Leveraging off of the Experience I had working as a Business Development Manager/Entrepreneur and the years of experience as an Executive managing large, complex, multi-faceted, International Organisations, and utilizing the contacts I have made over my history outlined below, I am offering Clients excellent Consultation whether it be on:> Improving Operations, > Business (including how to focus resources on the VITAL FEW things rather than the insignificant many things in… Show more Leveraging off of the Experience I had working as a Business Development Manager/Entrepreneur and the years of experience as an Executive managing large, complex, multi-faceted, International Organisations, and utilizing the contacts I have made over my history outlined below, I am offering Clients excellent Consultation whether it be on:> Improving Operations, > Business (including how to focus resources on the VITAL FEW things rather than the insignificant many things in order to improve Business), > Product and Company Marketing, > Management: Helping them outline appropriate Goals, Targets (Quantified!) and to monitor and also quantify the progress in achieving these goals, and how to readjust if there is no progress or not enough progress.> Front-End Process Improvement (i.e. Account Management, Channel Management, Pricing Management, etc.), > Strategies to Increase Market Penetration in a profitable manner,> Formulate strategies for Cost Take-out, > Developing a strict Road-Map to achieve or better their KPI's, > Refining and improving Go-to-Market Strategies* Assisted a firm to successfully penetrate their franchise into a difficult US Market.* Helped a Consulting firm seamlessly grow from a Central Canadian entity to a Pan-Canadian one with the infrastructure now in place to go into the International fray.* Was instrumental in the strategy of ‘growth through Distribution’ to grow sales of an Electro-technical firm by 40% within 2 years. Show less

"In the past few decades entrepreneurship has been transformed from a dirty word into one of the most aspirational careers people strive for". Richard Branson, Founder at Virgin GroupUsing my transferable skills gleaned from being a high-level Manager at ABB and from my MBA, skills such as Finance, Negotiations, a solid Business acumen, Project Management, Relationship Management with the Players and Stakeholders that had been partnered with during the projects' unfolding (similar to… Show more "In the past few decades entrepreneurship has been transformed from a dirty word into one of the most aspirational careers people strive for". Richard Branson, Founder at Virgin GroupUsing my transferable skills gleaned from being a high-level Manager at ABB and from my MBA, skills such as Finance, Negotiations, a solid Business acumen, Project Management, Relationship Management with the Players and Stakeholders that had been partnered with during the projects' unfolding (similar to Account and Channel Management), Sticking to a Budget (strictly managing outgoings and incomings) as if it were a P/L statement for each project, and staying on task and on time, a business was born and thrived.I saw an untapped niche in the property market that could be filled with a solid Business Case/Model and an Entrepreneurial spirit. This niche was where I had built, re-built and/or renovated a number of houses/condos that were mostly period, turn-of-the-century examples of architecture in the Montreal area making them all viable, revenue-generating entities resulting in a business that became a going concern moving forward. These changes and upgrades always respected the history of the architecture rather than cover or remove its cache. Just a few photo examples are below. Show less

Reported directly to the Global Executive Committee in Zurich for Automation. Managed the AT - Automation Technology group for Canada specifically with Profit and Loss responsibility for a business in excess of (and that I grew from $50 Million CA to) $200 Million CA, including 5 production facilities, locations across Canada and groups as varied as Sales, Project Management, Engineering, Support/Service, Human Resources, etc. Automation Technologies contained Product Groups as diverse as… Show more Reported directly to the Global Executive Committee in Zurich for Automation. Managed the AT - Automation Technology group for Canada specifically with Profit and Loss responsibility for a business in excess of (and that I grew from $50 Million CA to) $200 Million CA, including 5 production facilities, locations across Canada and groups as varied as Sales, Project Management, Engineering, Support/Service, Human Resources, etc. Automation Technologies contained Product Groups as diverse as Robotics, AC/DC and Large Synchronous Motors, AC/DC Standard and Engineered Drives, DCS, Instrumentation, Low Voltage Control Products, and Excitation and Rectifier Systems, etc.• First-hand experience in sales & marketing and overseeing production facilities (including Metal Fabrication and Sourcing), project management & engineering teams, etc. Many of the Systems supplied (Drives, DCS, Excitation) were enclosed in Metal Fabricated and Pre-Fabricated enclosures to a high-degree of quality and tight specificationsIncluded in this portfolio is Bomem (and I was a Board member as well): products for raw material identification and quality analysis, tools for analysis of polyatomic molecules, multi-point process monitors, and systems for monitoring the composition and quality of molten aluminum. As a part of ABB, Bomem technology continues to set the standards for FTIR (Fourier transform infrared spectroscopy) Spectroradiometry used in military, meteorological, and environmental applications. Show less

In the capacity of Senior VP of Automation Technologies for ABB Inc. Canada, was also the Director on the Board for ABB Bomem Inc. which deals in cutting-edge technological products and services for Defence, Space and other extreme niche, high tech applications.It bears repeating that included in Bomem's portfolio (and I was a Board member as well) were products for raw material identification and quality analysis, tools for analysis of polyatomic molecules, multi-point process… Show more In the capacity of Senior VP of Automation Technologies for ABB Inc. Canada, was also the Director on the Board for ABB Bomem Inc. which deals in cutting-edge technological products and services for Defence, Space and other extreme niche, high tech applications.It bears repeating that included in Bomem's portfolio (and I was a Board member as well) were products for raw material identification and quality analysis, tools for analysis of polyatomic molecules, multi-point process monitors, and systems for monitoring the composition and quality of molten aluminum. As a part of ABB, Bomem technology continues to set the standards for FTIR (Fourier transform infrared spectroscopy) Spectroradiometry used in military, meteorological, and environmental applications.This group is wholly owned by ABB Inc Canada and was part of the balance sheet of Automation Technologies (see above) Show less

Reported directly to the Executive Committee in Zurich. Had this position at the same time while having the position of Sr. VP of Automation Technology in Canada, responsible for managing over $200 million CA of Operations.This particular role however, was a process role. The mandate was to drive for cultural changes in ABB (through all countries, and through over 100,000 employees at the time) on the Front-End, that is, all the touch points and the process points that ABB has between… Show more Reported directly to the Executive Committee in Zurich. Had this position at the same time while having the position of Sr. VP of Automation Technology in Canada, responsible for managing over $200 million CA of Operations.This particular role however, was a process role. The mandate was to drive for cultural changes in ABB (through all countries, and through over 100,000 employees at the time) on the Front-End, that is, all the touch points and the process points that ABB has between itself and its Customers - both internal (the ABB systems groups) and external Customers (whether they be Wholesalers, Distributors, Value-Added Re-Sellers, or System Integrators). This means driving for new ways of thinking on how to connect with our Customers (and that meant leveraging off of the successes that Automation Products Canada uniquely had regarding driving for growth through third-party channels, and transferring those successful processes to ABB globally, which in itself, ABB overall had never delved in nor pursued) as it pertained to Channel Management, for both internal and external channels. This was clearly an issue of migrating Best Practices from Canada on to the Global stage for ABB.The Front-End strategies also included a focus on Price Management, Channel Management, Customer Satisfaction Management, Account Management, etc. all viewed holistically to form a powerful, relevant and integral go-to-market strategy for ALL countries with a keen eye on local needs as well. The key here was to drive fundamental, universally applicable changes regarding successful ABB Front-End strategies, while keeping an important focus on the local front (culturally) - that is, "being global but local" - an often over-used term but very applicable with our strategic focus. Show less

Managing Products Groups in Automation: i.e.Single Drives & Motors.The role also now included managing the local Production Facility (it was a financially losing facility with a poor track record for on-time deliveries). Our initial goal was to make this facility into a black-zero facility & eliminate late deliveries within a time line of one (1) year. If this could not be done, the Production Facility would be closed down.This required that Production Management had to be changed out,new… Show more Managing Products Groups in Automation: i.e.Single Drives & Motors.The role also now included managing the local Production Facility (it was a financially losing facility with a poor track record for on-time deliveries). Our initial goal was to make this facility into a black-zero facility & eliminate late deliveries within a time line of one (1) year. If this could not be done, the Production Facility would be closed down.This required that Production Management had to be changed out,new sourcing processes and protocols had to be implemented for component parts for not only the Single Drives (for ABB Sales Direct but also for our Channel Partners - Wholesalers, Distributors, Value-Added Re-Sellers, System Integrators) but our Production Mandate meant that we also supplied the production for the internal ABB System Drive Groups.This Production Turn-Around took less than one year, & actually exceeding the black-zero goal to an actual consistent 5% profitability - & despite the profitability targets, we remained competitive for our internal & external Customers, & improving our first-pass-yield figures, & approaching a near perfect delivery record. The 5% profit was used within the Production to ensure both contingency as a fund to remain credible & consistent as a Supplier, but also the balance of profit could then be rolled back into the Product Business Units. Keeping the Production Facility open in Canada had also ensured that we could keep high Canadian Content, stay Customer-focused being sensitive to local needs, & allowing Customers to come in to view, first hand, the progress of their order. This was a powerful marketing tool for us! It should also be noted that the Production Facility also made Excitation Systems, Drive Systems, performed staging AND testing which allowed for more revenue streams.During this time, on the Product side, with our internal & external Channels, ABB's market penetration & share increased exponentially. Show less

Drives Manager, Manager and Developer of Channels to Market including such channels as Wholesalers, Distributors, Value-Added Re-sellers, System Integrators, and ultimately internal ABB Systems Groups such as Pulp and Paper Systems, Mining and Metal Systems (including Hoists, Conveyors, Ski Lifts, etc.)Grew the Business from a 6th place position in single drives in Canada to a solid number 2.

Pulp & Paper Drive Systems and Single Drives and Motors; Producing detailed, often multi-million dollar quotations and presenting these important and significant quotations to the Customer. Competing LESS often on pricing and MORE often on value-add (Service, Training, Support, local Engineering, local and dedicated Project Management, having a local Production Facility for high-Canadian Content percentage and therefore allowing high Customer involvement in the Delivery) and on the ABB… Show more Pulp & Paper Drive Systems and Single Drives and Motors; Producing detailed, often multi-million dollar quotations and presenting these important and significant quotations to the Customer. Competing LESS often on pricing and MORE often on value-add (Service, Training, Support, local Engineering, local and dedicated Project Management, having a local Production Facility for high-Canadian Content percentage and therefore allowing high Customer involvement in the Delivery) and on the ABB reputation for excellence including that we could sell the importance of the large installed base we have here in Canada and abroad. This resulted in a high percentage of 'wins' versus the projects we pursued because quoting is an expensive proposition, taking up limited resources (so we focused on the vital few opportunities, smartly filtering, rather than focusing on the insignificant many opportunities): Wisely using all ABB's resources on good, important, potentially highly profitable leads and maintaining the economies of scale to keep the local Production Facility producing at an ideal volume. Show less