITIES:- Conducted detailed costing analyses for key manufacturing inputs such as scrap steel, reagents, fluxes, and utilities.- Established annual fixed and variable budgets for all departments and cost centers, ensuring alignment with financial targets.- Prepared and presented monthly financial performance reports to the President, Controller, and department managers, facilitating strategic discussions.- Coordinated quarterly forecasts to reflect changing financial landscapes and operational adjustments.ACHIEVEMENTS:- Played a vital role in merger & acquisition activities leading to AltaSteel's successful sale to Scaw Metals Group.- Entrusted by the President and VP Operations to audit the multi-year TransAlta Sundance Power Generation agreement, highlighting my analytical acumen.- Led the transition between financial software systems, moving from WCS to Macola, streamlining financial operations.- Assumed leadership of the accounting team during periods of vacancy and vacation, overseeing accounts payable, accounts receivable, and payroll.- Acted as the primary liaison for the annual external audit conducted by KPMG, ensuring thoroughness and compliance.IMPACT: My leadership in the accounting department contributed to significant operational improvements, including reducing the monthly closing period from 7 to 5 days through process enhancements. The financial insights and efficiencies I introduced supported AltaSteel's strategic decision-making and operational agility, directly influencing the company's profitability and growth trajectory. My efforts ensured financial stability during critical transitions and established a foundation for sustained financial health and strategic success.

Bachelor Of Commerce (Bcomm), Organizational Leadership, With Distinction

Business Degree