Integrating the best thinking of private enterprise and not-for-profit organizations, I provide executive advisory support, sponsorship and hands on leadership for mission critical and strategic programs. If the strategy or program intent is uncertain, I create shape for the program and lead the delivery.I champion the development of sustainable business process excellence, excellent service delivery models, strategically aligned capabilities, end-to-end supply chain optimization and enabling business systems for full realization of the organization's mission. I create the environment for teams to flourish and grow through the realization of their full potential.Create Value By• Optimizing business processes to deliver exceptional service and profitability.• Enabling teams to realize their full potential to identify and solve for conditions of waste, non-value add activities and dormant opportunities – under-pinning organizational excellence• Building and installing new capabilities to deliver on strategic cross divisional imperatives (highly experienced in regulated industries).• Maximizing supply chain asset, network and technology utilization for highly responsive and resilient processes that generate growth, supply / service excellence and customer satisfaction.

I was accountable for the end-to-end integrated supply chain. For whole blood (WB) product lines this included donor relations / recruitment, WB collections, blood component production, testing, distribution, logistics and diagnostic services. Also accountable to source and procure plasma protein and related products (PPRP) for the Canadian market.This accountability was orchestrated via a budget of approximately $240 MM and a team of over 2,500 employees within 38 different collective agreements. The PPRP Portfolio was $800 MM.A few key outcomes include:• Sponsored and led the introduction of significantly improved experience management capabilities for the organization, integrating the continuous improvement program with the experience management program and the analytics capabilities to drive increases in over-all employee and customer experience outcomes.• Through the CI program, led the organization from bottom quartile to quartile productivity performance, based on international comparators (20% to 200% improvement in various processes). • Executive sponsor for major network refurbishments including a $138 MM capital project for new collection centres, testing sites and production sites.

I was accountable for all areas noted under CSCO & VP Donor Relations, absent donor relations but including stem cell operations and cord blood bank operations. These accountabilities were enabled via an operating budget of about $220 MM and an employee base of about 2,500. Sourcing and procurement of PPRP represented, at the time, a portfolio of several hundred million dollars. A few key outcomes include:• Executive lead to stand up the public cord blood bank for Canada (a $13 MM initiative)• Spearhead the $138 MM infrastructure program (including a green field production and testing site in Calgary), • Executive co-sponsor to significantly mature the quality management system.• Mature the continuous improvement journey launched under my leadership in 2014.

I joined Canadian Blood Services in support of the CBS journey to establish top tier performance in biologics manufacturing (including quality and productivity) as well as supply chain practices. In addition, this needed to be done within the context of providing unwavering public confidence in both the quality and value of this critical component of public health care.I was accountable for collections, logistics, production and distribution across the south & central Ontario region through over-sight of approximately 600 employees and $65 million in operating expense. This represented 45% of the Canadian fresh blood component supply.• Launched sales & operations planning disciplines to the organization resulting in improved inventory "at target" stability. These were the seeds for a robust integrated business planning discipline at CBS.• Sponsored the launch and development of the CBS continuous improvement program, in partnership with Toyota Production System Support Centre (TSSC).

I joined the firm with the challenge of establishing supply chain infrastructure and processes to support an aggressive agenda for international expansion and US re-entry, leveraging global sites in the Greater Toronto Area and Bangalore India and 2 regional sites in Europe and Latin America.My responsibilities were delivered through the leadership of a team of 135 members across global planning, demand management, external supply operations, strategic projects and regional and global logistics functions, including direct logistics operations accountability for US and Canadian markets. Key outcomes include:• Alignment of the network's supply capacity & capability with commercial objectives for domestic, US and international growth• The development and introduction of a regional supply model and 3rd party contract packaging services • A more mature corporate S&OP process.

With the closure of Canadian manufacturing operations in 2008, I was appointed to a newly created regional role in the Americas (North and South) to lead strategic supply and capability planning and execution for six sites and 12 marketing companies. The role had oversight for program management of “asset strategy” implementation, capability development, business planning & risk management and portfolio management. I sponsored and facilitated business cases for site mandate definitions, divestitures, acquisitions and major capital investments. Business cases were presented to Executive Committee for Global Operations and typically drove savings in the millions of dollars.Notable deliverables included:• Sponsored and facilitated business cases for site mandate definitions, divestitures, acquisitions and major capital investments. Business cases were presented to Executive Committee for Global Operations and typically drove savings in the millions of dollars.• Executive sponsor to ensure the alignment of regional site roles and capabilities within the framework of the Global Operations strategy as part of an over-all plan to deliver $2 B in NPV.• Americas region sponsor for a number of supporting cost reduction and growth programs including pack standardization / harmonization, new product launches and product range rationalization.

I was Director and then Executive Director of the end-to-end supply chain for Canadian operations, with accountability for all site operations, with the exception of QA / QC functions. This included a $40+ million expense budget and up to 250 employees.Included in this scope were sterile manufacturing and packaging, solid dose packaging, distribution & logistics, planning and engineering / technical / facilities functions.Some key outcomes include:• Implemented "demand driven supply" systems, 5S and self directed work teams, improving productivity with resulting cost reductions of several million dollars annually and industry leading service.• During the term, I simultaneously held the role of Director, Business Planning and Risk Management for a one-year period (covering a maternity leave) and introduced an Integrated Risk Management framework.• Led the divestiture of manufacturing operations, as part of the global operations mandate to consolidate and reduce manufacturing sites, with no negative impact on service or employee experience

I was originally brought to Astra AB as the MRP Manager to orchestrate the development of best-in-class planning processes following an upgrade in SAP and a need to support significant sterile manufacturing expansion. Following the merger of Swedish-based Astra AB and British-based Zeneca Group PLC, promoted to Director of Logistics and charged with the task of resolving complex and acute supply issues with the newly integrated product distribution services. The new and expanded role included MRP responsibilities.I oversaw significant improvements in product supply service in the first year, improving line order fill rates by 30 percentage points and logistics cost reduction of 40%