- Reporting Directly to the CCO responsible for supporting growth on all lines of business including FTL, LTL, Warehouse, Flatbed, Climate Services, Last Mile Delivery and Intermodal. - Utilizing past operational knowledge have a special focus on revenue growth in our Asset Divisions to allow for continued expansion and investment in capital projects including USA and Mexico.- Responsible for creating the Sales Budget, creating the vision and keeping the team accountable for continued success into FY25.

- Coordinated partnership with the Class 1 Railways throughout North America.- Negotiated agreements with major equipment suppliers throughout the Midwest for Chassis and Container use as we grew our.- Negotiated Track / Trace solution for full visibility on transit from Ramp to Ramp to supplement our existing dray visibility for a truly end to end tracking product. - Secured multiple new accounts growing our IMC business by over $20M Annually within the first 6 Months.- Learned import / export requirements for shipping between Canada, USA and Mexico to expand our cross border expertise. - Coordinated and chaired weekly pipeline calls to ensure high growth rate would be sustained.- Hired and trained new salespeople to be the foundation of the newly formed Intermodal Sales Team setting them for success as I transitioned to Sr. Management.

- Expansion of Leadership role formalizing the National Key Account Team.- Extended my scope to include our Market Manager Team responsible for the KPI reporting, Daily Tracking, Onboarding and support of our critical partner accounts.- Expanded on the KAM Maturity Model / Miller Heinemann Buy-Sell Hierarchy to define an action plan and operationalize how we interact and present to our national accounts.

- Managed a team of 6 National Sales Executives across the country.- Created and implemented National Key Account Program at Challenger to manage our valued partner relationships. Consisting of Annual Meetings, QBRs and tactical approaches to secure our base revenue during the market downturn.- Developed, Monitored and Coached the team with relevant KPI's to suggest areas of improvements.- Prepared annual budgets and updated monthly, quarterly and annual sales results.- Developed and implemented effective sales strategies to exceed personal and team Revenue and Margin targets. Attained 138% of Sales Targets and had all Team members exceed their targets.- Was part of the team to negotiate and roll out CRM, Sales Funnel and Sales Research software.

- Provide leadership and mentor all Ontario-based Logistics Sales Executives.- Onboarding, training and development of the sales team.- Continued focus on sales, business development and customer relationships within our core service regions.

• Develop long term strategy for Automotive portfolio including asset optimization, updated cost management and calendar of activities to guide action/accountability. Directly highlighted cost saving opportunity worth $20M to the corporation, improving our competitive position.• Provided leadership to a team of Account Managers for both internal and externally. • Accountable for presenting to Senior Executives at major OEM's and seeking internal approvals through VP, CFO and COO.

• Goal oriented and results driven. Responsible for growing $67M portfolio to $79M in 2015 through pricing and volume growth. Doubled client’s volume within 4 months of receiving this role by rethinking the status quo. • 2015 CP Award winner for highest revenue growth, and one of three finalists for CEO Sales Award.• Managed Lafarge & Holcim transportation accounts during significant merger and required asset divestments.• Independent self-starter with ability to lead by example and coach others. Presented 2015 results to entire organizational peer group including all commercial VP’s, CMO and CEO. • Attained conductor qualification while concurrently managing my portfolio.

• Marketed and sold the highest value railcar load in Canadian Pacific history ($1.25M) by managing through complexity and understanding market trends, competitive threats and CP’s core value proposition.• Achieved “Outstanding” employee rating three of four years in this role by applying innovative solutions to exceed performance metrics by 110-170%. Key achievement contributing to these accolades include:- Development of marketing strategy and collateral for key clients (GM, Toyota, Honda and Chrysler). - Secured long -term contract agreements with 70% of the automotive portfolio ($200M + Revenue).

• Sole pricing and management contact for oversized project cargo portfolio valued at $35M.• Project based and time-sensitive role required significant coordination with internal and external stakeholders. • Key outcomes include: - Development of major wind farms in Southern Ontario. - Prevention of power outages with Hydro One. - Mobilizing hundreds of Military Vehicles for domestic training exercises.

• Proactively managed the supply-chain and developed balanced shipment model for outbound CPG product to retail market with inbound production materials. Reduced empty truck miles by 40%.• Developed month-end reporting for invoicing, accounts payable and receivable tracking. Provided management with a concise report to expedite the authorization process and reduce labour requirement from 2 days to 4 hours.

• Automated employee KPI’s trackers utilized by Leadership Team, reducing workload for all Business Unit Leaders. Estimated 10+ senior labour hours saved and increased employee accountability. • Developed branding and training collateral for business unit leaders.

• Led execution of Pontiac Torrent launch event for General Motors of Canada. Responsibilities included development of press packages, government and stakeholder invitations, hiring security and the staging agency. • Created internal and external communication packages utilizing graphic design in Adobe Photoshop. • Primary liaison guiding groups of 20-30 acting as the initial point of contact for 586 new employees. Information provided created a positive integration for new hires facilitating the first hiring of new employees since 1995.