Nuclear Decommissioning

Reporting to the Regional Vice President, responsible for Armtec's precast concrete Sales and Operations in Manitoba, NW Ontario and Eastern Saskatchewan • Increased revenue from 18 million in 2012 to 33 million in 2013 by optimizing facility capacity • Supported sales in developing firm 15 million(6 months) in backlog for 2014 • Established improvements in accounting practices to enhance ability to manage finances/P&L • Set sales strategic plan to maximize margins • Set plan to decentralize engineering resources to better support project management • Implemented numerous Health and Safety improvements including development of an emergency response team

Reporting to the Regional Operation Manager, responsible for all operational aspects of Ferrier Street plant including P&L. • Improved GPM 12% by implementing lean manufacturing tools and sound operating processes. • Re-established quality process by implementing ISO processes • Improved creditability within market by improving quality and meeting committed delivery dates. • Reduced Total Incident Rate from 119 to 19.25 by implementing safety improvements and improving safety awareness • Set plant record for days without a lost time accident (599) • Re-engaged employees by utilizing employee surveys and reacting to concerns • Improved communications by establishing quarterly communication meetings

Reporting to the Owner/President, responsible for all aspects of the Selkirk Manitoba manufacturing facility including P&L. • Re-established safety team and meetings • Implemented accountability process for safety and operations • Regained customer confidence in rail products by improving quality • Negotiated environmental waste removal contract

Reporting to Owner/President, responsible to provide technical support and customer service to major customers.

Reporting to the President, responsible for all aspects of a 100,000 square foot plant with 200 employees and annual revenue in excess of $100 million; Provide daily support to six department managers in human resources, facilities equipment, finance, continuous improvement and operations. • Initiated and implemented a $500,000 training center to facilitate improved communication, training and safety • Increased productivity by 4% during 2006 • Initiated and implemented a proactive equipment reliability program which included the decentralized of maintenance • Built a strong six-member management team • During economic downturn, initiated numerous cost saving initiatives • Together with consultant, led the Lean Initiatives Program • Initiated an Employee Assistance Program • Participated in the hiring and training of senior personnel.

Plant ManagerGRIFFIN WHEEL COMPANY1999 to 2003Reporting to the Vice-President, Manufacturing, responsible for all aspects of the production operation with three department supervisors as direct reports. • Prepared annual and five-year plan for capital and repair projects • Negotiated union contracts with the Canadian Auto Workers Union • Dealt with escalated employee and customer issues • Implemented significant cost reduction initiatives which included people, material and business related issues • Implemented an employee gain share program • Produced continuous improvements in safety.

Reporting to Plant Manager, responsible for product quality control for three designs; supervised 28 hourly employees, 9 inspectors and 3 foremen. Primary liaison with Canadian National and Canadian Pacific customers on product issues and customer concerns. • Established standard work process and specification • Saved $300,000 annually through restructuring department manpower • Represented Griffin Canada with Association of American Railroad • Led the ISO 9001 certification.