In the most recent job role, I manage all strategic and business aspects of company and report directly to President and Owner, leading to streamlined operation and enhanced strategic alignment. Further, I prepare and secure approval for strategic plan and budget, while subsequently leading and managing Qualimet to meet established requirements and objectives. I also oversee implementation and accreditation of ISO 17020/17025 and Certificate of Recognition (COR) to establish robust quality and safety standards.Key Accomplishments:• Optimized profits by approximately $500,000 in past fiscal year, turning company from unprofitable to profitability within two years.• Reduced operating costs by 30% and improved operational utilization from 42% to 62% in last fiscal year, leading to enhanced efficiency and reduced waste.• Maximized timeliness of monthly key performance indicators and financial reporting by 50%, developed analysis reports to monitor and compare forecast targets against actuals, and implemented solutions to improve overall performance.• Increased average value of sales orders by over 50% and added over eight hundred new clients in five years, raising proposal closing rate by 20% in primary business group, resulting in substantial revenue growth.• Delivered top-tier account management using consultative sales techniques, ensured optimal service offerings, and conducted account audits to maintain accurate and efficient account setups. • Achieved zero lost hours and maintained uninterrupted operations by successfully managing business volumes and personnel during COVID.

Manage two Business Units: The Press Gallery and CRDN of Greater Edmonton (Franchise Operation)Reporting to the Equity Ownership, I am responsible for the all sales and operations of retail division of dry cleaning and laundry services, and the sales and operations of the franchise division of CRDN (Certified Restoration Drycleaning Network).• Coordinating the integration of two divisions that recently moved into one site location.• Establish company processes for all operations activity, equipment repairs & maintenance, work flow, customer service. • Implement Key Performance Indicators (KPI’s) for work areas.• Lead team sales and establish customer service protocols. • Review and incorporate CRDN franchise requirements. Work with contractors, insurance adjusters, and policy holders to ensure timely delivery and invoicing of recovered items.• Setup supply chain with key vendors.

During this tenure, I led profitability, supply chain, international vendor relations, engineering, manufacturing, assembly, quality, on-time delivery, and customer satisfaction of oil and gas artificial lift equipment for worldwide distributors to enhance overall operational efficiency and market reach.• Reduced Cost of Goods Sold (COGS) from 51% to 29% within first year and significantly improved profit margins and financial stability.• Increased net profits through year-over-year operational cost savings, turning company profitable and ensuring sustainable growth.• Developed customized product offerings and provided customers with savings of 30-50% from original pricing, while enabling maintenance of ongoing contracts with end-users and preserving profit margins.• Improved and consistently maintained on-time delivery of customer orders to over 97% to optimize customer trust and satisfaction. • Decreased production expenses by 16% while increasing productivity levels by 20%, optimizing resource use and boosting output efficiency.• Maximized supply chain lead times for custom artificial lift products by 50%, reduced delays, and improved responsiveness to customer needs.• Boosted production capabilities by 30% through strategic reviews and scheduling to increase throughput and meet rising demand efficiently.

I’ve had the opportunity to oversee and streamline key operations across profitability, supply chain, manufacturing, and assembly for downhole pressure and temperature fiber optic monitoring sensors. My focus has been on enhancing quality, ensuring on-time delivery, and improving field operations and commissioning. I’m committed to driving customer satisfaction by optimizing each phase of our product lifecycle.• Transformed net income from negative to positive position within two years, while achieving 90% improvement in first year alone despite stable revenues.• Implemented profitable short-term and long-term programs and processes to optimize workflow, resulting in servicing customer requirements by 147% over previous year.• Increased deployment of field services more than tenfold in first six months, greatly expanding operational scope and customer reach.• Reduced project deployment lead time from seven days to twenty-four hours to optimize responsiveness and reduce downtime for clients.• Transitioned from relying on external expertise to developing in-house expertise for customer installations, saving $150,000 annually.• Maintained over 98% on-time delivery to customers, while establishing vendor alliances, negotiating contracts, and improving service capabilities.• Revamped all standard procedures and business reporting for operations and field issues within oil and gas division to meet industry standards for safety and quality (ISNET and PICS).

Responsible for all commercial and operations issues within the Western Canada region. Accountable for financial returns, personnel, customer relations, and adherence to corporate policies. Led Western Canada Management Team in forecast considerations and operational improvements. Reviewed required asset list of equipment with sales game plan and arranged fulfillment of need requirements.• Updated Fleet for Field operations, saving 40% in maintenance and improved fleet utilization by 30%.• Improved revenue and profitability in the PTSS Division with 2 months, to take from negative position to positive profitability. Improved profits by 40%. Provided leadership to the Western Canada Management Teams by directing activities, giving clear, complete and accurate information and adequate supervision. Demanded a commitment to Operational Excellence with respect to corporate Quality and Safety Management Systems.• Achieved Zero Lost Time Incidents• Zero Fleet accidents/incidents with over 300,000 km’s driven.Reviewed ineffective sales platform, and established new selling matrix. • Highlighted core services – improved customer response to company offerings by 25% in one quarter.• Set new guidelines for maximizing profitable implementations of core services. Reviewed branch location optimization.Successfully relocated satellite facility to a new site, which maximized business potential and support for key customers without delaying services.

Responsible for all commercial and operations issues within the branch. Developed and executed plans that optimized sales and financial performance and operational excellence.• Increased territory customer base from 13 accounts to over 125 in three years.• Doubled sales revenues in 2nd and 3rd years, from $2.4M to more than $9.2M in revenue, over a 3-year period. Recognized as key closer in market of new product offerings. • Secured key customer generating contracts, increased direct sales by over $22M within three years. Led deployment of new corporate MRP system. Worked with CFO and various departments to ensure all processes functioned appropriately and achieved expected results. Setup training schedules to ensure day-to-day operations maintained to acceptable standards. Methods created became standard for all go-forward foreign operation setupsCompleted startup of Canada facility and achieved results that forced an earlier than forecast expansion. Designed the layouts and processes to accommodate rapid growth, with focus on safety and customer delivery. Determined staffing requirements that supported operational demands and business objectives. • Implemented a just-in-time delivery system within production. Delivery results measured annually over 93% on time. • Improved inventory mix for market, maintaining cycle counts with $12M inventory accuracy of over 95% by location, and over 98% by cost.• Responsible for corporate leading safety award, 5 years without a lost time incident.• Controlled and monitored expansion project. Completed all phases of expansion ahead of schedule, and under budget by 12%. • Increased production capability by 170%. Acquired new equipment, and transferred existing assets from UK operations.• Formed partnership with local delivery companies to improve service capabilities for deliveries to all Alberta customers. Reduced local delivery costs by approximately 40 – 45%.

Established production lead times for sensitive oilfield equipment. Worked with engineering in the research and development departments, to transfer equipment to production in a realistic just-in-time schedule. Contracted vendors to support processing capabilities for manufacturing new lines of equipment. Created supply chain review processes, charts, and summaries to ensure staged deliveries of orders occurred on-time. Justified linear time chart to accommodate realistic schedule, and updated master schedule based on real production data. Successfully transitioned multilateral product lines from R & D to production (Level 5 TAML) ahead of schedule. Reduced production time line by 25%, and saved costs by over 40%. Selected to lead team as specialist in out-sourcing, planning, and maintaining production for multilateral product division. Hired and trained additional support staff to implement processes for manufacturing.Conducted corporate technical seminars.