As their first full-time executive director, my priority was service delivery for CCIL business stakeholders and governance. After assessing the organization, I led an initiative to de-risk and completed a thorough inventory of policies, processes and identified gaps which led to the development of critical documents such as policies, job descriptions, employee agreements, and board member training. I also led an initiative to complete an IT gap analysis and identified needs and implemented changes to address IT security risks. I continued the implementation of the organization's 3-year strategic direction, completing business plans and project planning to meet the strategy. I also completed a framework for the 2022-2025 strategic plan. I provided operational and financial oversight to manage CCIL within its’ By-Law, Policies and budget. I developed a comprehensive and responsible annual budget and coordinated with the treasurer to maintain the CCIL financial statements, reporting variances with the operating budget. I raised awareness about the organization through a corporate social responsibility and philanthropy lens, and I increased membership by 7%, and social media followers by 400%. I revamped the scholarship program which gained significant, positive, exposure for CCIL, and I launched a new high school award program. I introduced a co-op summer student program and I truly enjoyed coaching the students. I secured over 65 meetings with ministers, government offices and industry associations which built and maintained key relationships. I advocated on behalf of members affected by public sector competition from government laboratories and under my leadership, I worked closely with the public relations service provider and launched a strategic and robust public relations and communications initiatives to address this issue.

As an avid cyclist, this was such an awesome job rolling out the cycling strategy for Ontario, a 20-year vision which outlined goals to promote cycling across Ontario as a viable mode of transportation, augmenting public transit and car ridership.Within the Highway Standards Branch I developed strategic initiatives to execute the cycling strategy. I collaborated with internal stakeholders throughout the 5 regions to develop standards, guidelines and delivered training to design safe cycling facilities. I provided advice to stakeholders related to the cycling aspects of highway design, construction, and maintenance. For internal and external stakeholders, I facilitated initiatives which connected over 9,500 km of glorious cycling routes throughout Ontario.

In this contract position, I was part of the Concrete Section. I worked with team of 10 internal subject matter experts and cross functional teams to develop and update the Ontario Ministry of Transportation specifications to address comments from an auditor’s general report.

I had met the International Ground Source Heat Pump Association executive director at a conference, and it was over a conference cocktail we talked about best using limited volunteer member resources. The idea for a bi-national standard for the design and installation of ground source heat pumps was born. In collaboration with the required stakeholders, I led the development of the first North American standard for ground source heat pumps gaining international exposure for CSA Group and increased membership by 50%. I supported our renewable energy stakeholders by collaborating with our members focused on energy conservation programs. I received a "Friends of the Industry" Award from this industry. I sought opportunity to promote the work by our volunteer expert members. I wrote 12 articles and made presentations to international audiences on CSA Group renewable energy standards.

I developed and managed strategic initiatives, business plans and budgets which met corporate strategies. Within my program, I interviewed, hired, trained, mentored, and supervised two staff. I engaged with diverse groups of stakeholders in the energy sector and maintained relationships with key stakeholders which led to funding. I sought out opportunities to promote the program standards and published articles in national and international periodicals and made presentations to audiences

I was responsible for business planning, budget development and performance management that aligned with the business strategy. I found new revenue streams through proposal development and negotiation of contracts which led to a fully funded program. Continuous improvement is one of my values and I identified process improvements and reduced the schedule for a critical industry standard by 25%. I concurrently managed 15 to 20 complex projects. My committees included volunteer members often with conflicting interests and I facilitated dialogues towards consensus which led to the development of world-renown standards.