I worked on setting up the existing strategic plan for execution. Responsible for working with the executive team to ensure the proper measurements were established so we could properly track progress as well as setup detailed plans with accountability established to increase success.In parallel I was tasked with working on disruptive initiatives that would create a real step change in performance. This work was stopped when the company decided to sell to a larger competitor.I also lead a strategic sourcing initiative in technical operations with the help of Oliver Wyman to reduce operating costs.

Another great company to work with Cogeco.Helped them setup their corporate PMO and execution of the strategic plan.Super cool working with the Oliver Wyman consulting team on strategic sourcing and digitization initiatives.

From Feb 2012 until August 2014 I was brought in by the CFO to work with the SVP Finance on the execution of their strategic plan for the Finance group. We used Oracle Instantis to help track the KPI's and action plans to see the plan brought to completion. In parallel I worked with IT and Finance to keep the re-implementation of the ERP from Peoplesoft 8.9 to 9.1 on track. August 2014 to 2017 I was the Senior Director of IT in charge of Business Solutions and development. We implemented Agile methodology in our Peoplesoft practice with great results.Another superb company to be working with showing strong leadership in extremely competitive markets. Responsible for restructuring org and implementing Agile methodologies as well as basic management system components for the IT Applications group. 42 employees plus consultants. Restructured the delivery teams to be client oriented in a context of reductions. 50% labor reductions, 25% due to volume reductions and 25% due to efficiencies. Set the road-map for the Oracle Peoplesoft re-implementation and upgrades. Reduced HCM upgrade cost by 50%.

Working for the President of TTC, Michael Dillolo, on various mandates. I had worked with Michael in 2001 on the AirTransat Quality and Safety management system. Very happy to be back with the Transat Group.Primary responsibility was putting in place a Business Execution System to help structure the commercial groups strategic plan tying in KPI's and project plans.Used I-Nexus as a platform.

We were mandated with helping RICH products, a very large food producer, implement their manufacturing and lean systems across all of their plants in North America. Great companies ATC as well as Rich's.We used Knowledge Base Software to align the business objectives, KPI's and action plans with the corporate strategic plan. Working with their Manufacturing Line Optimization group. We implemented a management control system across their production facilities in the US. This was facilitated through ATC Consulting proprietary software application. Establishment of OEE by production line. Direct linkage of PLC data to the OEE calculation and the KPI. Scorecards for all levels of the organization. Establishment of Safety indicators and Housekeeping program. Root cause analysis training and integration into the MCS. Changes to corporate management meetings to incorporate the results given direct access to plant data across the US. Conducted Lean seminars in Calgary, Toronto and Quebec City.

Knowledge Process Company Inc. (KPC)KPC improved operational performance by engaging employees and implementing an integrated management control system structured with a custom IT solution. Implemented a strategy with major client at 6 heavy-process facilities; $5M investment created a $23M reduction in operating costs. Delivered an 8 to 1 customer return on investment; transformed $1.5M investment into $12M in reduced operating costs for key client in less than 1 year. Produced consistent success and cultivated high degree of customer satisfaction; generated opportunities for on-going contracts with 100% of initial clients. Consulting methodology reduced the cost to the client by 2/3 as well as ensuring retention of the gains. Implemented 3 major performance-management systems that helped reduce the client’s employee turnover from 30% to 10% within the first year. Integrated a wide range of lean tools including 5S, TPM, SMED and KAIZEN into the Knowledge Process and created methodologies for guiding clients through strategic planning. Train clients to think in terms of DOS=AEE/PEE, Your Degree Of Success equal to Actual Employee Engagement vs Potential Employee Engagement.

Started as Director of Finance working on Capex process.Worked on fleet analysis and acquisitions.Managed the aircraft insurance file.Initiated a project with the COO for MRO review.Was appointed director of QSMS (Quality and Safety Management) which in working with Federal authorities became the basis for Flight Safety 2005.Was named assistant to the president and CEO who had been the COO,Headed the strategic planning process for the airline.The fleet re-configiguration and MRO projects reduced cost by $40M

Specialized in the design and production of aluminum parts. Optimized operating assets to produce increase in production of 56% through effective maintenance management and production process control. Reduced V8 engine block assembly line scrap rate by 73%; increased productivity during same time by 23%. Conducted over 8 lean initiatives in 18 months; collaborated with over 75% of the total workforce. Lead for JDEdwards ERP implementation in maintenance. On time on Budget

Worked at improving operational and maintenance performance in Pulp and Paper, McMillan Bloedel in Port Alberni BC, roofing material manufacturer BPCO in Montreal QC and stainless steel sink manufacturer Kindred Industries in Midland Ontario.BPCO Roofing manufacturer. Increased Production with existing equipment and workforce by 35%. Process Analysis and maintenance management were the two main tools to achieve the accomplishment. Performed analysis of raw material suppliers to show the improved performance using internally provided material thus increasing the investment and utilisation at a sister plant. I did an independent review of material usage at a pulp and paper facility that ended up reorienting the organizations utilisation to enhance margins.

Basic training