Transforming GTM tech stacks with best-in-class systems + processes that drive profitable growth and deliver exceptional customer experiences.

Interior Couture is a Toronto-based design studio providing interior design services and bespoke home products. Our wonderful team of experienced trade professionals allow our design practice and product development to encompass the total home. Led the re-design of brand assets for both digital and print materials. Established visual identity guide to maintain brand consistency in internal and external communications.Implemented a Point-of-Sale system to improve the customer experience and provide real-time financial information for the company. Reduced checkout times and improved the inventory accuracy over a 2 month period.Led and managed the transition to omni-channel sales management using Shopify as our platform. Established and implemented practices for quality control of products available online.

Coached team of 2-4 Salesforce Consultants, Admins and Developers as a people manager to develop their skills and achieve positive client results.Developed and led a client project steering committee to align competing priorities and stakeholders to develop a Salesforce feature roadmap across Sales, Marketing, Customer Support and Onboarding departments.Led delivery and solution design of GTM tech stack replacement of HubSpot with Salesforce and integrations of Outreach.io, Calendly, Zoom, Production SQL database, and Intercom for 60+ users in under 16 weeks. Devised a full team implementation blitz over 2 days to collaborate, share knowledge, and build camaraderie.Established a continuous improvement programme to streamline internal processes and deploy new technologies that supported key business goals. Justified business cases and kicked off implementations to improve core functional areas: HR (Humi), Time Tracking (Clockify), Password & Security Management (1Password), Skills Surveys, and Salesforce Guidelines & Best Practices playbooks.

Triple M Metal is an integrated metal recycler supplying both ferrous and non-ferrous metals with a worldwide supply chain. My team traded over 400 M lbs of metal focussed on Aluminium and Copper.Led a core team of Sales VPs, Managers and Account managers to implement Salesforce. Coordinated with consultants Moyers & Stark through design and test phases to launch with a team of 30 veteran sales professionals. Committed significant effort to business process mapping and creating sales management standards to be applied consistently across multiple divisions. Key to the successful outcome of this project was the focus on applying Change Management and adoption best practices to help people transition habits from notepad and pen to Salesforce.Established the Continuous Improvement Steering Committee to assess the organisational capabilities and roadblocks to CI projects. Trained over 80 managers on the tools and mindset to “be better every day”. In its first year, we launched 14 projects that delivered a 3% improvement to operating income.Coordinated and led market analyses to determine if Triple M should invest into new business units and processing capabilities. Using combinations of private and public data, built models to predict the gross margin available to potential new business operations. In conjunction with the engineering team, scoped out and sized equipment to achieve the desired operations. Presented findings and recommendations to Triple M executives and corporate COO justifying $47M investments and market potential for the 3 new lines of business.

Cameco is one of the world’s largest uranium miners; my facility produced nuclear fuel and reactor components for CANDU reactors at Bruce Power and New Brunswick Power.Designed and implemented system to reduce inspection costs related to parts used for maintenance of production equipment while avoiding risks to product quality. Cross-department effort eliminated internal inspection on 35% of parts, reduced inspection costs and delays by 70%, yielding savings between $55k – 75k CAD per year.Created and organized structure for quality planning documents, linking Product Bill of Materials, Process Flow Diagrams, Process Failure Modes and Effects analyses and Control Plans. Project required coordination and mediation of key stakeholders in cross-functional teams across two factories to deliver system that identifies key risks to product quality. Future improvement efforts are evaluated & prioritized systematically using these risks.

Led pre-production campaign readiness efforts for new customer contract, contributing to an increase in 10% of production volume. Performed tooling tests, overall-equipment-effectiveness runs, organized proactive design changes using operational experience, and mitigated/eliminated certain quality risks. Customer witnessed successful commissioning on schedule and the team was praised for their quality of work & attention to detail.Reduced bowed element rejects through proof of concept testing for straightening, led execution of equipment run-off, process development and qualification, managed budget, and implementation of two units. Drastic reduction in rejects, with projected cost savings of over $130k CAD per year. Presented key results at the Divisional Operational Excellence roundtable.Introduced product rework procedures affecting 50% of fallout, reduced rework time by 70% with customer approval. Redesigned bundle assembly fixture to prevent undesirable welds through process monitoring and capability studies.Aided commissioning of $8M CAD automation project by backfilling technical troubleshooting role in shift rotation for 5 months. Technical lead for machine failure problem solving, corrective actions and shift maintenance team.

Member of the Process Engineering group, used statistical process analysis in capability and machine trend studies. Designed safety equipment and tools.