Dave Mclean Email & Phone Number

Oakville, On, Ca

Toronto, Ontario, Canada

Responsible for the regulatory oversight of the Technical Operations team. Development and content approval of MPM,MCM and act as primary contact for regulators. Interact with the training, audit and SMS teams to ensure success in the QA of all maintenance and engineering activities.

Toronto, Ontario, Canada

Consulting and support for Aircraft operations , Lease transactions, Quality Auditing, and MRO organizations.

Toronto, Ontario, Canada

Toronto, Canada Area

Oversight of maintenance providers for over 80 stations to ensure airworthy maintenance activities both scheduled and AOG.

Halifax, Canada Area

Overall production responsibility for the NDT, Paint, Components, Manufacturing and Facilities Departments in support of the on aircraft production work.

Halifax, Canada Area

Quality Branch head for IMP Aerospace and Defence. Responsible for multiple Maintenance control and policy manuals supporting certificates authorizing maintenance on both civilian and miltary aircraft. Leading a team of Aviation Quality professionals and holding overall accountability for compliance within the branch.

Toronto

As a consultant to Air Canada I assumed the role of Technical Team lead for a project to transfer of 15 aircraft from AC to Sky Regional. This project covered all aspects of a start up operator including assistance in AOC additions , development of MOC, technical record review, material provisioning, and contractual agreements.

Toronto

Took the lead in developing new structures and processes to address gaps in the Toronto organization, including procedures surrounding station communication and redefined priorities in line with maintenance system requirements.Introduced new communication tools to reduce overall out-of-service aircraft by 25% within two years in addition to gaining smaller scale successes in reducing time required for engine change to twelve hours by standardizing processes. Assumed financial authority for an operating budget of CAD $X00M+, working closely with the finance team to fine-tune the management of salaries and material expenses in order to deliver results under budget for two consecutive years. Oversaw manpower planning, daily operations, personnel development, and training, in addition to playing an instrumental role in labour and skillset re-allocation in response to a collapse of the heavy maintenance provider. Implemented new structures surrounding employee qualifications and took a cohesive approach to achieving mandatory training requirements, maintenance qualifications, and ancillary credentials to reduce aircraft damaging incidents by 35%Within the General Manager mandate for line maintenance, contributed to managing significant labour issues and information sharing as an internal sounding board for 600 frontline staff and 32 managers.

Montreal/Toronto

Tapped by the senior director to introduce new standards and processes under a single key performance indicator, putting in place a new SOP in a standardized format for the operations centre by engaging employees in the creation of processes and procedures. Expanded the MOC centre’s area of influence from the system control centre by developing communication protocols for out-of-service aircraft, estimates, and technical dispatch capabilities while resolving siloed and combative relationships. Contributed to operations centre scheduling and vacation relief, and built efficiencies into the scheduling process in order to reduce overtime as well as overall costs while managing two operational offices in a 24/7 availability setting. Project managed the physical relocation of one of the operation centre premises from Montreal to Toronto, introducing a plan to phase the transition and migrate the unit into a centralized communication centre supporting maintenance operations. Stepped in as “Person Responsible for Maintenance,” a key organizational position and go-to point of contact for maintenance-related decision making in the absence of the Senior Director of Maintenance Operations from the workplace. Ensured clear communication between MOC and other departments concerning flight status, MEL applications, and conditions of AOG aircraft, while holding authority for “day of flight maintenance” for over 600 daily departures.

Quality oversight for Montreal, Eastern Canada and Europe for maintenance. Responsible for approval of content and publishing of Quality Manual.Oversight for Aircraft importation, registration and exportation in accordance with all regulatory requirements.

Responsible for Aircraft Registration, and documentation. Managed 2 technical record departments consisting of 2 managers, 4 Mgmt controllers and 45 staff.

Involved in delivery acceptance and importation of aircraft, Process development and auditing of maintenance activities

Responsible to develop, document and implement processes and standards within Line Maintenance and Maintenance Operations Control. Included project management and process improvement

Coordinate technical dispatch for a fleet of 35, B767 and 8, B747 aircraft. Manage AOG situations and coordinate with foreign repair stations for return to service. Interact with Dispatch, Operations Control and Flight Ops to enable safe continuous operations.

Involved in all aspects of line maintenance on fleet of wide body and narrow body aircraft. Check experience including weight, and A checks on all types. Acting line maintenance planner Toronto 1992-93.Elected to IAMAW Excecutive board in YVR 1996.

Executive Leadership Program, Organizational Leadership

6 month part time certificate program focusing on strategic thinking, effective communication and transformational leadership.

Bachelor'S Degree In Technology Mgmt- Partial Completion

Diploma, Aircraft Maintenance Engineering

Activities and Societies: VP Technology on College Council of Students 1988

Education record