My on-going consulting practice focusses on providing water system-related fee and rate planning services to underserved organizations. Past engagements include providing a life cycle financial plan for the Becher Bay First Nation Waste Water Treatment Plant (Metchosin, B. C.), and developing long-term rate plans for the Sunshine Coast Regional District Main Water System and Resort Municipality of Whistler Water, District Energy, and Sewer System.

Senior Civil Engineer, Project Manager, and manager-designate for AECOM's Victoria Office. Canada lead for COVID-19 related pursuits, regional APIC transition leader, and responsible for local office systems pandemic preparedness / response and field occupational health and safety. Primary engineering focused: private developer business development, MMCD Contract Administration, and private development design and permitting. Successfully negotiated four party WWTP SARS-CoV-2 monitoring… Show more Senior Civil Engineer, Project Manager, and manager-designate for AECOM's Victoria Office. Canada lead for COVID-19 related pursuits, regional APIC transition leader, and responsible for local office systems pandemic preparedness / response and field occupational health and safety. Primary engineering focused: private developer business development, MMCD Contract Administration, and private development design and permitting. Successfully negotiated four party WWTP SARS-CoV-2 monitoring research agreement (UBC, AECOM, CRD, plant). Show less

Responsible for all company operations including Engineering consulting practice, finance, administration, HR and IT. Personally responsible for 25% of new business development. Management projects included:Modernizing and reorganizing design models in use by technical staff.Reviewing and closing out completed and discontinued projects.Developing business growth strategy complementary to core business.

Performing site inspections and business development services as an independent contractor to MSR Solutions Inc.

Reporting to the CAO, responsible for aspects of Regional sewage collection and treatment, water supply and distribution, solid waste management, public transit and fleet maintenance. Managed a department of over 60 staff with an annual operating budget of $14 million and typical capital program of $5 million. Responsible for nine water systems (source, treatment, transmission, distribution, metering) servicing 95% of the Region, 14 decentralized wastewater treatment and disposal systems… Show more Reporting to the CAO, responsible for aspects of Regional sewage collection and treatment, water supply and distribution, solid waste management, public transit and fleet maintenance. Managed a department of over 60 staff with an annual operating budget of $14 million and typical capital program of $5 million. Responsible for nine water systems (source, treatment, transmission, distribution, metering) servicing 95% of the Region, 14 decentralized wastewater treatment and disposal systems, solid waste management services (two landfills, refuse collection, diversion programs, recycling), public transit, fleet management, and corporate sustainability services.• Negotiated inclusion of appropriate tidal flood and geotechnical hazard mitigation into pre-existing Square Bay WWTP design-build agreement while keeping project within $1.4m CWWF funded budget• Coordinated with Planning Department and Developer a negotiated effluent impact risk-mitigation strategy within Gibsons, B.C. subdivision development application• Ensured uninterrupted community water supply throughout 2017 drought, including preparing for and deploying emergency siphon• Achieved expedited approval of siphon-related installation and water taking permits from FLNRO, BC Parks and Sechelt First Nation• Managed highly successful community conservation outreach program, with two megaliter per day proven reduction in demand due to encouraging and supporting private-side leak repairs• As Inventory Management Initiative project lead, resolved process roadblocks preventing billing to BC Transit, Fire Departments and internal fleet customers• Ensured island waste cleanup program completed to community satisfaction despite failed tender, new contractor and equipment, and challenging tidal conditions Show less

During my tenure at Whistler I led 45 to 60 staff, and managed an annual average $18m combined capital and operating budget.From 2013 I reported to the General Manager, Infrastructure Services, and was responsible for all strategic and project planning, asset management, capital works and operations for Whistler's waste-water treatment, sewage collection, municipal water supply and distribution, and district energy supply (DES). These responsibilities included management of lab… Show more During my tenure at Whistler I led 45 to 60 staff, and managed an annual average $18m combined capital and operating budget.From 2013 I reported to the General Manager, Infrastructure Services, and was responsible for all strategic and project planning, asset management, capital works and operations for Whistler's waste-water treatment, sewage collection, municipal water supply and distribution, and district energy supply (DES). These responsibilities included management of lab operations. I also performed acting responsibilities in the General Manager’s absence. Prior to 2013 I reported the General Manager, Environmental Services, I was responsible for operations and maintenance of water, sewer, sewage treatment, roads, storm-water management, solid waste management, fleet procurement, vehicle maintenance, and central parts and supplies management. Show less

Providing clean energy and energy conservation services to institutional and business clients.Practice includes site survey, feasibility analysis, system recommendations (considering regulatory, technological, environmental, site, and product constraints), system design, regulatory and funding application assistance, tender and project management services

Township of Georgian BluffsReporting to the Chief Administrative Officer, I was responsible for capital works and operations of Recreation, Facilities, Environment, and Roads. During my two years as Manager I administered a $3.5m operating budget; three departments with three direct non-unionized reports and one unionized direct report, 17 indirect unionized staff, three major multi-year service contracts, and about two dozen other annual service contracts.Facilities and… Show more Township of Georgian BluffsReporting to the Chief Administrative Officer, I was responsible for capital works and operations of Recreation, Facilities, Environment, and Roads. During my two years as Manager I administered a $3.5m operating budget; three departments with three direct non-unionized reports and one unionized direct report, 17 indirect unionized staff, three major multi-year service contracts, and about two dozen other annual service contracts.Facilities and Recreation included capital works, maintenance, operations, concessions and bookings for 27 buildings, 22 parking areas, 26 properties requiring grounds maintenance, 12 playing fields and ball diamonds, and seven other structures (docks, public stairs and field lighting systems). The buildings included the Municipal Hall, three arenas with ice rinks and rental spaces, one stand-alone community hall, water and sewage treatment plants, vehicle sheds, sand domes, etc. Environment and Roads included non-facility capital, operations, contract management and negotiation for water, waste-water, municipal and residential waste collection, landfill and road operations. Show less

With announcement of the Presstek merger in August, 2005, I accepted a new role as both the Chicago project leader for closure of the Chicago facility and interim Director of Customer Operations. I was responsible for USA field service dispatch and parts orders, and all global order processing for the two companies through the merger consolidation period.• Project managed site closure and relocation• Managed new office facility• Fixed outsourced call center quality/process… Show more With announcement of the Presstek merger in August, 2005, I accepted a new role as both the Chicago project leader for closure of the Chicago facility and interim Director of Customer Operations. I was responsible for USA field service dispatch and parts orders, and all global order processing for the two companies through the merger consolidation period.• Project managed site closure and relocation• Managed new office facility• Fixed outsourced call center quality/process issues• Initiated and managed consolidation and documentation of diverse customer support and sales order procedures• Developed ERP integration strategy, project managed changes resulting in 87% reduction in order processing steps, reducted order response time, accuracy improvement, increased employee and customer satisfaction• Mitigated customer impacts via redesign and project management of closure related phone system changes Show less

I joined ABDick as Director of Information Technology, reporting to the President. With announcement of the Presstek merger in August, 2005, I accepted a new role as both the Chicago project leader for closure of the Chicago facility and interim Director of Customer Operations. I was responsible for USA field service dispatch and parts orders, and all global order processing for the two companies through the merger consolidation period.• Project managed site closure and relocation•… Show more I joined ABDick as Director of Information Technology, reporting to the President. With announcement of the Presstek merger in August, 2005, I accepted a new role as both the Chicago project leader for closure of the Chicago facility and interim Director of Customer Operations. I was responsible for USA field service dispatch and parts orders, and all global order processing for the two companies through the merger consolidation period.• Project managed site closure and relocation• Managed new office facility• Fixed outsourced call center quality/process issues• Initiated and managed consolidation and documentation of diverse customer support and sales order procedures• Developed ERP integration strategy, project managed changes resulting in 87% reduction in order processing steps, reducted order response time, accuracy improvement, increased employee and customer satisfaction• Mitigated customer impacts via redesign and project management of closure related phone system changes Show less

My customer support teams achieved the highest industry customer satisfaction ranking from November 2003 to June 2005 by frequently achieving 4.8 out of 5, as independently reported by the Computer Technology Industry Alliance (CompTIA).• Responsible for global support of Teklogix and Cisco handheld, access point and routing products, related application software development support, technical training, and Americas repair administration and related ISO 9001 quality processes• Service… Show more My customer support teams achieved the highest industry customer satisfaction ranking from November 2003 to June 2005 by frequently achieving 4.8 out of 5, as independently reported by the Computer Technology Industry Alliance (CompTIA).• Responsible for global support of Teklogix and Cisco handheld, access point and routing products, related application software development support, technical training, and Americas repair administration and related ISO 9001 quality processes• Service project leader for design and implementation of global customer extranet: 2003 Data Collection Online ACE Award winner• Design leader for knowledgebase document management workflow infrastructure, and redesign of Developer Extranet to support search and presentation of knowledgebase articles • Led telephony upgrade in ’05 to global multi-site Voice-Over-IP based system• Initiated, designed and project managed implementation of Windows 2000 Server-based Computer-Telephony Integrated (CTI) multi-media interaction queuing system• Re-created the Technical Training department, setting and accomplishing aggressive time-to-deliver targets for new computer and network product training • Improved supportability of OEM products by developing and negotiating supplier Service Level Agreements• Boosted effectiveness of Service inputs to product design teams: developed and deployed risk analysis tool and numerically quantified Service requirements• Corrected ISO 9001 non-conformances and transitioned support team to 7x24 live support in my first year Show less