BRUCE POWER, Tiverton, Ontario- Recruited to conduct a physical inventory of 100,000+ spare parts located across 4 warehouses throughout the complex.- Sourced (through Bruce Power HR) and directed 6 Counters, 2 Project Analysts, and 3 Material Analysts with a challenge to count and reconcile the $206 million inventory which had not been counted in over 10 years. - Completed mandate, wrote and presented a comprehensive report for management.- Selected to resolve a floundering project to upgrade the Tool Management System from a home-grown system to PassPort version 10 and to transition back into the line organization.- Oversaw the electronic signature seal for the Engineering Group, leading through to the mothball stage

VICE-PRESIDENT OPERATIONSResponsible for Demand Planning, Purchasing, Manufacturing, Distribution and Customer Service.- Recruited as the interim Purchasing Manager rapidly redeployed to lead the Oracle Project Team and promoted further to Vice-President Operations as business re-engineering expertise became more critical.- Provided valuable guidance and support and later managed the critical Oracle implementation which was in need of more experienced leadership and process re-alignment. RESULT: Inventory reduced by 30% ($6 million) in 12 months and fill rate increased from 60% to 93%.- Seamlessly integrated 2 operations teams after the acquisition of GBC saving $350,000 in operational expenses while boosting service and operational capability. Purchasing savings of $1,750,000.- Developed and executed a logistics network strategy to consolidate inbound freight at source and negotiated outbound freight rates to deliver annualized savings of $800,000.

Solutions-based professional services firm providing senior management and business owners with a proven, cost-effective way to supplement incumbent management and achieve key business goals faster.PRINCIPAL- Parachuted into a refurbished office furniture company to devise and implement processes to alleviate blockages in the receipt, handling and storage of a high volume of large products. Introduced and created process flow charts, solidified procedures and prepared a job description to hire a manager to execute the improvements and handle the daily the logistical issues.- Worked with the President of Atticus Interim Management, to sell the unique services to small and medium manufacturers/distributors requiring an injection of experienced management.

- Hired to re-engineer the recently merged and under-performing businesses (pre-press, commercial print and book production) requiring a rapid injection of operational leadership to return to profitability.- Reviewed all operations, applied new processes and practices encompassing salary reductions, establishing roles and responsibilities with an emphasis on boosting customer service and cost containment.- Recommended to senior management team that the company declare voluntary bankruptcy and when the receiver was announced inform clients and suppliers that business would proceed without interruption.- Applied the lean principles, JIT and SMART goals which radically changed and synergised the corporate culture stemming from 3 different organizations. Resulted in a noticeable improvement in productivity, elevating the fill rate from 60% to 90% and reduced working capital requirements.

Accountable for P&L, manufacturing operations with 110 staff including sales, purchasing, finance, warehousing, logistics, supply chain and manufacturing- Partnered with customers to define their packaging needs, and change the perception of Hood to one of a progressive packaging leader. Retained 3 major customers.- Instrumental in steering the company through an ISO upgrade to ISO 9001:2000 and became the first folding carton plant in North America to achieve this certification.- Streamlined all functions, eliminated waste, reduced inventory, introduced JIT and reduced working capital requirement by 50%.CORPORATE DIRECTOR – Manufacturing & Supply Chain - Radically realigned the business. Recognized as a change agent executing a new operating philosophy with lean thinking versus batch & units per hour, propelling delivery performance from 40% to 95%.

- Assigned project management and process improvement initiatives in various companies from entrepreneurial to Fortune 500, achieving significant measurable inventory and cost reductions and improvements in order fulfilment- Managed over 30 MRP/ERP implementations for clients in the automotive, electronics, food processing, cosmetic and pharmaceutical industries.- Led key projects across North America, United Kingdom and Brazil, with final responsibility to Impletech and the client on completion within budget and contract timelines.

Responsibilities were to oversee the building of facilities in Wales and Ireland and equipping these facilities to manufacture and test PBX's as well as a smaller operation in Germany. Migrated the manufacturing of products from North America to UK, Ireland and Germany.Also, responsible for all supply chain activities including hiring staff and implementing the enterprise requirement system. Managed the warranty and product return activity and order management.