2009Tasked with restructuring the sales organization to achieve strategic sales and marketing goals. Develop/implement new remuneration plans, administrative controls, training plans, territorial selling structure and sales team recognition programme. New team in place by start of 2nd half of fiscal year,Implemented new training structure to quickly develop sales team industry knowledge,Created new order control system to expedite quotes/orders implementation,Developed NEW marketing approach to create new sales leads for sales team,Established "A" client business strategy to grow business with Fortune 500 Clients

President of International Importing Business 2005- 2008Developed business plan and established business contacts in the Orient to import products to the North American market! Implemented a strategic investment plan for long term growth and development of facilities in Canada. Developed business contacts in Canada and the United States with major retailers such as Home Depot, Presidents Choice, Lowes, Costco, Canadian Tire, etc. ,Sourced and developed line of Solar products to drive company growth,Implemented, negotiated and finalized purchase of over 80,000 blue jeans by a Major retailer in the U.S. market,Negotiated exclusive electronic product distribution for the North American marketplace,Established National Accounts sales representation in Toronto, Montreal and Vancouver,Developing business plan for expansion of distribution to European marketplace,Direct negotiator with all suppliers in the Orient,; $122,000M Annual Turnover 70 Total Staff Over 2,000 Retail Dealers, with over 5,000 National Locations President and C.E.O of the newly merged organization 2003 - 2005

$25,000M Annual Turnover In 1990 15 Total Staff Over 800 Retail Dealers, with over 1,000 National Locations

Established "Team approach" to daily business routine, implemented staff empowerment programme to aggressively deal with customers,Formed strategic partnership with Epson Canada to bundle Epson printers with Konica Minolta Cameras in order to more aggressively compete with camera/printer combinations from Canon, HP & Kodak. This kit combination was extremely successful for Christmas 2004. Placements were made with major National Retailers, Electronic Retailers, Photographic Retailers, Office/Stationary Retailers and Furniture Retailers. Among the top four brands, Konica Minolta's bundle was the most successful at Christmas and resulted in opening three new retailers in 2004; $37,360M Annual Turnover 35Total Staff Over 1,200 Retail Dealers, with over 3,000 National LocationsPresident 1998 - 2003Challenged to improve bottom line results due to the erosion of camera retail pricing. Needed to find ways to improve the total sales turnover, while not losing control of further expense reductions. When I first joined Minolta in 1990, there was a very negative attitude to the company from the majority of the retail accounts, due to the way the company had handled relationships in the past. My first step was to completely reorganize and re-train the field sales force to ensure we had a positive and aggressive front in the field. We then turned our attention to the internal sales force, implemented a customer oriented training programme, customer assistance incentive programme and a "PRO-ACTIVE" approach to customer relations, don't wait for the customer to call, call them first! Travelled extensively to meet face to face with dealers to address concerns. Within one(1) year we had received two awards from a Major National Account and a Major Buying Group, voted Number One Supplier of Choice,

Responsible for the sales of the optical division to all channels of distribution in Canada. Additionally responsible for all internal and external sales personnel. Evolved the Sales Management process in the organization to significantly enhance the focus on sales and contribution to both results and revenue, Successfully coached and mentored the sales force,Met bottom line results through the identification of key sales opportunities and a constant focus on expense control.Restructured the field sales force to meet the challenges of the changing Photographic market, reduced sales force by 20% while increasing the sales turnover by over 30%,Introduced "Pro-Active" sales approach through our internal sales department, implemented call action centre to improve customer relations, received Best Supplier Award from two major customers,Successfully launched the introduction of the APS film format to the Canadian Market, chosen by Minolta Japan as the best international campaign in the organization.

$47,000M Annual Turnover 20Total Staff Over 2,000 Retail Dealers, with over 4,500 National Locations

Responsible for the sales turnover for all divisions in the organization including the Photographic Division, Video Division, Sporting Goods Division, Toy and Hobby Divisions and the Tasco Binocular Division. Spearheaded Optex Corporations drive into US marketplace. Established strategic plan for entry into the US, established Head Office Team in new location outside of Chicago, developed marketing strategy and distribution center. Hired key personnel for Administrative and Sales functions. Maintained advisory position for first year, while still maintaining responsibility for Sales and Marketing in the Canadian Market. US operation achieved initial yearly sales goal in only 8 months and within 2 years surpassed sales of the Canadian operation.Developed plan for entry into both the Video and Toy and Hobby retail market places. Set sales and marketing strategy, including establishing a new sales force for each division, hired and directed major account management. After two years, sales of these two new divisions represented over 50% of the total company turnover and over 55% of total profit contribution,Directed company push into the US market. Spearheaded the development team, set strategic plan and implementation and was hands-on in picking location, hiring internal and external staff, developing internal processes, selecting IT processes, establishing service protocols and setting goals for the first year. Achieved initial yearly sales goal in only 8 months and within 2 years surpassed sales of the Canadian operation,Increased sales volume of Tasco Binoculars in 2nd year with company to become the leader in the Binocular business in Canada, increasing sales turnover by 60%. Changed merchandising strategy, pricing structure, monthly ordering cycle introduced, changed sales force from employees to agents, developed new channels of distribution and closed deal with Sears Canada as major binocular supplier.

Responsible for the sales and marketing of all photographic, calculator, video and electronic categories. .Restructured the field sales force to bring all of the above categories under one structure. Revised remunerations plans, sales forecasts, territory structures, account responsibilities and developed new marketing plan to generate Canon name brand awareness, which still holds true to the present, Member of the steering committee responsible for searching, studying and implementing a new location for Canon's national headquarters. Dealt with logistics of site selection, building layout, contracting, future expansion, etc. .Location selected is still the current location of Canon's National Head Quarters in Canada,Expanded Canon's distribution channels to incorporate virtually all channels of distribution for all divisions. Set up major accounts department and developed support system to facilitate further growth of major accounts,

$57,000M Annual Turnover 27 Total Staff Instrumental in establishing Canon in Canada after Canon moved from using Bell and Howell for distribution. Worked as assistant to the General Manager, started as employee number 3 in the organization. Involved in establishing Head Office in Mississauga, structuring the internal sales and administrative departments. Started with the organization on the order desk, progressing through sales and marketing positions to achieve position of Vice President of Sales and Marketing.

Headed marketing team responsible for Canon's involvement in the Summer Olympic Games in Montreal in 1976. Still seen as the most successful marketing/PR success for Canon in all their Olympic involvements, Introduced and spearheaded the National Marketing Programme "GO FOR THE GOLD" to coincide with the Olympics. Promotion was directed towards both the consumer market and the retail/distribution markets for Canon. Was instrumental in bringing Canon's name to the forefront of the consumer marketplace in Canada and drove sales to double digit growth,Selected by Japan to participate in management training course in Japan for 8 weeks for education on the Japanese Society from education to stock market to religion. Attended Tokyo University to better understand the Japanese business philosophy. Also travelled to all Canon factories in Japan and attended intensive company educational seminars for indoctrination into company planning, financial, administrative and service procedures and policies. Graduated from the course with the highest mark of all participants from around the world,