Build Labor Relations/ HR expertise in HR professionals. More specifically services include:-Building overall labor relations strategy for organization -Grievance handling and arbitration preparation-Discipline and terminations-Collective bargaining strategy development including attending negotiations-Building union/management partnerships- Coach line managers and HR professionals on change-management strategies- CBA interpretation and Administration- Wage, Benefit and Pension benchmarking- M&A implementation

As a member of the Regional Executive team, provided strategic vision, change consultancy and human resources expertise to the Regional entities. Notable Accomplishments:▪ Successfully designed and implemented a HRIS (Workday) on a North American basis, as an enabler for the future integration of the Human Resources function. The implementation required overcoming many challenges related to a very aggressive time frame of 8 months.▪ Designed and implemented a new North American HR structure with significantly enhanced talent to drive the HR agenda. Replaced 70% of the HR team and saved $2M+ in costs.▪ Embedded a “Let’s Talk Talent” Eco-system (new Leadership Competency model, learning agility, 9-box talent matrix, functional talent and performance calibrations, succession planning for critical roles, IDP creation) requiring significant change management to make happen. Launched Betterup as a virtual coaching tool for our top100 talents.▪ Designed and embedded a new performance enablement process focused on quarterly goal setting (OKR’s) and monthly Performance Huddles between employee/manager that focus on goal planning and tracking, employee development and two-way feedback.▪ Embedded Leadership assessment center capability and HireVue Gaming Assessments in external selection to validate talent leveraging objective data.▪ Monitored employee wellbeing & health during the COVID crisis and introduced many protocols and initiatives as required, resulting in minimal production disruptions, reduced employee fatigue & burnout, and zero employee hospitalizations. ▪ Successfully implemented various Reward strategic initiatives including a significant redesign of the STI (bonus) • Successfully negotiated a 4-year agreement with the HWSL plant employees retaining the gains achieved in 2017 while significantly enhancing our work flexibility in our distillery continuous operation through the introduction of a 12-hour shift schedule.

As a member of the executive team, provided strategic vision, change consultancy and human resources expertise to the Canadian organization (both supply and commercial). Notable Accomplishments:▪ Successfully developed and implemented various integration initiatives for the supply/commercial organizations (common compensation structure, people policies, benefit program, value statement) to foster a one “Canada company” mindset.▪ Seven-peat winner (2012-2017) in the Great Place to Work Best Workplaces in Canada competition▪ Employee engagement levels sustainably improved over a 7-year period and exceeding Canadian norms by double digits.▪ Anchored assessment center capability into the selection and talent management processes to validate current capabilities and potential. ▪ Created a HR Scorecard that highlighted performance against key People measures with monthly Executive review.▪ Winner of the PR Best Practice HR award for “Corby’s Den”, where employees were provided the opportunity to present their innovative ideas for top line growth to the Executive Team and for “ITHANK”, a peer-to-peer recognition system.▪ Accelerated diversity efforts around gender to improve our overall female diversity level to 47.1 % and talent pool population (from 33% t0 41%).▪ In conjunction with Sales, developed and implemented two standardized best practice performance management processes.▪ Successfully negotiated 3 successive 3yr. collective agreements with the HWSL plant unions without a work stoppage. Highlights of 2017 bargaining included lump sum wage payments, new hires starting at 65% of the prevailing wage (8 years to achieve full wage), the closing of the DB Pension plan to new hires and the introduction of a DC pension plan for new hires. Improved operating and wage cost advantages over competition.▪ Successfully outsourced our unionized plant security function to a third-party vendor resulting in annual savings of $500K with no reduction in our risk profile

Provided change consultancy and human resources expertise to the 5 production facilities in the US and Canada.Notable Accomplishments:▪ Developed and flawlessly executed a plant closure HR plan for our largest US facility, including the successful completion of effects bargaining with the key Union groups and the successful transfer of 4M cases of blending and bottling to our Fort Smith facility. Key member of the project team that subsequently sold the facility to Angostura resulting in a $16M reduction in liabilities.▪ Developed the HR right-sizing plan for our Windsor plant resulting from the Jim Beam decision to transfer the majority of its CC bottling to its US plants. Was a key contributor to the development of a 3 year – 12.9M costing savings initiative directed at sustaining the long-term viability of the facility.

Provided specialist Reward & Performance Capability design and consulting to the various North American business units.Notable Accomplishments:▪ Successfully introduced an AD Executive Global Performance Share Plan design in lieu of the Executive Share Option Scheme that maximized managerial flexibility to differentiate amongst the employee group and realized an expense savings of ₤10M.▪ Led the design and successful integration of the PR/AD benefits/pension/ 401K offerings for 2,100 US participants. Leveraged vendor negotiations and self-funding opportunities, resulting in zero health care cost inflation and employee cost share at 2005 levels.▪ Designed and executed the integration severance program for 350 US and Canadian terminations resulting in minimal litigation and the transition strategy/ plan for 1650 former AD employees transferring to Fortune Brands/Dunkin Brands. Significant negotiation required in pension and retiree healthcare matter▪ Led a very comprehensive total compensation review for Mexico and re-positioned the entire reward package for the new combined PR/AD business in line with the desired market position. Employee acceptance quite high, despite significant reduction in some reward elements.

As a member of the executive team, provided strategic vision, change consultancy and human resources expertise to the organizationNotable Accomplishments:▪ Aligned the people strategy with the business strategy & tactics, enabling the overachievement of business plan performance targets for 8 fiscal years, and realizing $85M in Cost Saving/Value Engineering ideas.▪ Transformed our employee/leadership capability (position turnover rate equal to 80% vs. 1996) through the introduction of a competency-based development/succession planning process for all salaried employees, comprehensive leadership training, competency-based selection processes for new hires/internal promotions, early retirement incentive schemes to create openings for top 20% performers, and through dealing with “right person, right job” mismatches.▪ Successfully re-engineered our US health care and pension design to market-median from 90th percentile, including introducing a “cash-balance” pension design and introducing several self-insured regional PPO networks with reduced employee/employer health care costs.▪ Reduced our accident severity rate by 88% through the introduction of comprehensive Health & Safety and Early Return to Work programs. Achieved OHSAS 18001 certification.▪ Created various labor relations strategies that enabled the successfully negotiation of nine 3-year Collective Agreements without a work stoppage and union avoidance at our non- union facilities. Enhanced operating and wage cost advantages over competitors.▪ Reduced the Windsor Security workforce by 58% through re-engineering efforts.▪ Developed, communicated and implemented a market-median health care design for US retirees, resulting in a FASB106 liability reduction of $16m (US).▪ Designed and lead the change agenda behind the successful technical and cultural transformation of the Windsor Bottling organization and the embedding of a planned preventative/predictive maintenance mindset in the organization.

As a member of the market unit senior management team, provided human resources leadership and vision to the Western Canada Operation.Notable Accomplishments:▪ Significantly exceeded market unit performance targets over the 3-year period and, recognized as North America’s most effective market unit in 1996.▪ Significantly enhanced our selling excellence capability / competitiveness through the fundamental restructuring of our sales operation. This key strategic change initiative involved the creation of a “best practice” sales call center, and a “value” selling approach; and required the development of various selection, on-boarding, reward and training processes which were subsequently adopted nationally.▪ Successfully negotiated 13 collective agreements without work stoppages. Highlights of 1995 bargaining included a 2-year wage freeze and obtaining operating and workforce flexibility substantially greater than the industry norm.▪ Provided change management direction and counsel regarding implementation of numerous production, warehousing, product delivery and merchandising re-engineering and best practice initiatives resulting in significantly enhanced employee capability and a 1996 vs. 1993 cost per case index of .73.▪ Anchored the use of comprehensive selection processes for all hires and internal promotions; and became a significant exporter of talent to other North American market units.▪ Achieved top quartile North American employee opinion scores on key organizational health indicators.