David Lehtovaara, P.Eng. (Retired) Email and Phone Number
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Achievement/ action oriented leader who, with a “can do” attitude, systematically organizes programs/ projects to deliver the strategic benefits and create an environment for success with trust, respect and accountability at its core. Energetic, resourceful, decisive, forward looking professional adept in dealing with crisis situations, readily taking charge, organizing and communicating a sense of calm, security and confidence in achieving the outcome.Career objectives:Healthcare:Lead strategic initiatives to success, delivering business technology solutions and health system performance improvements. Systems design, build/ buy decisions, development, integration, testing, roll-out, security and sustainable operations are customer focused, deliver the strategic benefits and positively impact the health outcomes of those we serve.Program Management: On the leading edge of technology, successfully deliver the benefits and outcomes of strategic initiatives, while developing and mentoring a team in a learning culture that strives for excellence.Specialties: Technology – assesses environment, maps current/ future states, create solutions of value from client’s perspectiveProgram / Project Management – leads strategic initiatives to success with best practices Stakeholder Relations – active listener, easily builds rapportTeams – a forthright advocate, believes attitude drives behaviour, right behaviours deliver results/ success Change – a catalyst, develops people in a learning cultureLean – customers pay for value, profits pay for waste.
Canadian Tire
View- Website:
- canadiantire.ca
- Employees:
- 28657
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Program Manager - Facilities And MaintenanceCanadian TireOntario, Canada -
Program Manager - Facilities & MaintenanceCanadian Tire Nov 2013 - PresentToronto OperationsDriving cost reduction in Canadian Tire's Supply Chain by demonstrating the application of Hydrogen Fuel Cell Technology at the Brampton Distribution Center, powering ten Material Handing Mobile Equipment (MHME) vehicles with Hydrogen. The program has integrated a Next Hydrogen's Water Electrolyser with compression, storage and dispensing components to create a Hydrogen System capable of providing 135 kg of H2 per day. We are currently evaluating Fuel Cells from a few vendors to determine performance and prove the benefits. -
Interim Manager, Facilities & MaintenanceCanadian Tire May 2012 - Oct 2013Interim Manager of Facilities & Maintenance responsible for the Brampton DC and Airport Road warehouses. -
Program ManagerCanadian Tire Jul 2010 - Apr 2012Program to deliver a wireless access control system for mobile lift and energized equipment. This program entails three projects: development of an employee development management system that feeds authorization to Crown's InfoLink System; a project to create the infrastructure and pilot InfoLink; and a roll out project to deliver the benefits across five locations in the Toronto area. -
Owner - Professional Engineer, Project Managment Professional, Lean PractionerEngineering Solutions.Com Inc. May 2000 - PresentA Professional Engineer, Project Management Professional, Lean Practitioner who is driven to create solutions, bring about change, mentor people and positively impact the success of organizations with projects and best practices that deliver results. Success would require bringing people and technology together productively to create Customer Value in a product, system or solution that is in demand by the Global Marketplace. The environment would be results based, where vision, goal setting, win-win attitudes and continuous learning are required to help teams overcome technical, scientific or process-related challenges.
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Vice Chair, Board Of DirectorsCentral West Community Care Access Centre Jun 2012 - Jun 2013Scope: Leadership, fiduciary responsibility, Governance and setting the tone at the top for an organization created to coordinate a variety of health services to maintain an individual’s health, independence and quality of life. Actions: CEO evaluation, a collaborative working relationship and a bias for taking difficult actions to create a stable leadership team fosters an environment of trust, respect and accountability internally and with our community partners. Strategies to develop PM and talent in a learning culture has refreshed attitudes, improved quality and client outcomes. Results: Today CW CCAC is a vibrant, performance driven organization with front line accountability, and a team who consistently outperforms, serving more unique individuals for the dollars received than any other CCAC in Ontario.
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Chair, Board Of DirectorsCentral West Community Care Access Centre Nov 2006 - Jun 2012Scope: Leadership, fiduciary responsibility, good governance and setting the tone at the top for an organization created to coordinate a variety of health services to maintain an individual’s health, independence and quality of life. Actions: CEO selection, a collaborative working relationship and a bias for taking difficult actions to create a stable leadership team fosters an environment of trust, respect and accountability internally and with our community partners. Strategies to develop PM and talent in a learning culture has refreshed attitudes, improved quality and client outcomes. Results: Today CW CCAC is a vibrant, performance driven organization with front line accountability, and a team who consistently outperforms, serving more unique individuals for the dollars received than any other CCAC in Ontario.
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Board MemberOntario Association Of Community Care Access Centres Jun 2009 - Jun 2012Governance of the Association representing the common interests of the 14 CCACs in Ontario. The Associations Mission is to: Provide leadership, inspiration and serve as the collective voice for the contribution made by CCACs to an integrated health care system; Champion innovation, performance improvements and value proposition of community-based services; Served as Vice Chiar during 2010-11.Deliver high quality products and services which assist our members and partners in fulfilling their mission and mandate. -
Project Manager / Lean Manufacturing SpecialistDns Display Industries Apr 2010 - Jun 2010DNS Display created a unique product for Tim Hortons, a solution for advertising and to keep the Pay Pal system, Tim Hortons Foundation Coin Box and Tim Card Storage neatly on the counter. A LEAN Manufacturing System was created and the project managed, delivering 7500+ units ahead of schedule, under budget in French and English. Check it out the next time you load your Tim Card!
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Project Manager - Material Handling SystemsCanadian Tire - Supply Chain Major Projects Oct 2006 - Mar 2009Scope: Retained by Associate VP to implement a material handling system for a new DC (1.5M ft2).Actions: Led a team of engineers, project managers and analysts to build, equip and bring on-line all the material handling equipment for a new regional DC. Accountable for: scope, schedule, $60+M budget, contracts stakeholder relations, progress reviews / reports, , risks, opportunities, final negotiations, IT interface in assembling, testing and handover. Notable achievements: earned value milestone payments, gained 8 weeks by contractors working in parallel.Results: Handover of integrated operational system to Genco achieved on time and under budget. -
Community Service - Past Chair: Peo Brampton ChapterProfessional Engineers Ontario Jan 2005 - Dec 2006Remaining as Past Chair for a 2nd year. Lead monthly chapter meetings and organize events for the 2500 plus Engineers in the Brampton Chapter of the Professional Engineers of Ontario. Plan and execute events and drive change to strengthen our association and develop relationship between engineers, local and provincial government leaders and our community.
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Community Service - Ccac Alignment Project - Local Steering Committee MemberOntario Ministry Of Health & Long Term Care Mar 2006 - Nov 2006Appointed by the current Board of Directors to oversee the changes as the Community Care & Access Centre of Peel re-aligns it's boundaries with the Local Health Integration Networks. The Local Steering Comittee will determine the city/ location, assess real estate needs for the new CCAC, participate in the selection of a new Executive Director, develop the governance capacity (new Board) as well as operational tasks, ensuring that there is no impact to the service we provide to clients.
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Project / Operations ManagerLorex Technology (Formerly Strategic Vista Int'L Inc.) May 2005 - Nov 2005Scope: Retained by CEO to rescue a warehouse consolidation program (4 to 1) without impact to customer orders.Actions: Replaced the VP Operations and led team to improve order flow stopping the bleeding of cash in late penalties, then to turn-around the consolidation program centralizing operations in Indianapolis. Accountable for day to day operations, policies, China supply chain / returns, projects, process improvements, logistics / warehouse relationships, aged inventory, mitigating risk and inventory recovery from a warehouse with an unwritten contract that went sour.Results: Indianapolis online with accurate, on-time deliveries. Strategy developed into operational objectives/projects.
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Ccac Of Peel; Board Of DirectorsCommunity Care And Access Centre Of Peel Apr 2003 - Jul 2005Provided Goverance to the Community Care and Access Centre of Peel, an Ontario corporation funded by the Ministry of Health and Long-Term Care. CCAC of Peel, with an $80 million budget, provides people of all ages with a single access point to health care and personal support services in homes, schools and beyond the walls of hospitals within the Region of Peel.As a Board Member I was accountable to the Ministry of Health. Five Board Members worked with the Chair, the Executive Director and the management team to ensure the cost effective delivery of services within our community and the completion of projects according to our strategic plan.
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It Program ManagerSustainable Development Technology Canada May 2004 - Sep 2004Scope: Retained by CEO to rescue a program to create a portal, web interface and on-line grant application system. High expectations, unclear requirements, an off-the-shelf product that failed “Go-live” strained vendor relationships.Actions: Assessed risk, built rapport, focused on success, facilitated requirements, information flow and website story boards. Projects were defined, win-win contracts negotiated / approved and plans executed to rewrite the front-end of on-line grant application, create the new website (www.sdtc.ca), portal and copy all in two official languages. Results: With relationships / attitudes we met the next grant application window / CEO’s commitment to the Board. -
Project Management ProfessionalTaro Pharmaceuticals Oct 2002 - Oct 2003Scope: Senior VP R&D needed assurance that new product development would not be at risk by moving R&D Labs. Actions: Created / maintained a risk adverse schedule / process to move labs with go-no-go decision points linked to the building / infrastructure progress. Ensured equipment installation met quality standards (GMP) and safety regulations. Results: HPLCs moved only when off-line for maintenance / validation. Move postponed due to contaminated water. -
It Project Manager / Process Re-EngineeringCreative Displayworks Jan 2001 - Oct 2001Scope: CEO asked: Stop losses/ late deliveries! Organization struggled to consistently deliver quality on time. Actions: Led a team of PMs to establish tools, techniques and repeatable processes, along with the setup of MS Project Server on an intranet. Developed over a dozen lunch ‘n’ learn seminars, formal PM and MS Project training.Results: Established disciplined PM, value-added processes – sales to delivery and Joint Health & Safety Committee.
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Laboratory Automation Systems ManagerCrs Robotics Corporation 1998 - 2000Scope: Joined for the challenge of turning around an MDS supplier who never delivered. Accountable for division’s P&L.Actions: Led turn around, implementing tools, techniques and methods of PM, developed /motivated a team of engineers, techs, PMs to design, develop S/W, build and install lab automation systems for drug discovery / Human Genome Project. Results: Delivered 26 lab automation systems with accountable, disciplined teams, working 15% overtime to consistently achieve a 45 % margin on $8M in annual sales. This contributed to a 14 fold increase in the stock price when CRS was sold.
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Program ManagerMds Inc 1996 - 1998Scope: Strategy to establish automated labs throughout the US would propel business growth and opportunity.Actions: Hit the ground running to turn-around a troubled project at CRS Robotics. As the single point of contact with all subcontractors managed the development and installation of lab automation H/W & embedded S/W.Results: Managed equipment supply for Toronto Medical, IRL Georgia, ARUP Salt Lake City. Improved contractor relations with win-win, drove R&D projects, developed Project Rescue skills and setup PM library and training.
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Project Manager / Staging Process EngineerNortel Networks Sep 1994 - Jun 1996Opened and closed SNOW, a 102KSF facility Final Product Staging operation in Milton.- Office, cafeteria and staging cell layouts designed- Worked with BRW facilities to tender & select General Contractor- Managed the renovation project, working with PM from Aecon to ensure quality to Nortel standards- Approved change orders relating to renovations- Equipped Staging cells and interviewed staff to man them- Responsible for the IT and physical security - Established infrastructure for effective operations including EH&S- Turned out the lights after moving assets/operation to Raleigh NC -
Business Analyst, Project & Process EngineerNortel Networks Jul 1990 - Sep 1994Scope: Engineering support for the survival of Spec 400 Operation, open/close/consolidate operations. Actions: On the leading edge of technology, developed innovative solutions / solved complex problems. Developed / executed strategic initiatives and led people through change / continuous improvement for survival of the business.Results 1990 to 1994: Developed / drove strategic initiatives in Canada and internationally in Atlanta and Mexico City: • Designed, procured hand-held computers, custom S/W, installed a Radio-Frequency Stockroom Control System. • Consolidation into Kingston / accreditation of operations. Lean principles saved $1.6M / year with no additional staff.• Led an initiative to open an operation in Mexico City. Facility secured /set-up and stock transferred from Kingston.• Kingston stockroom redesigned with Carousels, Conveyors and Light Trees from consolidating / closing Atlanta. • Led a strategic initiative to get surplus materials returned from jobsite. Return-to-stock program saved $1M/year -
Senior Project EngineerNortel Networks Jun 1980 - Jun 1990Greenfiled Project- stakeholders brought together to create a uniform look & standardProject Engineer; Manufacturing Flow Reorg.:- Developed layouts/processes/coordinate renovations/moves- Implement Just-in-time, Kanbans, flow to reduce test by 20%- Task Lighting Study- Project Mgmt, scope to operation, Service Call Tracking System- Test Equipment Design / Mfg : Auto-dialer/ Call Thru Simulator
David Lehtovaara, P.Eng. (Retired) Skills
David Lehtovaara, P.Eng. (Retired) Education Details
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Directors Education Program - Dep 32 -
International Institute Of LearningAdvanced Project Management Certification -
Schulich Executive CentreManaging Information Technology Projects Effectively -
Smart Systems For HealthChief Privacy Officer Training -
University Of Toronto Continuing EducationProject Management -
Jit Institute Of TechnologyJust-In-Time Manufacturing & Finance -
Ee (Electronics Engineering)
Frequently Asked Questions about David Lehtovaara, P.Eng. (Retired)
What company does David Lehtovaara, P.Eng. (Retired) work for?
David Lehtovaara, P.Eng. (Retired) works for Canadian Tire
What is David Lehtovaara, P.Eng. (Retired)'s role at the current company?
David Lehtovaara, P.Eng. (Retired)'s current role is Program Manager - Facilities and Maintenance.
What is David Lehtovaara, P.Eng. (Retired)'s email address?
David Lehtovaara, P.Eng. (Retired)'s email address is da****@****lue.com
What schools did David Lehtovaara, P.Eng. (Retired) attend?
David Lehtovaara, P.Eng. (Retired) attended Rotman School Of Management, International Institute Of Learning, Schulich Executive Centre, Smart Systems For Health, University Of Toronto Continuing Education, Jit Institute Of Technology, Queen's University.
What skills is David Lehtovaara, P.Eng. (Retired) known for?
David Lehtovaara, P.Eng. (Retired) has skills like Program Management, Project Management, Process Improvement, Strategy, Management, Pmp, Integration, Change Management, Leadership, Strategic Planning, Ms Project, Business Analysis.
Who are David Lehtovaara, P.Eng. (Retired)'s colleagues?
David Lehtovaara, P.Eng. (Retired)'s colleagues are Lily Hsieh, Heather Keeble, Tina Dalal, Nikhil Ch, Kellie Mailman, Cloud Cloud, April Nevets Cariño.
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