- Identify Canadian specific product requirements- lease with the North American product leaders to ensure support is provided - map all current offerings with efforts to create a North American product deliverable with our US counterparts ensuring a seamless experience for North American customers- identify enhancements required to current product suite for Canada and determine strategy - manage project to identify and clarify product deliverables, roles and responsibilities across our Operations and Commercial organizations.

• Lead Canadian contact to manage the Canadian requirements during a US and Mexico integration of GE Fleet Management into Element Fleet Management. • Representative to ensure system gaps are fulfilled to include Canadian needs and acting as product owner for Operational teams (ordering, licensing, taxable benefits, fuel, card production, account management). • Responsibility includes representing strategic IT decisions for new system development and data migration initiatives sharing best practices learned during 2014-2015 Canadian integrations.• Coordinated testing for all new technology solutions, coordinated training and communications to internal and external stakeholders • Managed all defects for the Canadian business while navigating the change management landscape.

• Identify, prioritize, and establish business process improvements in partnership with managers and ensure all supporting documentation, training, change management, and metrics are developed and instilled in business’ culture.• Develop Operations Leadership Program (OLP) to aid in future talent development/recruitment and utilize team in agile fashion based on current needs of business to drive process improvement or for occasional supplemental tactical support• Develop metrics to allow for transparency in business performance, employee performance and client visibility • Manage Operational integration of 3 large Fleet Management companies including process gaps, system enhancements, data integrity • Establish post-migration processes with managers and ensure all supporting documentation, training, change management, and metrics are launched• Develop Customer Experience web portal to publish metrics, dashboards, documentations, communications and all training materials. • Manage the creation and adoption of “smarter, faster, better” culture throughout employee base via team meetings, projects, communications, campaigns, recognition, and idea generation system

• Create strategic alliances with organization managers to effectively support key business initiatives. Build and retain high performing team by coaching, developing and motivating.• Develop and maintain strategic vision for departments including service product enhancements • Creation and implementation of strategic vehicle acquisition and account consultants to provide proactive consultation to clients.• Work collaboratively with Business Development and Account Management to develop customer strategies and deliver results – utilizing trending analysis and feedback forums • Analyze customer feedback through survey or transactional data to identify key performance indicators and create metrics for control• Develop and communicate measurable goals for each manager and coach them to expand down to team whilst staying focused on the business targets and objectives• Work alongside my US counterparts to ensure consistent approach to fleet management for North American clients• Key stakeholder for the ordering and licensing system redesign (in progress)• Report on monthly KPI’s and metrics to the Executive council in Maryland• Maintain balanced budget and expenses through monthly reconciliation • Create business case documentation to HR and finance for employee needs, departmental strategies and resource allocation.• Mentor Lean Sigma Black Belts through project completion

• Oversee team of acquisition specialists and implement efficiencies to improve customer experience. • Support and coach team through ongoing one on one discussions and performance management process• Create and report monthly on KPI’sAccomplishments• Introduced process efficiencies allowing a cycle time reduction of 60% for Out of Stock purchases and increased 1st pass yield to greater than 85% for last 14 months ( 20% improvement over 2010)• Implemented quality audits and random performance checks to reduce error and increase accountability resulting in a 93% reduction in controllable write off’s over 12 months• Instrumental in creating a strategic consultation team providing a proactive approach to fleet management • Developed data driven formula to normalize and balance customer service workloads allowing for a more effective team and focus on putting the right work in the right place• Developed strong relationships with all levels of the organization across Canada. Quickly gained credibility as a trusted advisor, coach and leader. Within first 18 months – assumed 2 additional teams and a promotion.

Management responsibility for Operational Fullfillment area of Fleet Organization. Devlop strategic Operational vision for departments. Interaction at all levels of the organization inclusive of sales, marketing, finance and US counterparts. Product development and fullfillment process development.Directly responsible for the vehicle ordering, licencing and taxable benefits departments (17+ employees with additional seasonal staff)Primarily responsible to manage performance and process improvements of employees through data collection and analytical review. Develop strategic vision for Operational departments including service product enhancementsRegular communication with Senior Leadership Virtual ownership for the payment team located in our US office. Organize weekly meetings with Manager of payment team to review status and metrics reviewManage weekly/bi-weekly/monthly results and report to business.AccomplishmentsAppointed as Ombudsperson for Fleet Canada in 2006Recognized as SME for Fleet OperationsLed the team that developed a new driver history product to the business including communication plans, training plans. This product was introduced in Oct 2007 and within 2 months, produced over 2860 driver history records compliant to all privacy legislations. I was presented with a Growth Leader award for this product rollout.Strong Canadian dollar warranted an analysis to import US vehicles. Documented report included timelines, cycle times and communication plan to all customers. I was presented with a Growth Leader award for this project.Developed process to expedite the process for payment of vehicles allowing for a $30MM increase in volume within 2 monthsKey member of the team that implemented changes using LEAN methodology reducing vehicle order cycle time by 50% Maintained a 0% voluntary turnover within departments.Increased the licence plate renewal timelines from 82%

Management of Customer service team that interacted with our National Accounts. Collaboration with Operational fullfillment departments to ensure quality, efficient service to client base. Development of key strategic relationships.

Responsible to ensure all hardware/software was maintained, rolled out and up to date for all internal and external staffSingle point of contact for all system related functionsEnsure all network servers were maintained with regular backup functions performedEnsure all printers were maintainedOrganize and arrange all external service calls for any hardware needs

Supervision of all accounting processors in the Central Processing Centre of the Canadian Operation. Analysis of funding dollars for forecasting and budgeting purposes

Coding and preparing invoices for processing and issuance of payment to customers. Reconcillation of funding dollars issued.