Teaching courses to Project Management students.

Prepared Lectures, Quizzes, Midterms and Final Exams. Lectured and mentored students. Taught courses in Project Management, Operations and Supply Chain in the Post Graduate Certificate Program.

Taught the Project Management Course, (BU675), to the MBA students as part of the Operations and Decision Sciences course offering at Wilfred Laurier University.

Created and Managed an Import Business as well as a 3rd Party Seller Store on Amazon. Created a Brand. Chose products. Sourced products from China. Negotiated contracts, price & payment terms. Managed Marketing including digital Marketing. Provided Excellent Customer Experience to customers. Managed Operations & Supply Chain.

• Led a group of Lean Six Sigma consultants who managed and executed a large number of process improvement projects including business assessment exercises, implementing measurement frameworks, productivity improvements, capacity savings, business reorganization initiatives and outsourcing work segments. • Assessed the performance and capability of end to end value streams. Partnered with business leaders to manage the controlled deployment of process changes. Prioritized efforts to maximize impact and effectiveness.• Led the design of processes and management systems solutions.• Identified talent by recruiting, attracting, developing and retaining high performance resources.

Accountabilities include:•Provided senior program leadership to enhance or develop solutions and roadmaps by driving the transformation of various Business Unit and Operations groups towards operating models centered on Lean based methodologies •Built and managed relationships with key partners at all levels, including senior executives communicating and reporting on state and health of initiatives•Planned, managed and implemented large productivity and customer service initiatives•Provided program management oversight of current state, solutions and intended outcomes of the program overall, as well as each work stream. Managed the project / program parameters and ensured program team resourcing and engagement•Ensured baseline current state financial and non-financial performance indicators are established and endorsed by appropriate stakeholders. •Ensured that ongoing performance and sustainability indicators are determined and communicated •Demonstrated that target benefits are achieved by establishing the necessary reporting structures and ensured that the impacted areas are properly positioned to successfully sustain the implemented management systems.•Managed and directed efforts between cross-functional Lean Six-Sigma process, analytics, and training teams to drive milestone delivery. Managed and mentored direct reports•Engaged and negotiated with business and technical areas to ensure proper resource allocation.•Influenced and negotiated with Senior Executives to ensure appropriate solutions and securing agreement on direction and scope•Documented and presented Executive level communications describing status, financial state, direction, approach and recommendations to achieve desired outcomes•Built sustainable program results by driving communication and change management strategies through comprehensive solutions •Mentored, supported and guided the work and output of program team members

Gained reputation as fearless troubleshooter who achieved solid operational results. Handpicked to uncover and resolve key process, business, operational, and technical issues. Worked across multiple functions, leading communication midst uncooperative teams / departments. Set new standards, goals, and measurable targets.• Led the Strategy Deployment / Hoshin Kanri in 2014 & 2015 for the Mfg. & Supply Chain Department: Led the executives, directors and leaders through the process of creating the Year’s objectives, selecting the initiatives, creation of the KPIs & drafting Charters. Chaired the Monthly Operations Reviews.• Led company wide initiative for inventory reduction which consisted of 15 projects. Results: o Global Inventory reduction of 49% while improving OTDR% by 13% during the same period o 53% Improvement in BlackBerry turnso P&L savings of $24M. $592M of working capital freed, improving the company’s cash position o Created a robust process to manage the global inventory with defined owners, metrics, targets, reporting process, management process, governance model & an inventory forecasting process• Travelled to international sites, resolving productivity issues, including ACE site in Dominican Republic. Introduced Gemba, set targets, created employee engagement programs, and improved communication, driving 63% productivity improvement.• Led huge initiative to amalgamate part of the repair business back to manufacturing and supply chain. Collected data, discovered mismanagement opportunities, created processes, renegotiated contract & cancelled non-required services. Implemented plan, realizing 95% yoy reduction in spend.• Developed & deployed a strategy to reverse unacceptable on time delivery levels. Created & implemented a smart semi-finished buffer strategy, utilizing statistical methodology to calculate product quantities based on the variability of demand boosting on time delivery by 20% yoy• Reduced blocked stock inventory by 85%

Responsible to deliver Strategy Deployment, Process Reengineering & Business Improvement• Led the Strategy Deployment process for FY2012. Results:o Deployed the Hoshin for FY2012 for Supply Chain & Manufacturingo Facilitated the different Hoshin phases for 3 senior directorso Facilitated the cascading of objectives, development of targets, creation of metrics to ensue the alignment of objectives • Led the ECN process improvement initiative involving 35 teams, 12 systems, 3 VP’s, several Barkawi consultants and 6 Sub modules. Results:o 80% increase in ECR ECN accuracy - Rev 1 Errors reduced from 65% errors to 15% o 55% reduction in ECR ECN cycle time from 11 days to 5 dayso Developed metrics & targets, created teams, led a team of Barkawi consultants, identified R&R’s, created a governance model, weekly and monthly reporting process, led many Kaizen events, mapped current state, created future state, managed conflict• Led a cross functional team project to reduce the supply plan process cycle time. Results:o Facilitated a workshop to remove non-existent communication at the Director level, encouraging each department to present their points, developing action plans to eradicate 90% of pain points.o Drove the action plan to a successful completion, forcing a notable uplift in internal relationships, reducing supply chain cycle time from 13 days to 7 days.

Responsible to program manage the operations, engineering, manufacturing & supply chain for blackberry’s products throughout their life cycle; new products introduction, sustaining & EOL• Charged with managing 6 in-life products in collaboration with the new In-Life Program Management Team, creating processes to maintain in-life support operational excellence: Piloted multiple cost reduction processes to improve initiatives combined with launching products in new territories, managing manufacturing site readiness and developing a process for NPI product hand off to the In-Life Program Managers, successfully managing 6 products in 6 different EMS sites / locations

Responsible for the operations excellence for the CFT servicing the Honeywell Customer• Led the operational improvement for the CFT (customer focused team). Results:o Challenged to elevate the OTDR rate idling at 62% affecting customer satisfaction: Acted as the conduit between supply chain & manufacturing teams to fortify communications, set daily and weekly targets for manufacturing, instigated Gemba walks, encouraging open dialogue between diverse stakeholders. Introduced the cell concept for the Engineer & manufacturing Cell Lead to discuss issues, improved forecasting & planning to streamline manufacturing supply chain. Introduced the focus on the customer requirements first increasing OTDR from 62% to 95%o Assigned to improve customer product quality from: Collected dat, identified failure modes & root causes in manufacturing, aligning engineering team Six Sigma projects and the Manufacturing Process Control Quality Program, introducing RCCA concepts, Six Sigma tools & FMEA, pushing DPQL from 50K to 20K PPMo Tackled and swiftly resolved the business units’ Planned Contribution Margin & negative EBIAT: Evaluated the issue uncovering missed pricing opportunities & non-charges, re-tabulated, presented & negotiated price increases, fortified revenue FRCST processes, premium authorization process & non-recurring expense process, elevating CFT from negative to positive with a big spreado Achieved level 5 customer satisfaction (highest) by fulfilling & exceeding customer expectationso Reversed the transfer of the business to low cost geography by successfully program managing operations between the manufacturing, SCM & Engineeringo Improved the P&L profitability by implementing the 2007 pricing process: Recovered missing pricing opportunities that were not charged. Presented and negotiated the price increases. Conducted pricing activities and providing Quotes to the customero Supported the MOR Process, VOC (Voice of the customer) & QBR’s

Responsible for managing the Industrial Engineering department team, activities & processes• Led the Industrial Engineering department for three years with no assigned manager. Results:o Successfully managed the Industrial Engineering team to achieve targeted resultso Recognized as the Toronto site (7000 employees) expert in Industrial Engineering matters, workload & capacity solutions, direct & indirect Labor cost management & staffing solutionso Achieved $621k of hard savings by leading a six sigma project in Alcatel CFT, conducted process mappings, gathered data, organized time study activities & analyzed data. o Designed & published the cost performance metric. Implemented the metric that gave the execs an insight on how much the Unit Hours are under recovered.o Designed and implemented the Resource Planning & Costing Model to automate the monthly workload and capacity forecast, interfacing between industrial engineering and other stakeholders.o Managed & developed tools & metrics to accurately calculate the DL (Direct Labor) performance and drive for better DL management.o Implemented Six sigma, world class manufacturing and lean manufacturing conceptso Facilitated 5S, Kaizen Blitzes, value stream mapping & continuous improvement activities. o Developed simulation models to the factory to optimize the product low.