Part of tiger team deploying ‘lean’ and continuous improvement processes within a struggling production line.Employing change management tools such as relationship building, visual management, process confirmation and leadership training to close significant gaps between actual and expected performance.Maintain government relationships and investment covenant tracking and reporting activities as noted below.

As a member of the Q400 Aircraft Program leadership team, directly supported the decision-making of the VPGM, Turboprop Programs. Led the development of the Q400 Program (>$1B revenues) strategic plan, marshalling input from all aspects of the Program, to provide sound long term direction.Delivered strategic research and analyses on relevant public policy, changing market dynamics and opportunities, as well as best in class organizational design and performance.Managed an external stakeholder alignment process which served to de-risk two international joint ventures.Critical member of working team which successfully renegotiated multi-million dollar government investments. Advocated internally for government needs and externally for program needs to foster consensus.Responsible for tracking adherence to government investment covenant obligations to ensure compliance.Managed communications and information flow regarding the Q400 Program, developing compelling and engaging messages for internal and external stakeholders (corporate officers, government, employees). Introduced and managed a comprehensive, integrated and predictable governance system, which addressed all corporate and internal reporting obligations and ensured priorities remained in the forefront. Developed and led a team of versatile internal strategy consultants, who project managed and delivered complex research projects and deep dives, driving option creation, financial analyses and decision making.

As a member of the Toronto Site leadership team, led the development of the Toronto Site (>$3B revenues) strategic plan and directly supported the decision-making of the Toronto Site VPGM.

Steered the Commercial Aircraft leadership team through the annual strategic planning process, developing a process to ensure resulting plan reflected voice and alignment of all leaders.Ensured all governance obligations were met with the highest standards of rigour and completeness.

Directed outside counsel and made decisions on all matters related to the conduct of complex international trade disputes. Demonstrated in-depth knowledge of international laws/agreements, and strong investigative research skills finding evidence to support two national governments’ positions and shape public policy.Facilitated multiple stakeholders’ communication across geo-strategic countries, including coordinating semi-annual meetings and monthly calls, to ensure alignment of business units in emerging markets.Developed comprehensive cost/benefit analyses supporting expansion versus relocation decisions. Developed BA Legal Services first strategic plan and also BA‘s first strategic plan for Mexico.

Resurrected and completed a successful proposal to USAid for monies to develop a program supporting local self-employed jewel miners (business education, etc.). Program continues today, generating positive results.Improved high school listening comprehension scores from a failing to a passing class average.Raised capability of previously non-literate primary school children to near age appropriate reading levels.Vetted strategic plan of Rossing Foundation, the philanthropic arm of Rossing Mines (Rio Tinto) in Namibia.

A combination of workterms and contracts