Unico Power is a Smart Energy Solutions company based in Western Canada. We provide intelligent electric vehicle charging and building energy management for apartments, condominiums, workplaces, and single family residences; we help people gain total control over their energy usage and costs.

Black Swan Innovation is a project management and engineering consulting firm established in 2009, that focuses on Product and Project Strategy and Execution. This includes short and long term support to organizations, primarily in western Canada.The work includes consulting and support for:- Strategic Planning and Portfolio Management,- Converting high level goals into actionable plans,- Establishment of Project Management Offices - both process and organization,- Developing fit for purpose project management standards and methodologies,- Development and training of project management teams and individuals,- Workshops and Seminars on fundamental project management activities including project charters and goals, - Facility audits and evaluation for improvements in process efficiency, energy efficiency, and mechanical systems, and- Project Management and leadership support to client projects and organizations.

Director of a capital programs from concept thru to construction, commissioning, and turnover. • Completed a full organizational review of all technical functions within midstream as part of a fit for purpose review. Presented recommendations to our CEO and Executive committee to consolidate several functions under the broader function of engineering. This resulted in organizational efficiencies and standardized processes and methodologies across the midstream businesses.• Completed full site audits on 10 Waste processing facilities in western Canada to identify opportunities for capital improvements around process and facility energy usage, overall operational efficiency, and new technology implementation.• Implemented a project management methodology based on project complexity and risk that focuses on lean and agile project management with ‘must do’, ‘should do’, and ‘can do’ categories of processes and tools for project execution.• Managed four functional managers and a broader team of 20 internal engineering resources.• Implemented metrics for tracking project performance based on schedule and cost commitments.• Delivered the same value capital program in 2015 as 2014 using 30% fewer resources.• Presented monthly program status reviews to the CEO and other executives,• Provided all technical support to more than 50 field operations sites.• Delivered at $70M capital program on time, under budget, and using 30% fewer resources than the previous year.

Manager of Projects overseeing all program and project management functions at the enterprise level;• Lead a team of 24 Project Managers and Engineers implementing a $35M program budget,• Developed and Implemented a new Program Management Model• Implemented new system of program reviews,• Developed and delivered project management training on fundamentals of project management,• Developed and implemented a program accountability model,• Implemented foundational practices in project management centered on sound front end engineering and stakeholder alignment of expectations (project and program charters),

Program manager for all sustaining projects at Suncor's Firebag facility. Led all project managers and project engineers in the delivery of cost effective engineering solutions for Firebag 1 and 2 SAGD sites.• Managed a portfolio of projects with Engineering budget of $80M• Developed a strategic plan for the Alliance ,• Drove innovation in process and project delivery,• Managed performance and competency development of for 15 project managers and engineers,• Implemented project management methodology and procedures.• Deep knowledge of the Suncor Project implementation Model with respect to required deliverables and reviews.• Developed a solid understanding of SAGD process and engineering by managing projects in all areas of the facility and wellpads.• Was project manager for the $150M Water Technology Development Centre funded by OSLI (an alliance or large producers including Suncor, Nexen, Conoco Phillips, Statoil, and Total E&P)

• This was the best team I ever worked with. I got to lead group of 115 internal, 25 contracted, and 40 off-shore (China) designers and engineers in building some really cool things.• I was lucky to be able to work with teams all over the world and spent good deal of time working in China with colleagues that became friends for life.• We built products ranging in scope from Application Specific Integrated Circuit development to full scale hardware systems.• Our team spent $38 Million dollars annually delivering new products and driving more than $500 Million is product cost reductions• The team was recognized in 2006 as a Design Competency Center for Nortel and our mandate was increased to include all lines of business globally.• My first 3 years at Nortel were in Manufacturing introducing New Products and transferring them to full production.

• Developed and managed the configuration management program for the development of a $1.5B communications system.

Some people say you can't train leaders, but during my time as a pilot and engineer in the Air Force, they sure tried hard! One thing is for sure, I learned early that leadership is an activity not a position and my time in the military has helped apply this to every role I've had since.