Manage all capital projects that are considered BAU and all projects falling under the NRM guidelines.

I manage a team of 42 employees including mechanics, electricians, planners, supervisors, mechanical engineer, electrical engineer, and a programmer. We maintain heavy industrial equipment for manufacturing fiber cement siding and backer products including Dominion ball mills, Nash vacuum pumps, Warman centrifugal pumps (horizontal and vertical), GL&V pulp refiners, electrical systems from 24 vdc to 4160 vac, hydraulic and pneumatic systems, servo driven systems (GML, Ultra 3000, Kinetics, Siemens), flat belt conveyors, elevators, screw conveyors, batching systems, vacuum gantries, and other assorted manufacturing systems. We use Infor EAM as our CMMS system as well as thermal imaging, oil analysis, vibration analysis, and visual inspections to help predict failures. Currently contributing to the LEAN transformation of our business through the use of L1-3 meetings, Kaizen, Gemba walks, operator standard work, leader standard work, and various root cause analytics. I worked my way from a mechanic into management so I have extensive knowledge on how things work, engineering background, communication with all facets of the business, presentation preparation (MS Office, Excel, Word, Project, Power Point), budgeting, capital projects, outage planning, and many other tasks a maintenance manager would have to perform. I also restore classic cars in my spare time.

Currently manage large and small scale projects including everything from scope to budget to procurement of parts to installation to completion and documentation. I've installed printing and coding equipment, upgraded conveyor equipment, replaced pinion and bull gears on ball mills, installed raw material storage and transfer systems, installed high pressure water jet systems, upgraded control networks, rewritten programs for smoother operation of equipment