Lead a team of talented, dedicated and engaged employees that procure, supply, and distribute automotive glass for the Leader in glass repair and replacement in Canada and the World.

Strategy and Management consultantExecuted half a dozen mandates in assisting individuals, ranging from Senior Executives to and mid-level senior managers, to achieve various missions, from developing Operational strategies, expanding roles to Global mandates, counseling in organizational redesigns or just peer coaching. • Mandates were in operations, business development, supply chain, logistics, and 3PL• Fields of work were in Aerospace, Healthcare, Warehousing, and Manufacturing Industry.

Reporting to the President and member of Senior Executive Team, is ultimately accountable for improving Customer experience through Service and Support operations across Canada.• Achieved top ranking organizational excellence recognition: recognized as best Roche Diagnostics Support operations of the whole Group (Internal Corporate Audits); was ranked #1 in Customer Experience of the In-vitro Diagnostics industry in Canada for Service and Support (IMV ServiceTrak); and Roche’s Call center was ranked top 25 Small Call Center in all North America (BenchmarkPortal).• Transformed a team of over 130 professionals, representing half the whole organization, and led by 12 Regional, National and Head Office Managers.• Developed novel strategies to allow Roche to install new laboratory instrumentation to test PCR SARS-COVID-19 across Canada, in half the time and 5X more installations during the worse of the Pandemic• Anticipated and elevated talent growth of Support organization (from 70 employees in 2008 to over 130 in 2021).

Was hired to elevate the Distribution group and make it a State-of-the-Heart Supply Chain operations. Reporting to the President, was a member of the Senior Executive team. The Supply Chain group consisted of about 50 employees, and 7 managers.• Aggregated all procurement entities, including indirect purchasing, contracts, order entry and warehouse into a cohesive and integrated Supply Chain operation. • Achieved industry leading On-Time In Full fill rates (from low 80% to above 94%) by developing balanced scorecards, Sales and Operations Planning (S&OP) activities and, implementing new Inventory practices and introduced concepts of Cold Chain Management• Increased my impact on the organization by acquiring the responsibility of all Building Management, as well as Environment, Health and Safety. • Succeeded in preparing the organization for current pandemic response by implementing a new EH&S Program, containing a robust Business Continuity Plan.• Obtained PMI certification in this role to learn how to improve implementation projects, including change management activities therefore minimizing customer impacts.

• • Reporting to the V-P Aftermarket, and dotted-line to the Director of Logistics, improved Demand Planning, Forecasting and Inventory Management of aftermarket inventory. • Indirectly coached and led 7 logistics managers handling aftermarket overhaul centers inventory and parts repair centers in Canada, USA, Brazil, Germany, South-Africa and Singapore. • Achieved large reduction of inventory (+$100 million USD) by slashing through dormant inventory and significantly increased aftermarket inventory turns.

• Grew the Operations’ group IT project portfolio from about $5 M a year of IT projects to $25 M investments in the last year by demonstrating higher ROI and shorter Payback.• Led the largest group of creative IT Developers for the SAP Platform: MM, PP and SD, as well as Warehouse Management accountability. Group was led by a manager who oversaw 12 IT specialists.• Accomplished higher visibility and usefulness of our PWC Supplier portal through a group of e-Business specialist led by an experience e-Business Manager.

• Reporting to the Vice-President Operations and member of the Senior Leadership Team was challenged to consistently deliver 5,000 Clothes Dryer Appliances a day, in a make-to-order environment, while lowering variable operational costs. • Led 2 managers, and about 10 supervisors, where over 1,000 employees worked on 3 working shifts. • Unionized environment; was instrumental in the successful renewing the Collective Agreement.