Responsible for taking a company out of CCAA and transitioning the operation into a healthy, profitable, world-class, customer focused Aluminum Casting Extrusion and Fabrication Manufacturer. It is a change management project requiring a significant cultural shift across the whole company including the United Steelworkers Workforce.- Evaluation of current salaried workforce and their technical and behavioural core competencies.- Work with the unionized workforce, United Steelworkers, to develop a healthy relationship to maximize employee skills and abilities throughout the company.- Responsible for the total Human Resource function including payroll, Health and Safety, Training, benefits, pension, attendance/absenteeism control, Labour Relations and salary administration.- Drive change throughout the workforce to maintain a competitiveness in the global marketplace and meet/exceed customer expectations.

Responsible as primary contact with Companies needing recruitment professionals as well as general Human Resources Consulting services

Reported to the Owner on all Human Resource matter including being the Chief Spokesperson at the bargaining table with the CAW.Responsible for labor relations, salary administration, training and development, payroll and benefits, health and safety including WSIB claimas.

Responsile for the total Human Resource function of this Consumer Products company with approx. 3000 employees. Head Office was located in Mississauga with three plants in Quebec, one in British Columbia and one in Alberta. All provinces had sales reps located in the province to meet customer needs.

Responsible for the total Human Resources function including Health and Saftey as well as Labour Relations/Negotiations with the CEP Union at contract time. Scott Maritimes was a pulp mill operations with approx. 400 employees

Responsible for a company-wide Management Training program as well as delivered a number of training programs such as time-management, Fundamentals of Leadership. Also responsible for deveoping and implementing a performance appraisal program and managing carrer paths for fast track professionals.

Managed the full Training program for the total nuclear refining operation which had approx. 400 employees and the United Steel Workers. Ran joint union/management work shops off site to build a more co-operative relationship between the two parties.

Responsible for the recruitment of employees for a period of growth for the underground mining company with approx.3000 employees. Alao responsible for salary administration.

Woked at three different jobs over a 10 years period but took leave-of-absence to complete my degrees.