Member of senior leadership team with 8 direct reports serving an organization of 400 across 6 sites. Accountable for Planning and Forecasting, Procurement, Logistics and ERP Master Data across all sites. Responsible for coaching, mentoring and succession planning within department. Point person on external vendor relationship management. Managing a budget of $20M. Strategized the integration of co-manufacturing and collaborated on an acquisition that resulted in the largest product launch in the industry (Jeeter’s in Canada)

Strategic partner to the COO and Senior Leadership Team with overall responsibility for continuousimprovement initiatives across the company for 3 sites with a total headcount of 250 across Ontario and Quebec. Accountable for identification and execution of capital projects, operational margin improvement and process control through establishment of KPI’s and development of roll-up dashboards across the organization. Individual contributor securing results through others, working closely with General Managers and Managers across facilities to drive CI and margin improvement.Collaborated directly with corporate leadership and with front-line employees to provide both high-level strategic insights and to provide ground-level tactical direction, which largely contributed to the success of the projects and the adoption of the practices long-term by the front-line employeesEstablished and propagated a continuous improvement culture through Town Hall, area-employee led projects and highlighting CI achievements on public monitors to bring a level of team-pride and one-team culture that held the gains once they were achieved.

Collaborated as the owners representative on the design and construction of 2 facilities, for a total CAPEX of $400MCoordinated with teams of Engineers, Architects, City Planning, Designers, Specialists in Agriculture, Equipment vendors and suppliers to create best-in-class facilities. 6 years later, the resulting lowest cost per unit due to excellence in design is one of the main contributors to the success of the companyAchieved excellence in design through consistent benchmarking on all critical aspects of the production process, including utilities usage and sizing of production spaces. Given the unique nature of this design-build, researched and analyzed different builds with industry experts and challenged assumptions and criteria before proceeding with the final designDesigned, sourced and commissioned an extraction facility in a highly regulated industry Planned equipment and staffing for a facility of 2OO employees, including work functions, SOP’s and required performance levels - from inception to production

The cannabis industry is currently in it's nascent stages. This presents the opportunity to understand and help shape this industry from the ground-up. Production strategies, understanding the market, catering to new needs and developing standards that serve as a basis for comparison within the industry and that will help guide public health and consumer well-being need to be developed and I am fortunate to find myself operating in the heart of this generational opportunity.Working with a small team of <10 people (BD, Operations, Investor Relations, Owners, QA/Reg) we secured all critical licenses to expand business offerings, engaged the premier designers and builders in the industry, and achieved $400M in the largest IPO in the industry.In the early days everyone, myself included, wore many hats. I worked with the City and the designers to further our design concepts for building permit submissions, worked with the architects and engineers to size the spaces to our required capabilities, worked with equipment suppliers to understand acquire the relevant equipment to run our processes, created marketing and promotional content, and benchmarked our expectations against the rest of the players in the industry.Built the small team out to a team of 200 people, with fledged out marketing, finance, sales, business development, HR, QA, Regulatory and administrative functions as operations scaled up.

Broadening Horizons | Breaking Barriers | Removing Educational Fear | Encouraging Intuition in LearningI have a passion for the educational process and have, over time, developed my own philosophy on the purpose and intent of education. My intent with education has always been true to the root word "educe" which means "to draw forth". Over the course of 9 years of teaching, I have earned the friendship and respect of over 500 engineering students at McMaster University and it has been one of the most enriching decisions of my life. Over the coming years, I look forward to continuing my involvement in education and to continue to craft methods that revolve not around the delivery of knowledge to a student but rather to "draw forth" a persons intelligence to bear upon issues in a way that builds from first principles while preserving their intellectual creativity.• Created and delivered curriculum for first year and second year engineering students at McMaster University in Physics (Mechanics, Electricity, Magnetism), Math (Linear Algebra, Multi-variable calculus) and Chemistry (inorganic) for 7 years• Widely popular paid courses were attended by majority of incoming freshmen classes every year, with many students crediting their love for engineering to the delivery of the course content• Crafted delivery of curriculum to impart my own love for learning while also helping students connect with the physical reality of the subjects such that they were not simply learning concepts, but rather were able to see/feel/imagine how the concepts manifest themselves in reality – bringing the content to life• Routinely conducted lectures of >100 students, with majority of growth due to referrals• Grew business to include other faculties (other than Engineering), with content being delivered by other employed tutorsFacebook Page: https://www.facebook.com/groups/mcmasterscholars/

• Spearheaded critical installation capital project in Steelmaking – completed project 6 months ahead of schedule, 300k OPEX savings• Redesigned process for bottom-change for EAF furnace; reduced change-time from 16 hours to 8 hours, a monthly process at line time of $30k/hr• Redesign of heat shields and cooling coils for furnace components, reducing downtime and failure rate• Conducted complete analysis of all equipment in the Hot Mill in preparation for major production improvement initiative• Improved process for forecasting and scheduling of orders in Automotive Sales, resulting in $1.2M annual improvement• Liaison between Dofasco and a key client (Magna) in the role of Automotive Technical Sales, improving product quality and reducing defect rate as received by the customer• Supported a control system change in the Cold Mill in the role of Process Reliability Engineer. Round the clock support of product quality metrics as the new system was being commissioned• Developed the first accurate analytical model to classify a key product feature – Shape. Shared the learnings throughout the organization to improve understanding of use of the metric and imbed into internal quality standards for product release. Standard and model resulted in $2M reduction of scrap and increased confidence of product release between internal business units

As my first "official job", I was uncertain as to the possible scope of my involvement in decisions that could have an appreciable impact on our business prospects. However, this was an eye opening experience.Through the 16-month internship, I: - Managed a critical installation project (6-months early completion, $300k in value recovery) - Conducted multiple equipment redesigns for the Electric Arc Furnace to extend equipment life - "Broke the Mold" on a bi-weekly process that, historically, has taken 8 hours to complete and brought it down to under 6 hours, @ $30k an hour in down-time. - Made friends and grew as a person beyond any threshold that I could have imagined.

I worked for one of my favorite professors, Dr. Phil Koshy, during the summer of 2010. Dr. Koshy has always aimed for elegant solutions to some of manufacturing's problems. In 2010, we were setting the stage for a tribological study to determine if there was an "elegant solution" to the problem of micro-texturing surfaces using Electric Discharge Machining. Micro-texturing acts as lubricant reservoirs and can reduce friction between surfaces by up to 30%. The implications of a manufacturing-friendly means to employ EDM for this task was very exciting and interesting. We explored process and materials solutions to the problem but, as expected, did not reach any meaningful conclusion in my 3-month role.