Led transition to a new facility based in London, Ontario. Equipment selection/relocation, Established KPIs, SQDCP, Led: Project Management, People Development, evaluations and organizational changes, Machine and Fabrication shop, Build shop, Automation team (PLC, Robot, AGV, etc.)

New build; Successful start-up of a brand-new, state of the art Cricket farm, the worlds largest. Recruit and search for the top tier of management (Operations, logistics, EHS, Quality, HR, Maintenance and engineering, continuous improvement).

Site Lead: Safety, Quality, Delivery, Cost and People - Steering and suspension components for the automotive industry. Producing components and assemblies for major customers throughout the world.

Site Lead - HV Coils and components.Safety, Quality , Delivery, Cost & People.

Consultant, then asked to join as COO.

Responsible for the blade production plant in Tillsonburg, Ontario. The product portfolio consisted of 49m, 53m and 55m blades for wind turbines across Canada and export to the UK, Sweden and USA. With a team of over 440 employees (44 Leadership and ~400 Team Members). Direct reports consisted of 11 senior leaders. Instrumental in bringing the plant from a “can’t do”, to a “can do” attitude. This led us winning a Siemens award for the “most improved factory” and we became a benchmark for Global Blade Operations worldwide:○ EHS standards (improved TRIR, LTD’s). ○ Lean Implementation (SIC’s, RCA’s, 5S, Kanban, TPM, improved takt time, etc.)○ NCC’s / cost Savings.Helped the team to Improve factory performance, increasing from 9 to 14 blades per week, stability and KPI’s, introducing OEE measurements on certain pieces of equipment. Again, this has given the Tillsonburg plant global recognition for our consistent best in class solid performance.Unfortunately, I had the misfortune of closing the facility. The only reason behind the closure was purely due to the lack of sales due to changes in government subsidies, etc. I would have loved to stay with Siemens, but did not want to relocate again.

New Build - Food processing plant. The largest processed food plant in Canada. Responsible for a large Reliability team consisting of Maintenance Managers, Supervisors, Automation Manager, Chief Engineer, Process Engineering specialists. Planning department and MRO team. Responsibility for annual expense budget and capital budget. Jointly responsible for the commissioning of all building and equipment within the facility, recruitment, reliability PM & predictive maintenance, TPM, Lean Manufacturing.Familiar with government bodies; CFIA, TSSA, MOECC, MOL. Fully familiar with BRC audits and certification.

Further Processing - Ready To Eat Plant.. Managed the departmental budget ($20.5M) and allocated funds to cover maintenance, engineering, utilities grounds, MRO, WWT and environmental. Due to the closure (my 3rd) I have been heavily Involved with building teams, recruitment for all levels within the department, FAT’s, transformation of equipment to our sister plant, including our new facility in Hamilton, working very closely with all team members, including the commissioning and transformation team. Well versed with CFIA, CAR’s, CVS, sanitary design (building and equipment), QA, H&S, Production and full modern manufacturing techniques.

Turkey processing plant. Managed the departmental budget ($7.5M) and allocated funds to cover maintenance, engineering, garage fleet, grounds, MRO, security and small project related issues and future requirements. I have championed numerous capital projects throughout 2011/12 ranging from $5k to $6.78M. Oversaw unionised trades people and salaried employees (Supervisors and Managers). Introduced full Preventive and Predictive Maintenance program, Performed critical component analysis. Assistant with maintenance and engineering issues within other plants. Site Steering member for standardisation of maintenance and engineering standards across all Maple Leaf plants. Fully involved with the successful installation of SAP, hired and relocated new and existing labour to give a strong leadership team and labour workforce. Fully involved with Corrective Actions Requests and CVS items from CFIA and successful closure of the same. During my time with Maple Leaf CSF I was a key member in closing our Further Processing plant, I was fully involved with transferring product and equipment to our sister plants.

Pork plant: Kill - Process - Ready To Eat meats, wieners, bacon, hams etc. Managed the departmental budget and allocated funds to cover maintenance issues, special projects, future requirements, personnel, etc. Oversaw unionised trades people and staff, including MRO Manager, Supervisors, Chief Engineer, PM department, Waste Treatment Operators, and hourly staff (Electrical, Mechanical, Power Engineers). Performed human resource functions including discipline, interviewing, scheduling, etc. Responsible for OEE’s (Overall Equipment Effectiveness), line performance and fill rate. Performed critical component analysis.

Responsible for full operations within a fast paced tyre production facility - production, maintenance, planning, HS and QA. During my tenure with Pirelli I was involved in all aspects of tyre manufacturing. From retread to high performance OEM sports tyres, from small car to truck.... I have worked through the whole process, compound mixing, tread trains, forcers/extruders, calendars, belts, sidewall, tyre building machines both traditional and MIR's (Machine Integrated Robotic system). Managing people from all functions, involved in numerous projects, continuous improvement. Kiazen, TPM, 5S and lean manufacturing.

Fully created and implemented a Planned, Preventative and Predictive maintenance program for a whole variety of equipment. Created Permit To Work for HV, Two Roll mills, Hot Work. Managed contractors and project work, budget, parts and deliveries.

Maintenance and reiap of all tyre production equipment. Also, licenced High Voltage electrician.

Maintenance and Engineering Manager responsible for a large maintenance team of electricians, millwrights, tool room repair, high level automation team. Control of people, budgets, PM's discipline, training....

Involved with the research, design and delivery of technical courses, Telemecanique PLC's, Kuka Robotics, hydraulic, etc.