Worked effectively on the first high profile project (PGA Integration) running under the Program Management Office (PMO) structure. Helped demonstrate the advantages of the PMO structure.Provided leadership in the Activity Review Exercise which led to a restructuring of the department into a more functional form. As part of this organizational effort, I managed the change in my department and in the roles of several of my staff.As part of the departmental reorganization, I expanded our efforts in Equity, Diversity and Inclusion (EDI) and in the reconciliation with Indigenous Peoples, including recruiting for an EDI specialist and adding a coordinator to this effort. This group will be focused on advancing our 30 by 30 strategy to attract and retain women in engineering and developing new strategies in the areas of EDI and T&R.Ensured that the department delivered all programs effectively. The Annual Conference and Science Games were delivered on time and with proper quality. AC23 was delivered in-person for the first time since COVID-19 restrictions were lifted.Worked to build and strengthen interdepartmental cooperation, especially between regulatory and non-regulatory departments.

Working in the role of Acting Chief Regulatory Officer and registrar I have supported the incoming CEO by ensuring that she was given all the key information on the structure, function and activity of the Regulatory division.Working with the current Executive Team to develop a three-year strategic plan for the organization and developing solutions to the issues facing the organization as well as seizing opportunities for growth and improvement for the organization.Establishing relationships with my counterparts in the other Regulatory Bodies under the PGA as well as with key directors in the OSPG to ensure that issues can be raised effectively and resolved in a timely fashion.Ensuring that the Regulatory Division operated efficiently by recruiting key personnel to cope with the increased demands put on the division by the advent of new programs and responsibilities under the new legislation. Also recruited for the Director of Registration and ensured a smooth transition, including recruiting an Associate Director to assist the new Director

Worked effectively on projects including helping to establish the framework for the new Program Management Office (PMO) and, as part of the PMO work, establishing a new governance structure for the ongoing PGA operationalization work. This should streamline reporting of progress on the ongoing PGA operationalization and on the issues to the Executive Team as well as reduce the workload on project leads.Led two organization-wide projects – carrying out the analysis of the feasibility of creating a separate advocacy body that would offer programs for registrants, allowing Engineers and Geoscientists BC to focus on a regulatory role and ensuring that all key business processes are documented through project Resilience.Provided leadership in several departmental projects including the updates to both the Professional Practice Online Seminar and the Human Rights and Diversity Guideline and revamped the online store to create a Continuing Education (CE) Portal to help registrants meet their CE requirements.Led projects in Equity, Diversity and Inclusion (EDI) including developing a policy on the reciting of Territorial acknowledgements, developed an EDI statement for the organization as well as an ‘operational’ policy on EDI.Ensured that the department delivered all programs effectively. The Annual Conference and Science Games were delivered on time and with proper quality. AC20 was delivered as a wholly virtual event due to COVID-19 restrictions.Worked to build and strengthen interdepartmental cooperation, especially between regulatory and non-regulatory departments.

• Responsible for the organization, maintenance and continuous upgrade of the undergraduate lab facilities in the Department of Electrical and Computer Engineering.• Main resource for Health, Safety and Environment issues within the Department.• Responsible for implementing new service model for engineering support to labs within the Department.• Member of the Department Executive Committee.

• Responsible for the organization, maintenance and continuous upgrade of the lab facilities in the Department of Civil Engineering that include: An Environemental Lab A Hydrotechincal Lab An undergraduate and a graduate level Geotechincal Lab An undergraduate and a graduate level Structures Lab A Materials Lab• Responsible for the entire Health, Safety and Environment program within the Department.

• Developed a vision that guided its growth and interaction with the rest of the organization.• Wrote and implemented a 5 year fuel cell stack manufacturing strategy including:➢ a make/buy analysis for all components. ➢ plans to offshore processes.➢ a plan to protect IP.➢ a plan to maintain production of legacy products.• Led the change to a more functional organization to improve efficiency by integrating new functional managers into the department while converting past managers to principal engineering roles.• Established stronger ties between the manufacturing engineering department and both the product development and research departments that led to smoother transfers of designs into manufacturing.• Carried out restructuring of department after the divestment of the automotive product line that led to clearer understanding of roles in the department and improved the technical and functional leadership in the department.• Implemented improvement to work standards such as the use of PFMEA and PFDs to drive process change in an efficient and cost effective manner. • Implemented and led regular safety inspections of the production floor by senior management that maintained the low safety incident rate at Ballard.

• Developed and managed the fuel cell test engineering function including: ➢ implementing automotive system test capability. ➢ organizing systems tests that achieved 1600+ hours/year of operation. ➢ establishing prioritization system for tests to improve efficiency. • Developed the Test Engineering organization into a world-class function through hiring, training, mentoring of personnel and implementation of disciplined work processes. The test organization was able to generate over 200,000 test hour/year and over 100 high quality reports per year.

• Organized all stack module testing for the ground-breaking automotive fuel cell stack design – the Mk901. • Developed a Preliminary Hazards Analysis (PHA) process for Ballard to ensure safety was a prime consideration in all test work.• Established a database of test tasks to avoid duplication.• Set up the discipline of test procedure and test report writing that led to clear purpose to test work and avoided duplication of work. The discipline of the group was recognized by all peers as the best in the company.

• Implemented and used the Product Qualification Array (PQA) for the portable fuel cell stack design – the Mk1022. The rapid test turnover was one of the main reasons this product was developed quickly and became the precursor to Ballard’s current Mk1020 product.• Coordinated the work of a test technologist so that up to 12 test samples could be run at the same time. This increased efficiency by a factor of six and allowed for both rapid prototyping and an efficient method of generating statistically significant results.

• Established the use of standard operating procedure documents and safety procedures, including regular inspections of the lab. This allowed complex monomer reactions to be carried out with repeatable quality and without any safety incident.• Maintained chemical inventory to ensure no down time because of missing products and no wasted disposal costs.• Ran pilot reactor for contract production of specialized chemicals.

• Developed and tested formulation for nylon 1212 for a gas piping application that met all customer requirements. • Led a team of engineers, scientists and technologists in building and running a lab scale process reactor to demonstrate a new nylon 66 ambient pressure production process.• Recognized as a key engineer in the transfer of the ambient pressure nylon 66 process to full pilot plant scale in an industrial facility in the USA.• Supported nylon production plant through monitoring and maintenance of an amine scrubber to reduce process ground and water emissions.