EDUCATION • Continued to expand my knowledge of association management through additional CSAE and ASAE courses.

The CJA is the national trade association for the Canadian jewellery and watch industries, comprised of retailers, suppliers, and providers of goods and services. • Served as the external face of the association, maintaining its reputation as the voice of the industry among members, other association’s vendors, suppliers, government agencies and media.• Promoted the values and ethical standards of the CJA on a continuous basis, adding programs, benefits and services in support of… Show more The CJA is the national trade association for the Canadian jewellery and watch industries, comprised of retailers, suppliers, and providers of goods and services. • Served as the external face of the association, maintaining its reputation as the voice of the industry among members, other association’s vendors, suppliers, government agencies and media.• Promoted the values and ethical standards of the CJA on a continuous basis, adding programs, benefits and services in support of increased membership numbers, satisfaction ratings and overall participation in programs.• Assisted the Board to manage the longevity of the Association by prudent management of budgets, revenue streams and income investment under the guidance of the Treasurer and Executive Committee.• Ensured that the office processes were developed and ran efficiently and effectively, including staff hiring, training and development. • Grew membership and revenue through the development of new education and cost saving benefits.• Re-branded CJA via new website, new digital marketing strategies to better reflect the CJA’s brand as the Voice of the Canadian Jewellery Industry. • Expanded our communications to members and consumers through social media, newsletters, in person visits and education seminars. • Advocated with government on issues such as Credit Card Fees, Anti-Money Laundering, Free Trade and Branding Canadian Diamonds.• Re structured staffing model with competent and driven leaders in their fields of expertise to better reflect the CJA’s current and future strategic plans.• Instituted Board Governance Modules and annual Strategic Planning sessions• Developed strong and meaningful relationships with national and international jewelley associations that helped in the development of an education portal for North American students interested in the jewellery business. Show less

• Consulted in the development and launch of new business project for young publishing company • Developed and presented multi-platform marketing, sales, and communication proposals to secure and drive new revenue streams for MEDIAEDGE COMMUNICATIONS INC.• Assisted new President in the development and implementation of strategic plan for NAYLOR (CANADA) INC.

VICE PRESIDENT PUBLISHING/MEDIA 1999-2004CANADA LAW BOOK INC. As Vice President Publishing/Media, was a senior member of the Executive Management Team, reporting through the president to The Board of Directors. The Executive Management team was responsible for developing strategic direction and monitoring all aspects of the business to ensure targeted profits were achieved as well as setting the overall strategic direction and operational/financial results for Company.

EXECUTIVE VICE PRESIDENT/COO 1999-2004CLB MEDIA INC. Reporting to the President & CEO I was responsible for all operations of the media division. With five direct reports managing 100 staff. Duties included identification, development and execution of large strategic opportunities, mergers/acquisitions and new initiatives that had a material and strategic impact on the company’s growth and market position.• Acquired and merged six companies and grew revenue from $1.5 million… Show more EXECUTIVE VICE PRESIDENT/COO 1999-2004CLB MEDIA INC. Reporting to the President & CEO I was responsible for all operations of the media division. With five direct reports managing 100 staff. Duties included identification, development and execution of large strategic opportunities, mergers/acquisitions and new initiatives that had a material and strategic impact on the company’s growth and market position.• Acquired and merged six companies and grew revenue from $1.5 million in 1999 to $15 million in 2004• Restructured and implemented sound fiscal management. Results: Profit grew from $150,000 to $2.5 million in a five year period. • Identified areas of risk and ensured risk management policies were implemented. • Evaluated all current operations to determine areas of strength and limitations to appropriately structure all functions and implement process improvement. Results: Streamlined operations and annualized savings of over $1 million.• Developed several strategic alliances with customers and suppliers. Results: Able to identify new business opportunities which drove growth and profitability in multiple profit centers.• Created and led a senior management team to develop, execute and gain Board approval for five year strategic plan. • Led due diligence teams in examining financial, cultural and operational fitness of target acquisitions. • Led management team in the development of strategic plans to maximize revenue growth. Result: A staff aligned to strategic plans and able to achieve results with little supervision. Show less

As president, conceived and built an international business unit to acquire and launch new business opportunities, both domestically and internationally. Responsibilities included running the management operation of the North American arm of Canada Computer Paper Inc.

Re-structured sales and editorial staff to reduce costs and inefficient processes.

Held multiple senior management positions after progressing through sales structure.Awarded eight sales awards and seven management awards for exceeding financial targets.