Reporting to the CEO & responsible for all Canadian operations within 2 facilities as well as 10 Carrier walk-in repair centres. Provide tactical leadership to a team of over 300 employees (full time and contract) including of 4 Production Managers, 2 Supervisors, 1 Technical Support Manager, 1 Customer Service Manager and 1 Quality Control Manager. • Managed launch of a new facility to support increased volumes and introduction of new customers and processes. • Developed overall metrics, and operational KPIs.• Redesigned process flows and sites schedule and layout to better service customer needs to maintain best in class service and maintaining expectations (increased same day service by 15%)• Improved quality yields and reduced bounce through guiding Quality team to introduce an internal audit program and systemic root cause analysis and problem solving (25% improvement)• Reduced TAT by streamlining process by coaching operations and technical teams and to improve efficiencies and remove process waste (7% improvement)• Acted a point of contact for major customer and carriers when addressing operational issues

Global quality management role with responsibilities of maintaining and improving quality standards for all repair partners for Customer Service division. Operations Management for BlackBerry’s North American repair facility. Provide tactical leadership to a team of over 80 employees (full time and contingent) including of 4 Regional Quality Managers, 2 Production Managers, 1 Technical Manager and 1 Production Planner. • Participated in the process map and restructure of customer service division support model through partnership with cross functional teams to design vision, process and metrics• Co-Managed transformation of Canadian repair facility to Centre of Excellence by building a Continuous Improvements culture and identifying areas to improve 5S, reduce waste and increase efficiencies• Reduced cost of repair by 18% through the implementation of a demerit cosmetic specification for refurbished product by working with carriers to align requirements with customer expectations.• Contributed to $36 million annual savings by introduction of refurbishment process of high dollar value parts used in the repair process.• Managed insourcing of device repairs in the Americas resulting in over $4 million annual savings and improvement in customer satisfaction and repair Turn Around Time• Improved product qualification travel budget by 88% through the introduction of a systemic remote qualification and phantom RMA processes that eliminates need for travel resulting in cost savings, reduction of qualification time and increase of audit coverage• Developed overall service quality metrics, operational KPIs and global site performance scorecards

Acted as primary point of contact between various hardware and software groups for all product initiatives requiring manufacturing support on released products. Led review of pilot build requests and identified locations globally for execution. Coordinated product specific cost reduction, process improvement and end of life initiatives. Reported on critical product metrics and improvement activities including yields, cost field returns and supply & demand performance. • Project managed a cross functional team to reduce receiving discrepancies for one of the major carries from 25% to 6.50% in 3 months and to 1.80% in 6 months by addressing proper root cause and driving teams to introduce systemic corrective and preventative actions.• Coordinated prototype builds globally to support engineering initiatives of introduction of multisource parts and engineering changes due to cost reduction activities.• Designed and implemented monthly in-life product scorecard improving visibility to all product metrics and risks

Management of manufacturing, quality and documentation groups. Responsible for overseeing NPI activities from concept phase to production release. Responsible for introduction of new products to contract manufacturers and transfers between partners locally to globally. Acted as liaison between contract manufacturers and design team to address design issues and provide design for manufacturing feedback. • Reduced labor cost of product by 22% during first year by working with contract manufacturer to understand and improve manufacturing process and eliminating waste.• Improved cycle time for Engineering Changes from 3 weeks to 5 days through reviewing inefficiencies, eliminating redundant steps.• Analyzed product at concept stage and calculated manufacturing cost through prototype and production stages for business case review and approval by the Board prior to proof of concept stage. Cost estimates were within 95% of actual once product launched• Introduced Design for Manufacturing guidelines to NPI phases to ensure new products were being designed with ease of manufacturability to reduce cost and increase speed to market.• Managed all company prototypes from design stage to release. Ensure all prototypes are released and built in a timely manner to meet company’s first to market target.• Maintained system for ECOs (Engineering Change Orders) and PCRs (Part Change Requests)• Managed contract manufacturers (local and non-local) manufacturing issues through production meetings to ensure issues are resolved in a timely manner to safeguard production • Organized and coordinated NPI activities to transition product from prototype to production• Documented and develop departmental current processes and proposed future state processes• Directed Contract Manufacturers (local and overseas) on production activities and schedules to ensure they met sales requirements.• Promoted from Project Manager to Manager - Engineering Services in 2007