Operational consultant focused on operational efficiency, technology for business and customer experience. Experienced senior manager for hire to help your business grow.

Helping new and existing businesses to grow and diversify in their product and service industries.

A member of the BDC Advisory Services team which is driven by the goal of having a positive and measurable impact on the entrepreneurs and business owners served.

Between 2011 and 2016 JLD Lague has merged, acquired an amalgamated 16 branches to become the second largest, contiguous, John Deere AG and Turf dealer in Canada. Under new leadership in 2014 the CEO initiated a matrix organizational structure with regional managers responsible for branch operations and departmental directors. This Executive Team, which I was part of, consisted of 11 members who directed all corporate strategies and initiatives. I was the first Regional Manager hired and originally responsible for 3 branches in Ontario and after the first year also took responsibility of two additional branches in Quebec. My key responsibilities were to align the branch management teams and employees with the corporate objectives while respecting the regional nature of the business and customer’s needs.

January 2013 started a new fiscal year and a new organizational structure to help align the branches and senior management roles. A management committee was created with the Regional Vice Presidents, National Directors and senior executives to address business growth strategies, corporate policies and manage the day-to-day business. In late 2013 this committee also implemented a Lean Six Sigma consulting project to bring alignment to the fragmented processes and procedures in the Administration, Sales, Service, Rental and Fuel departments between the branches. I was asked to lead the company through the project. By using the Lean process and interviewing staff members from all levels in all branches (in English and French), several projects had been identified for changes and expected to provide an operational improvement and a benefit to gross profit. I lead the implementation of the identified projects and built implementation teams with members from each branch. In the National Director role I was also involved in researching new locations across Canada for growth and acquisition targets to augment the organic growth.

In this role I was responsible to research new products and technology that would continue to grow GAL’s expertise in the engine driven power generation industry. Alternative fuel sources, exhaust treatment and engine configurations (rotary, turbine, etc.) were some of the technologies researched and tested. As part of the business development role I also initiated a Used Equipment business line to aid the growth of the Sales department revenues. I managed the company owned inventory, advertised across North America and supported the sales teams in all branches. I was also tasked with ensuring that our owned fleet of rental mobile generator sets met the Environment Canada importation compliance for mobile, compression ignition, off-road equipment.

With the growth of the client base in the Ottawa Branch due to the 1998 Ice Storm and the Y2K scare as well as the vigorous growth of facility management firms, the senior management identified an opportunity to leverage our expertise across multiple regions. I was tasked with the responsibility to engage with our largest clients and promote all of our services (Sales, Rentals and Service) across all branches (Ottawa, Montreal and Toronto). I was successful in securing contracts across Canada and effectively managing them for several years with the aid of subcontractors in the areas where GAL did not have a physical presence. In 2004 GAL was awarded the national award for ‘Above and Beyond’ Customer Service by the Building Owners and Managers Association for my work during the 2003 Black-out.