At CNH my role is to help grow our remanufacturing business with our Canadian Dealer group. Working with all CNH Brands (Case CE, Case IH and New Holland) I’m responsible for building relationships with both internal and external stakeholders to gain Reman Market share.

My role at Sandvik was to manage and grow the service business in Western Canada. Managing 19 technicians (I grew the team by 20% in the time I was at Sandvik) I was able to grow the revenue and profitability of the region.Additionally, I lead the team to put a Workshop in Western Canada. Prior to me joining the Project, it had been stalled for nearly 2 years. Within 5 months of leading the team, we had a business case built and were looking at Real Estate.

Reporting to the CEO, I was responsible for all aspects of Ironline’s Supply Chain activities (Procurement, Logistics, Vendor Relations, and processes for Ironline’s warehouses and Parts Techs) as well as maintaining the relationship with Ironline's channel partners.Key Accomplishments:- Built and grew Ironline’s International Sales through managing relationships over 3 continents (North America, Europe and Asia) and making Ironline the “first call” for other Channel Partners and product re-sellers.- Reduced warehouse pick times and errors by introducing a kitting process that allows for our warehouse to do dozens of picks at once.- Created a new re-order process that now involves all of Ironline’s branches and business units. This collaborative approach is new at Ironline and because of it we are now seeing improved service levels to customers and a reduction in our planned inventory.o Inventory Turns have grown from 1.41 (January 2018) to over 3.0 (Current)- Helped navigate one of our regional branches through the acquisition and absorption of a competitor in their region

In my previous role at Finning I was accountable for growing the market share and profitability of construction equipment and associated work tools.I was responsible for building Finning's go to market strategy through:- Creating marketing/merchandising programs- Forecasting- Determining machine specifications- Negotiating with Finning's primary business partner, CaterpillarKey Accomplishments: Was instrumental in the creation of Finning's "Finning Protect" Campaign as well as managing the Caterpillar Fuel Guarentee. During my time as Product Manager, Market share grew 3 points.

Description:In my previous role at Deere I manage the relationship between Deere and our largest privately held dealer, Brandt Tractor. Brandt Tractor has 28 stores located accross Canada in BC, AB, Sask, MB, NB and NS. This role is specifically focused on Sales and Inventory Management.Accomplishments:Grew John Deere market share over 1% in fiscal year 2013 where Deere saw significant price realization and Brandt Tractor acquired another John Deere dealer.In 2013 Brandt Tractor purchased another John Deere Dealer (Wallace Equipment) in the Maritime Provinces. I have spent the last 2 years helping Brandt intigrate those new stores.

Outsourced (Contract) Remanufacturing:Initially at Deere I was brought in to build the outsourced (contract) remanufacturing business through developing relationships and creating supply contracts with OEM and non-OEM contract remanufacturersAccomplishments:Built and scaled John Deere’s outsourced remanufacturing business from nothing to a business now generating tens of millions of dollars in revenue and creating millions in shareholder value.Drive Train Remanufacturing:While being responsible for John Deere’s Drivetrain Remanufacturing business I was accountable for product line profitability and customer satisfaction as well as leading new product introductions.Accomplishments:Reducing JDRE (John Deere Reman- Edmonton) work in process (WIP) by 29% while driving inventory down from 98 days of stock to 94 days; having no negative impacting JDRE’s fill rate to John Deere Dealers. During my period at JDRE I also brought over 300 different remanufactured products to market.

In October of 2006 I was promoted to Operations Manager. The largest part of the role is setting price by taking into account both sales as well as financial and operational issues. My duties also included strategic analysis of both our sales and procurement.Accomplishments: Prior fiscal year, company had lost several hundred thousand dollars. First fiscal year I was installed as Operations Manager ( ¾ of year) the company broke even; within the first two months of the next fiscal year MiniBulk made over 100K in net income.Grew gross margins 5 points.

Navision is an ERP system that MiniBulk implemented in August of 2005. I was the project lead and responsible for the implementation of the system and was able to marry the Operational need of the company with the desire to create better information for upper management.

In my time as Supply Chain Manager I reduced logistics costs and improved service, as well created metrics to measure our 3PLs. I was also the lead on the project of diversifying MiniBulk's supply base. Accomplishments: Prior to my focus on diversifying MiniBulk's supply base, MiniBulk had only 1 Chinese supplier. MiniBulk now has four active Chinese Suppliers, one active supplier in Indonesia and one in India. This was a priority due to the likely revalue of the Chinese currency in the coming years.