- Held successive and progressive roles in Operations, Engineering and Asset Management.- Led and responsible for 2500 people, 300 staff including Ground Linehaul, Air Operations, Hub Operations, Engineering, Freight Toronto and Montreal, Fleet, Building & MHE Maintenance and Operations Technology.- Responsible for an annual operating budget of ~$450M and P&L of ~$250M.- Improved service results, costs and productivity during periods of declining volume. - Successfully transitioned Purolator’s Air Operations from a dedicated model to variable cost – largest single cost savings initiative.- Achieved Board of Director approval for Purolator’s Operations Process Transformation. This was Purolator’s single largest investment and the platform for future operations capabilities.- Year over year, set new annual records for parcel cube and reweigh revenue recovery.- Redesigned and deployed Purolator Operations Organization structure.- Achieved Purolator’s highest people engagement scores amongst all Leadership & Executives.- Brought down organizational silos and made the Vice President Team more collaborative.- Promoted and fostered the environment and achieved innovations in all work groups.

- Designed, structured and recruited a diverse group of engineers, lean Six Sigma specialists, supply chain experts and quality professionals.- Delivered a business case and successful pilot for Day & Ross’ largest business transformation initiative (previously stalled project).- Re-energized a group of disengaged key personnel.- Through network tools and analysis, quickly identified Service and Operations wins in excess of $5M in annual cost.

Leadership of People:- Significantly influenced the professional perception of the engineering group to become one of the most solicited functions in the organization.- Successfully developed and cross pollinated over 25 staff into significantly different functional roles.Efficiency through Creativity- Lead Purolator’s Visibility and Flow Transformation Project from Concept to Pilot. - Provided the Sales function with Supply Chain Solution expertise.- Through Network Engineering, reduced transportation spend in excess of $20M annually.Leading through Change:- Implemented an organization wide Equipment Maintenance Program.Project Leadership (working across functions, influencing, setting priorities):- Lead the engineering and deployment of processes for the automated Montreal and Richmond Hubs. - Developed and executed multi-year capital and resource plans with priorities – 250 projects with a capital magnitude of $25M. - Developed the operational requirements for over 50 facility business cases.

Acted as company spokesperson and key liaison during the construction and start up stages of new plant facility of $15 Million (32,000 ft2).

Operations Business Manager, Tire Production 2003-2004Business Unit Manager, Individual and Automated Production 1997-2003Project and Industrial Engineer 1993-1997