Complexe résidentiel pour retraités comportant 318 appartements réparti en trois phases dont 2 unités de soins sécurisées, une Caisse Populaire, un salon de coiffure, une pharmacie ainsi qu’un dépanneur. Gérer plus de 97 employés en milieu syndiqué (3 syndicats affiliées au SQESS). Procédé a l'embauche d'une nouvelle équipe de gestion. Maintenu une moyenne du taux d'occupation supérieur a 97%. Amélioré de façon importante et significative le climat de travail par l’établissement de relations harmonieuses et courtoise avec le personnel.Réaliser l’implantation de programmes d’activités cognitives et physiques dans les unités de soins.Implanter un contrôle rigoureux des règles de la MAPAQ dans les cuisines et salle a manger.Obtenu le renouvellement de la Certification du MSSS (automne 2015). Organiser la tenue de conférences mensuelles pour les résidents en partenariats avec les organismes locaux.Mise à niveau de l’entretien général des bâtiments et des parties communes.

High-end residential complex including two residential towers (340 units) and a complete sports centre. Real estate asset worth $200M. Reorganized all of the positions. Efficiently managed customer service by reducing residents’ complaints by over 75%. Proactively managed the renewal of service contracts to maximize a budget surplus. Significantly improved building maintenance and landscaping of the complex’s grounds. Obtained Landscape Ontario awards of excellence in 2012 and 2014 in the “multi-residential maintenance over 2 acres” category.

High-end residential complex including two residential towers (280 units) and a complete sports centre. Real estate asset worth $150M. Sound management to ensure the conservation of the buildings. Maintained harmonious relations with the directors and co-owners. Implemented the decisions made by the meeting of co-owners and by the directors and promoted compliance with the Declaration of Co-ownership.

Provided financing and leasing services

In charge of overall financial and operational management of the caisse populaire. Managed human resources in a unionized environment.Improved customer service.

Developed harmonious relationships with First Nations workers. Gave training mainly on budgets and on the control of financial and operational transactions.

Set up a vehicle registration office. With over 250,000 transactions in 1989, this office became the largest in the province with12 employees working there full time. Annual revenues totalled more than $500,000. It was the first non-governmental registration office in Quebec to provide computerized services for fleet owners.