Phoena is a federally licensed and regulated leading provider of cannabis with locations in Vaughan and Niagara, winning seven Canadian Cannabis Awards in 2018, including the top award, Licensed Producer of the Year. • Worked with various business units (Sales, QA, Procurement, Grow/Harvest, Manufacturing, Inventory and Fulfilment/Logistics teams) to develop and maintain a master production and excise schedule in order to meet customer / patient demand.• Generated & managed BOMs in SAGE ERP for all cannabis production, packaging and excising SKUs. • Created / Maintained / Closed work orders for each individual production process.• Developed spreadsheets for tracking and managing inventory of packaging components for all SKUs.• Worked with procurement / QA to understand vendor lead times, order patterns and ensuring appropriate inventory targets are set to prevent stock outs or over production.

• Documented over 35 standard operating procedures (SOPs), including equipment work instructions and production batch records to support packaging / manufacturing operations at CannTrust.• Worked with process owners and subject matter experts (SMEs) to identify areas of improvement and reduce operational and financial risks.• Represented the manufacturing team on the rollout of new ERP (SAGE) implementation.• Designated as a system administrator for TradeGecko (inventory systems) to support the scheduling of production orders, packaging/labeling, excising and shipping goods to customers. • Investigated reasons for operational deviations and determined Corrective Action Preventative Action (CAPAs) to ensure documented processes and regulations were adhered to.

AGA KHAN FOUNDATION CANADA (AKFC)AKFC is a private, not-for-profit international development agency which seeks to provide long-term solutions to problems of poverty, hunger, illiteracy and ill health in the poorest parts of South and Central Asia, Eastern and Western Africa, and the Middle East. Developed a scheduling tool to allocate volunteers for fund collection. Documented collection processes & developed training material to support team, organized & trained fund collectors on system data entry & completing required paper-based forms. Participated in fundraising activities, resolved day-to-day issues, Audited forms, batched system entries and deposited funds to bank.

Largest Canadian food retailer, encompassing corporate and franchise supermarkets operating under 22 regional and market segment banners, as well as pharmacies, banking and apparel.Position Description:Led strategic supply chain initiative for corporate Apparel & General Merchandise business. Worked closely with various internal stakeholders, vendors and business partners to identify key metrics, document end-to-end process and provide visibility & reports / scorecards for all offshore orders. • Reduced banking charges by $248K annually by modifying the vendor payment process in collaboration with Sourcing, Finance and offshore vendors. • Decreased supply chain transit time by 7-10 days by finding alternative solutions to current Supply chain processes. • Developed and presented a tracking system to CFIA representatives in order to obtain self-inspection license. The tracking system was used to monitor all offshore seafood SKUs (on-order / in-transit) for Loblaw that require testing and prevent certain order from being allowed into Loblaw distribution network. • Improved speed to market by developing and implement expediting process (via air, trucks & courier). • Develop learning guide to train all new supply chain analysts supporting offshore business. • Lowered labour cost by $34K annually by auto populating a report and avoiding manual data entry for Loblaw Customs.

Position Description:Supported various strategic supply chain projects by building processes and training guides. Identified cost savings opportunities and provided recommendations to streamline the inbound supply chain processes. • Documented current state processes pertaining to Inbound Scheduling across all Distribution Centres (DC’s) nationally. Assisted in developing one centralized Inbound scheduling process to be used for all DC’s. • Built a MS Excel tool for Supply Chain Analysts that provided visibility to lead times for product manufacturing, ocean transit & Inland transit which assisted the Analyst to identify when purchase orders must be issued to meet product instore date.

Largest Canadian owned third-party logistics services company specializing in providing a viable supply chain outsourcing solution for companies in the telecommunications services sector. Position Description:Supported improvement initiatives to reduce cost and ensure parts planning and deployment process were running efficiently. Conduced time studies on warehouse operations to improve processes. • Integrated activities and led Business Process design for the roll-out of new business between Bell Canada, Precision Communications and Progistix-Solutions. The New business was estimated to increase revenue by $0.5M annually.• Administered activity-based time studies to identify areas for improvements, increase productivity and set labour targets for various warehouse operations: Siemens inbound processes, Amazon pack station processes and Sympatico order processing outbound processes.• Developed reports for setting Engineering Labour Standards and established standards for process documentation for the organization.

Hudson’s Bay Company is a global retailer and is the oldest company in North America, with more than 480 stores and approximately 65,000 employees around the world. Some of Hudson’s Bay Company banners include Lord & Taylor, Saks Fifth Avenue.Position Description: Internal consultant to deliver value added process improvements for all areas of the organization. Facilitated various projects, while developing relationships with project sponsors. • Conducted activity-based time studies in order to develop time standards for executing planograms at Zeller stores. The study was estimated to reduce labour costs by $3M to $5M over 2-year period. • Managed, trained, reviewed, validated and supported the business teams in documenting business processes for new system rollout. A total of 200+ processes were documented to support two new systems. Estimated cost savings for implementing processes for both systems was expected to be over $800,000 dollars. • Audited non-conforming processes to identify issues. Audits resulted in a cost savings of $30,000 in labour savings annually. • Created a report for implementing Audit/Evaluation Process for the Bay. The procedures outlined in the report were subsequently successfully executed.• Assessed and quantified operational improvements (Quick Wins) for Bay procurement processes. A total of 25 opportunities were submitted to Continuous Improvement department, creating a projected savings of $40,000 annually.