-Provide inspired leadership for the organization.-Make important policy, planning, and strategy decisions.-Develop, implement and review operational policies and procedures.-Assist with recruiting, and trade base when necessary.-Oversee budgeting, reporting, and planning-Work with senior stakeholders, to determine values and mission, and plan for short and long-term goals.-Identify and address problems and opportunities for the company.-Build alliances and partnerships with other organizations.-Support worker communication with the management team

• Managed sales, design, and production staff.• Schedule all aspects/trades of current projects.• Conduct business development, sales and estimating activities.• Manage trade shows.• Liaise with architects and engineers.• Create marketing materials and approaches.• Actively represent BULD Calgary Infill housing Committee, Vice Chair of Reno Mark Calgary Region.

• Managed administrative, sales, design, and production staff for $3,800,000.00 to $4,200,000.00 annual budget.• Provided leadership of upwards of 35 staff members, focused on team atmosphere.• Assumed responsibility for business development, sales and estimating.• Created company first flow charts.• Established and managed company policies and procedures for Manor Renovations and sister companies.• Monthly sales and operations meetings.• Management of companies accounts payables and receivables.• Design of companies estimating, drafting and scheduling program.• Oversaw and assisted in scheduling for 3 project manager’s projects at one time.• Recruitment of new trades and employees.• Oversaw warranty and quality control.• Liaison between architects, engineers, designers, trades, suppliers and clients.• Oversaw all advertising to create demand.• Responsible for staff training and team building.• Managed trade shows and special events.• Managed projects from $35,000.00 to $2,800,000.00• Managed schedules for trades and clients expectations.• Managed invoicing and collections. • Client education of products as well as the processes.• Coordination of drafting, design and client approval. • Liaison between architects, engineers, designers, trades, suppliers and clients.• Purchased products.

• Management of $17,000,000.00 yearly budget• Management of a staff 45 people from Administration to yard staff• Staff recruitment as well as training programs• Monthly staff meetings• Managing and development of company’s policies and procedures.• Purchasing of building material for inventory • Business development of new sales• Maintenance of existing clients• Advertising assistance • Design assistance in development of new location• Liaison to Qualico Developments in Calgary, and Winnipeg• Sales representative of local Calgary business on a yearly budget of $3,000,000.00 • Liaison to CHBA and CRHBA• Blue print reading and Estimating• Started a wholesale truss program for the dealer chain.

• Increased Market Share in 1-½ years; $1,100,000,00 to $3,800,000.00 and still growing today.• Honored by James Hardie for Top Sales in Canada for First Quarter 2003• Liaison to Weyerhaeuser of Canada for distribution• Development of a distributor program for retailers.• Training programs for architects, engineers, home builders, and trades• Trained over 120 installers in 1 ½ years• Development of a lunch and learn program for Architects as well as Spec writers.• Home Builder Architectural Development programs• Development of programs for interior designers Development of a custom color program for Hardie siding for the local market, with a local painting company• Trade shows, retailer shows• Liaison to CHBA, MHBA, CMHC and Manitoba Renovation Council• On record with the first house done with Hardie Siding in the Arctic Circle• Shipping of products to Japan and Germany• Retailer and Contractor yard programs for product knowledge and installation programs.• Market studies of territory with local reports and CMHC forecasts.• Blue print reading• Estimating• Development of Estimating program for installers.

• Managed a Sales staff of 13 people (7 salespeople, 4 order desk staff, and 2 draftsmen)• Management of Contractor Sales in 5 retail locations • Management of the Ready to Move Housing department.• Growth of the contractor budget from $4,500,000.00 to $6,500,000.00 in 1st year to a $17,000,000.00 in my last year Lumber products, trusses and engineered products• Development of contractor call center, first in the city for contractors• Training programs• Business development programs• Development of sales pull through programs,• Client maintenance programs• Management of company tradeshows• Client collections• Recruitment of staff.• Development of computer estimating program for Cottages/ garages for 5 retail locations• Purchasing of Building materials• Liaison to MHBA, CHBA, Renovations Council of Manitoba