Was hired at the transition of a new 7-year maintenance contract to oversee all aspects of the scaffold component of the multi-trade scope of work. Scopes included maintenance and turnarounds over the term of the contract.• Managed estimating, execution, procurement, inventory and human performance.• Implemented EC Harris Schedule of Work Activity Norms for the first time in company history. • Developed, tracked, measured, and improved execution, demonstrated by a doubling of the productivity factor in the first year of the contract via communication of targets to increase engagement; establishing satellite laydowns throughout the plant to minimize travel/movement/motion.• Improved estimating output by 30% in 2023 by communicating expectations to increase engagement, evaluating job tasks, and redistributing roles to other team members without impacting overall administrative performance.• Zero Medical Treatment Injuries

Served as the Senior Leader on the site, providing effective management and leadership to the Worley team, executing maintenance, construction, and turnaround projects at Shell Scotford within a unionized, building trades work environment of over 250 people per day. Reported to the Senior Director of Operations for Alberta and Saskatchewan. Managed a P&L of $60M/year contract encompassing multiple projects, as well as corporate financial and operations reporting. Oversee employee hiring, performance management, guidance and mentorship, and succession planning. • Implemented Four Disciplines of Execution to drive KPI performance focused on value creation, innovation, productivity, and safety, which resulted in $3.6M in additional profit within the first two years of the contract. • Implemented pay for performance contract, which increased customer satisfaction and business growth by 25%. • Managed the pay for performance contract’s KPIs with a focused effort, which provided Worley with an additional $1.8M in profit capability in each of the last two years. • Bolstered and strengthened the company’s HSE systems, rightfully placing them at the foundation of the business.

After FTS was purchased by a Joint Venture company, provided the opportunity to develop the operations manager position to cover areas already recognized as needing to be addressed within the company. Worked across all maintenance services contracts and in support of the Program Directors, supporting operations processes development, improvement, and stewardship. • Leveraged relationships built through previous roles with the company to easily transition into a role where those relationships were key to streamlining the interface between Operations and the business functions.• Developed project controls to manage contract spending.

Reported directly to the Senior Vice President of Operations, overseeing the operation of a $55,000,000 maintenance contract in the oil sands, including accountability of the business unit P&L. Managed and led a team of 48 staff and nearly 400 unionized craft, including performance management and mentorship. • Carefully integrated a Functional Organizational Structure and a transition that had zero impact operationally. • Introduced several cross-functional roles that reduced overhead staff and increased efficiency and effectiveness.• Grew the business by $9,000,000 in first year in the role through developing positive customer relationships, reducing rework to the lowest rate in contract history, and by holding a record of 388 days without a recordable incident within an industry fraught with risk. • Selected to lead one of the company’s 5 overall strategic initiatives for growth due to positive track record of achieving results.

Reported directly to the Site/General Manager, overseeing maintenance execution, projects teams, safety, quality control, and planning/scheduling for FTS scope on the CNRL Horizon project. Acted as the single point-of-contact between the client management team and the FTS departments. Collaborated with Site Manager to consistently assess risks to the contract, including customer satisfaction, and strategize to ensure long-term strength and a positive relationship with customers. Supported the Site Manager in creating the budget and meeting budget targets via cost savings initiatives. • Played an integral role in the development and negotiation of KPI metrics that were tied to a mutually beneficial Pay for Performance strategy. • Analyzed KPI metrics and internal scoreboards to determine team’s productivity and successes, as well as analyzed fiduciary metrics to improve the contract’s business success. • Fostered a culture of growth and success among each team member, while also neutralizing any potential conflict or damage to team perception.• Acted as Site Manager as required; transferred to an external contract to replace an outgoing Site Manager in 02/2015.

Oversaw all aspects of the day-to-day maintenance of the customer’s facility, ensuring health, safety, and welfare of over 180 employees. Upheld open communication with the customer, along with daily reporting, chairing of maintenance meetings, and preparing accurate timelines for high profile maintenance activities. Acted as a liaison between client upper management and the contractor’s execution team. Took on an active role in performance management of both craft and team staff. • Promoted from Foreman to Coordinator and then Superintendent due to work ethic and solid performance history.• Up-skilled team of supervisors to achieve their goals and professional development.• Successfully built strong relationships with all facets of management, engineering, reliability, safety, environmental, and operations staff.• Ensured KPI were consistently achieved. • Reviewed and created new policies, procedures, and processes to ensure positive safety performance, as well as efficient and effective asset maintenance.

Coordinated the execution of Scaffold, Insulation and Electrical Heat Trace scope of work with Operations and mechanical trades to ensure timely execution without incident.

Scaffold General Foreman responsible for planning, coordinating and executing scaffold scope of work. Also responsible for HSE performance, process and procedure development and performance management.