Lead all aspects of operations at all 4 Canadian Gaspard facilities – manufacturing and distribution site in Winnipeg, Judicial Gown sales and manufacturing site in Montreal, distribution warehouses in St. Laurent, Quebec and Mississauga, Ontario.Full P&L responsibility for operations in Canada, including development of annual department budgets, staffing projections, capital budgets, succession planning and capital equipment renewal planning. Implement Lean principles in manufacturing to improve quality, increase throughput and reduce costs.Work with US Facilities (ArtNeedle.com, Balfour.com, Gradgowns.us) to plan and manage inventory and sales projections across North American network. Source product and raw materials from Puerto Rico and China.Drive culture of safety, cooperation, continuous improvement across all Canadian sites.

Lead all engineering and maintenance teams supporting fiberglass production for CarFair Fibreglass Division of NFI Group (renamed after purchase of Frank Fair Industries by New Flyer Group). Responsible for multiple locations in Winnipeg MB, Wausaukee WI, Gillett WI, St. Cloud MN and Anniston AB.

Lead all activities at Frank Fair Industries - a division of Motor Coach Industries in Winnipeg, Manitoba.Responsible for all key indices - Safety, Personnel, Quality, Responsiveness, Cost.Operate a world class, ISO9001 Certified Fiberglass manufacturing company with 2 locations in Winnipeg Manitoba and over 170 team members.

Responsible for all aspects of transition of manufacturing from Winnipeg, Manitoba facility to new operation in Nogales, Mexico. Setup of all manufacturing, production layout design, facility design, implementation of all aspects of manufacturing in Nogales, Mexico - ISO9000, Quality, Lean, Manufacturing, Supply Chain, infrastructure, audit functions. Successfully relocated all aspects of operations. Downsized Canadian manufacturing from 40,000 sq ft to 19,000 sq ft - design of revised layout, certification to applicable codes and standards, liaison with contractors and quotation process. Moved to new opportunity when planning for all aspects of transition to Mexico were complete.

 Led all activities of the Winnipeg Luxottica manufacturing facility to achieve targets in all safety, quality, service and production indices. Peak facility staff – 275 Associates, Annual operating budget - $19,000,000, Annual Production – 650,000 units, Annual sales volume - $200,000,000. Led all areas of operations – Quality, production, budgeting, Six Sigma, Lean, Engineering, maintenance, finance, HR, distribution, ISO 9001:2008. o Safety – Winnipeg Luxottica Facility won Corporate Safety awards 3 of last 4 years. Facility closed with a 700 days incident free safety record. o Quality – Winnipeg facility won the Corporate Quality award last 3 years. Improved store remakes by 37%. Reduced manufacturing breakage by 56% though process improvements, training and equipment upgrades. Increased capacity and production from 3000/week to 12,800/week from 2008 – 2011; increased staff from 90 to 275, increasing production from a single shift to a 7x24hr operation. Oversaw Inventory Management and Distribution, working closely with global distribution network at Luxottica to maintain local and Canadian store inventories across 300 locations in Canada. Led downsizing efforts and eventual facility closure 2013 – 2014 as manufacturing strategy shifted from domestic manufacture to US and Asia in Corporate restructuring. OneSight Leader for Corporate charity (OneSight.org) distributing eyewear around the world – volunteer/Captain for 2 global clinics in South Africa and Mexico. Led local fundraising activities to raise over $204,000 to support OneSight.

Technical Manager – 2003- 2007 Led Engineering, IT and Maintenance departments (25 Engineers, Technologists, and Technicians; Departmental budget - $2,100,000) Chair, Lean Steering Committee – Champion Morden Plant Lean Journey, implementing improvements across 13 value streams to achieve 30% productivity improvements in 2006.  Six Sigma Green Belt Coach – mentored Green Belt Teams to close 55 projects and achieve target $3,000,000 in cost savings in 2006.Six Sigma Black Belt – August 2001- August 2003 Led Six Sigma at the 3M Morden Plant. Mentored 32 Green Belts in Morden. Delivered $3,355,000 in Cash, $9,263,000 in Cost and $5,482,000 in Growth through 4 Black Belt and 33 Green Belt closed projects. Health Care Factory Manager - October 98 – August 2001 Led Morden Health Care Team, annual sales of $90,000,000 Ensured ongoing compliance with regulatory requirements (CGMP’s, FDA, ISO9002)Logistics and IT Leader - April 96 – October 98 Led the Morden Logistics and IT team, which included the Supply Chain Analysts, IT Engineering, Packaging, and DC Operations. Logistics - Systems Engineer - April 95 – April 96 Plant I.T Engineer - LAN administration, maintenance and upgrade of computer and telecommunication equipment, development and implementation of computer training.

 Taught Senior High Physics, Mathematics and General Science Developed and Implemented Advanced Placement courses in University Physics and Calculus