Member of the ProAdvisor Council. I be provide feedback on product development for QuickBooks Online and payroll.

I took the learnings from my “big business” roles and offer solutions to small businesses.

I take the time to listen to my clients and formulate a solution that answers their questions. You don’t need to be a ‘numbers person’ to work with me. I translate your numbers into your business language.

An opportunity to continue the development of business acumen outside of manufacturing. Following the secondment for the tax audit, the learnings about the related businesses provided a foundation to take this role and develop these businesses. A dynamic role because each of the businesses operated in different industries. In this collaborative environment, we worked to optimize each business for operational excellence. Leading and developing a variety of team members with different technical expertise.


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A hands-on leader in the Sofina Foods Office of the Chairman, which includes the Chairman’s business interests outside of the protein industry.

Led all financial activity (excluding investments) of Holding Companies and other small businesses (real estate, aircraft, marketing, not for profit, and others).
* Financial statements (including final approvals, management rep letters etc...)
* Treasury: Cash, FX, insurance and credit facility negotiation support and management
* Asset management: inventory, properties and vehicles.
* Tax compliance for Trusts, Limited Partnerships and Corporations.

Directly responsible for the operational efficiencies of a 211,000 sq ft Class A commercial building, acting as the owner's representative for tenant and vendor issues. Implement strategies for tenant retention and operational optimization.

Key collaborator in the overall security strategy for the Chairman.

Leading one (1) Sr Building Operator and one (1) Accounting Coordinator.

Providing indirect leadership to property managers across Ontario and to security agents employed by a 3rd party.


Reporting to EVP, Legal and Counsel to the Chairman

Leader of a large team with the goal of reducing silos and creating a team environment. Worked with Financial Analysts to raise the level of support to Plant Managers. Created Plant Accountant roles to help create a career path for staff trying to earn positions as Financial Analysts. Worked with Union (BC plant) to educate employees about payroll process to reduce mistrust of payroll team.

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Manage the Financial reporting of 2 Granule plants, 2 shingle mills. Lead Plant Managers and their Financial Analyst through operational issues and the corresponding financial implications.

Management of Accounts payable (6), Payroll (4), Administration (3), Reception (1), Plant Accountants (2) and Financial Analysts (3).

Created a group approach to reviewing financial results to improve accuracy, processes and analytics.

Reporting to Divisional Controller -East

Once the startup stage was settled, maintenance and continuous improvement became the focus of this role. Elevating the caliber of support, focus shifted to the performance of the sales and quoting process. A focus on developing the business beyond Unilever to other contract manufacturing opportunities.

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Provide recommendations to CFO and owner for pricing strategies for potential contract manufacturing opportunities. Developed extensive cost models for pricing models.

Responsible for accounting function including management of external audits. Treasury management including debt management (BAs, prime and repayments), debt covenants (calculations and management). Directly responsible for cash management including the procurement of foreign currencies (mostly USD).

Supported extensive union negotiations including development of cost models and negotiation costing. Active participant in strike-management team including ongoing discussions with customers, vendors, banks and management.

Managed a team of 3 (Plant accountant, Accounts Payable and General Accountant).

Reporting to CFO.

Financial support for a vertically integrated, unionized plant. Initially focussed on capital spending and evolved to plant operations.

Worked through a variety of projects both within the plant and in collaboration with Head Office including: Led Inventory Reduction Task Force, Supported SAP implementation, Played Key Contributor Role To Sunlight Laundry Powder Margin Team (K2), Creator of ABC Costing and Korex Companies pricing models

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Capital project justification support. Developed analysis to demonstrate expected results for projects. Held leaders accountable with “post mortem” project evaluation.

Plant Spending (cost centre) analysis for Home and Personal care plant. Monthly presentation of results to Canadian CFO.

Worked with Plant Management teams for Cost Understanding and savings initiatives. Provided “from Finance’s eyes” plant tours to head office colleagues.

Developed ABC model for cost allocation which was modified for the sale of this plant to Korex Don Valley.

Implemented working capital improvement plan. Inventory management project yielded a $1M reduction in average raw and pack inventory.

Reporting to Finance Manager.

Giving back to my alma mater, I taught two semesters of management accounting (the technical stuff) while telling the students a little about life after your BBA.

Graded papers part time for years when my work life allowed the time.