I am responsible for the business systems for the region, gathering target market information, lead generation, Franchise Disclosure Document and Franchise Agreement process.

Oversaw the Canadian legal entity and carbon black manufacturing site in Sarnia for Cabot Corporation. Responsible for 100+ employees, site performance, profit and loss, $30 million fixed cost budget and $5 million capital budget.Established site vision: "We Earn Our Future – By Reliably Delivering Performance Through the Engagement of Our People”Safety Culture• Multiple recordable injury free years, implemented a site Safety Improvement Plan that focused on Leadership Engagement, incident reporting, action closure and 100-day milestone celebrations• Decreased maintenance department injury rate from 2 recordable injuries per year to 3 years without an injury while increasing incident reporting by 40% through the team's engagement• Set record of 11 years contractor recordable injury freeOperational Excellence• Implemented a strategic approach to combine long term investment needs of the site with the annual capital and maintenance planning using a site developed Plant Risk Profile tool to balance the timing of spending with the risk of deferral. Plant Risk Profile Tool became the North American best practice• Piloted the development of the global Value Creation Roadmap tool to assess the value of opportunities identified for continuous improvement• Improved annual raw material savings by greater than $1 million per year and achieved yield excellence targets by process optimization and strategic investmentBusiness Development• Collaborated with the Ontario Ministry of the Environment and Environment Canada during provincial and federal stakeholder meetings and negotiated terms for the carbon black industry GHG program during the evolving regulations; implemented site Cap & Trade program• Negotiated and collaborated with local, provincial and federal politicians, Aamjiwnaang First Nations and government ministries in the development of a 50 million cogeneration project, targeting the use of waste energy to produce 25 MW of electricity

Led a team of 65 employees in Production, Process Engineering, Warehousing, Packaging and Shipping Performance• Surpassed 4 ½ years recordable injury free (contractors & employees) – Joint Health & Safety Committee Management member • Improved site’s metric ranking from 16th to 5th globally & 1st in North America in 1 ½ yearsLabour Relations• Negotiated workforce re-organization as a member of the 2007 Contract Negotiations Committee leading to overtime reduction of $550,000 in 2008• Negotiated workforce restructuring for the 2009 Restructuring Committee to achieve a fixed cost reduction of $1 millionSupply Chain• Led the Cabot Kaizen kickoff and Lean Transformation event; drove productivity increase by 25% in 5 months for key specialty grinding unit that was subsequently taken off allocation• Developed automated production scheduling tool integrating sales forecast, order acceptance, reactor production planning, and product inventory; improved On-Time Shipments from 85% to 98% while reducing working capital by $400,000• Created comprehensive Warehouse, Packaging and Shipping Work Instructions that became a North American regional standard

Served as Board President from 2011-2012The Sarnia-Lambton Environmental Association or “SLEA” is a non-profit co-operative comprised of 20 industrial manufacturers in the Sarnia-Lambton area of Southwestern Ontario.The SLEA monitors ambient environmental conditions to assess the impact of its members on the local environment (air, water and soil). Established in 1952, the SLEA has been monitoring local environmental conditions for over 50 years. Part of the SLEA mandate is to share this information with government agencies and the Sarnia-Lambton community.“Guided by scientific data and practical experience, the member companies encourage each other to reduce the environmental footprints of their plant sites. It is through their collective commitment to ongoing environmental improvements that positive and measured results are being realized locally.” – Dean Edwardson, General Manager May 27, 2009

IEC VISIONTo achieve an injury-free workplace in Sarnia-Lambton.IEC MISSIONTo facilitate a unique partnership of experts from Education, Labour, Contractors and Industry to improve safety performance in our community.IEC PHILOSOPHYTo create an injury-free environment through the tripartite collaboration so everyone can go home safely at the end of each day.ABOUT IECThe Sarnia-Lambton Industrial Educational Cooperative (IEC), a 20-member cooperative, was born out of the imagination and foresight of three executives from Suncor, NOVA and Lambton College in the early 1990s, having two distinct objectives:To improve the competitiveness of the Sarnia-Lambton industrial community through high-quality cost-effective and timely training; educational programs and services.To ensure a sustainable supply of well trained and qualified workers to meet a forecasted shortage of aging baby boomers in process operations, skilled maintenance and instrumentation trades, not only in Sarnia-Lambton but across Ontario.In 2001, a major milestone occurred when the IEC members teamed up with local construction contractors and building trades to form a unique Sarnia-Lambton Safety Partnership Model with a vision of “Zero incidents by choice”.

The Tire and Rubber Association of Canada (TRAC) is the national trade association representing the interests of tire and other rubber manufacturers and importers of rubber goods into Canada, together with rubber recyclers and suppliers whose goods or services directly relate to our industry. The Association was established in 1920 under the name The Rubber Association of Canada, only recently changing its name to the Tire and Rubber Association of Canada to more accurately reflect the Association’s role within the industry and what it does for its membership.TRAC has provided leadership and service to the industry as it has grown and evolved throughout the years. As an association, we are “Molding a globally competitive industry for a better Canada.”Our Objectives:- Develop and foster the interests of manufacturers and distributors of rubber products in all lawful ways,collect information relating to the rubber industry and to disseminate such information in all lawful ways to all members of the association- Stimulate generally the interest of the public in the products and services supplied by the members of the association- Co-operate with public bodies, governmental agencies and committees with respect to matters affecting the industry, including sustainability, on members’ behalf.

Led 5 self-directed work teams, with 100 reports and site leader for Value Delivery System • Member of the Work System Advancement Team• Created the plant vision and mission statements with the work system advancement team• Implemented a high-performance work system; developed 6 self-directed, fully self-sufficient work teams in less than 2 years• Developed clear roles, responsibilities and relationships documents to guide the success of the work teams• Spearheaded the development of Functional Area Reliability Meetings; improved plant reliability by decreasing unscheduled downtime by 10% in the first year, exceeded 90% uptime for 12 months• Sponsored the Preventative Maintenance and Job Planning initiatives; it became a best practice shared amongst sites

Recruited as Technical Director and member of the core start up and commissioning team for the $130 million state-of-the-art Oriented Strandboard (OSB) green field facility. Responsible for creating, implementing and managing the technical and quality programs for the manufacturing facility.• Recruited 80 new operators using rigorous team building selection process• Established original process parameters and product specifications for all products• Spearheaded design and development of OSL Rimboard and termite & fungal resistant OSB