We rent out interesting recreational, residential and commercial properties in in the Annapolis Valley, Bridgewater and Halifax.

What makes Nova Millwrights Contracting different?NovaMC is dedicated to providing excellent service to industry by building long-term relationships based on safety, integrity, performance, and client satisfaction.NovaMC looks for people who are passionate about their work and enjoy working with others. NovaMC supplies skilled workers to Nova Scotian industry.Finding both the work and the workers needed, matching industry's need with the skills.We quickly deal with any problems that come up along the way to the satisfaction of all parties.NovaMC is a source of immediate skilled help for any industrial need, and an employer of choice for the people who bring these skills. Call (902)847-0159

Project Lifesaver is a non-profit organization dedicated to assisting and responding to the challenge to caregivers of loved ones who may suffer from Alzheimer's Disease, Autism or any other special needs, who tend to wander or bolt. Clients registered with Project Lifesaver wear a personalized bracelet that has a one-ounce battery operated radio transmitter that emits a unique automatic tracking signal every second, 24 hours a day. Project Lifesaver members stand ready to provide an active response to help find wandering clients before they fall victim to the elements, accidents or predators.2011-2012 Worked with others to train search teams all over Nova Scotia to use this technology.2015 This training program continues on with us re-certifying Halifax late July.

2013 -2017 Search Director,(operations chief) of Valley Search and Rescue.Valley Ground Search and Rescue is dedicated to finding lost persons in Nova Scotia.Maintained task readiness of 80-100 members and the resources to operate anywhere.Set goals, prioritize, delegate and follow up on action items to achieve those goals.Manage searches following Incident Command System protocols to integrate teams and command personnel to increase the chance of finding lost persons in minimal time. Work with SMART electronic documentation to track resources and actions.Rotate key roles to spread critical knowledge and skills and minimize critical risks. Improved delegation to build teamwork, leaders, responsibility and morale. Push mentorship and partnering to spread skills and knowledge. Commit to constant training and exercises to keep skills sharp.Move the team to a totally electronic reporting system.Enforce standards and offer training to attain them.Document our knowledge with a pre-plan.Strengthen ties with other organizations.But most of all, find the missing.Previously2012 Vice President, goal driven meetings, work with other teams Push for more critical debriefs to stress "lessons learned" and continuous improvement.2011 Director, work on core problems: conflict, skills, leadership, member involvement. Still worked on training issues as a core to team spirit and competence. Utilized Michelin management training to improve team organization and morale.2010 Training Officer, Instituted weekly training as a means of retaining members. Instituted rapid response exercises to hone and automate team members' skills. Revised training material to make it more accurate and easier to digest.2009 Joined and took all training available. Read a book every week on any related topics. Did as many taskings as possible on searches to learn all skills from veterans. Took part in fundraising to better get to know my fellow members.

Led a crew of 12 each day to maintain one of dozens of house-sized machines in a 4 hour shutdown.Improved reliability by reducing breakdowns. Got repairs done in a planned manner.Met targets for safety and work done and machine up and running on time. - Reviewed machine history and talked with operators about machine performance and issues.- Received machine and put it in a state to be locked out and worked on safely.- Made sure parts and tools were available for crew. Tasked the crew considering their skills. - Solved recurrent problems and quickly resolved any problems found during inspections. - Called upon Machine Shop, welders, electronics techs and others when need be. - Communicated with Production any delays or the need for production people to start up. - Record all work done and made sure cleanup was complete. Warmed up machine if needed.- Started up machine with the production operators, solving any problems along the way.- Monitored all work done for success and made any adjustments needed. Very active job. Was glad to see the improvements in reliability from the work done.Large crew, large area, diverse problems. Needed constant awareness. Pushed for crew to be self directed in their tasks, to minimize daily leadership needed. Pushed pride in workmanship, take ownership of your work.

Maintenance supervisor to deal with mechanical/electrical issues on night shift. Maintained safety and used technical knowledge and experience to solve overnight problems. Led crews to solutions, prioritized breakdown repairs based on production needs. Communicated with production leadership to know their needs. Always aware of plant situation.Used help or expertise from the far ends of the plant, or called in help if needed. Dealt with any interpersonal issues that might interfere with production. Mentored maintenance staff to success and better productivity. Brought in parts or skills from afar to solve overnight problems. Let daytime staff sleep.Reported to staff and logged plant history all issues that needed followup. Saw followup done.

Switched to a new area of the plant to learn more about process and larger machinery."Prep" is where the initial products for the tires are made. Very heavy machinery.Extruders, calenders and mills as well as wire and fabric handling machinery.Lots of hydraulics, took a course with the Dept of Highways to get started.30yr-old DC drives and brushed DC motors up to 250hp with AC VFDs arriving on new machinery. Parker electronic hydraulic controls. Robotics in the bead production area. Automated welders.Steam, resistance and infrared heating, water treatment, solvent and nitrogen systems.Also worked in the chemical mixing area with clean, spark and grounding requirements.2009 took Manufacturing Leadership Certification Program, 2 year supervisory training program.

Technician for Heavy Weight tire line and "Genie Civil" line.Responsible for Safety, Production, Quality, Uniformity and Reliability.Problem was not enough tires being produced to fill presses due to breakdowns.No simple answers, lots of different causes. Used Pareto analysis to prioritize.Set up priority list to fit work into available time and budget. Some highlights: 1998 Increased shop production through better reliability. Met targets. 2000 Safety, ergonomic and quality improvements to heavyweight tire machines 2002 Adapt a proven rotating joint to a newly designed machine that repeatedly failed. 2003 Convert a truck tire machine to build military tires during the Iraq crisis. 2004 Convert post widths to a common size to reduce bobbin variety.

1986 Millwright/Industrial Mechanic Trades training, AP School & self directedVarious rebuild and set-up shops, apprentice mechanic in Tire Building Area (OPL).Set up machinery for new tire dimensions, servicing, assisted on breakdowns.1987 Electrical and PLC training Michelin AP School and in plant training. Industrial electrical, Pneumatics and control circuit training.Training with Allen Bradley PLC and SLC hardware and programming. DC and AC drives.1988 Red Seal Inter-provincial Certified Millwright/Industrial Mechanic 1229 B0908212- use electronic systems to find parts, monitor production and file repair reports.- VAX production reporting, various stores programs, as well as Microsoft and in house programs.- Ultrasonic rubber cutters, infrared heaters, PLC and SLC controls, AC drives, networked.- Sankyo robots, Festo networked pneumatic pilot blocks, Demag hoists, and other systems.- lead-hand on 4 man crew, trained others.

1981 Apprentice machinist in Michelin's Granton plantMichelin AP Technical School for 12 weeks at basic mechanical, blueprint drafting, and math skills.Returned 3 weeks out of every 12 for Machinist Skills for the next 3 years.Drilling and re-threading mould shells, making bushings and rollers, plates and brackets.Cazeneuve and Hardinge lathe operations, large mill and shaper. CAD/CAM introduction for dies.1982 Transferred to Waterville plant, new factory.Helped to install and set up machine shop and factory production machinery.Machined and modified parts as needed to get the new plant running. Cazeneuve lathes, big mills, radial drill press, EDM machine. Made a sheet metal rolls for shop.1985 Red Seal Interprovincial Certified Machinist while at Michelin Waterville Plant 710 B11067021986 transferred out of machine shop to Millwright trade.

Contract services for Minas Basin Pulp and Paper.Lead a crew to remove and install a 200' long 4.25"dia overhead lineshaft, bearings and pulleys.Rebuild & installation of pulp production equipment, finers, fluid pumps, shafting, gearboxes & rolls. Rebuild, install and test a 10,000 lbs fining machine before final placement. Machine installation.Rebuild and install very large capacity pumps and air compressor. Coupling alignments. http://www.minas.ns.ca/ (this URL has changed over the years) Crossley Carpets, Truro:Lead crew in the overhaul and conversion of a sealing oven from steam to natural gas.www.crossley.ca (this URL has changed as well)An excellent experience builder, working in other factories, different processes and crews.Nova Millwrights Contracting was a great company to work for.

County wide taxi business, licences in the county, Kentville, Berwick and Wolfville. 3 cars and a spare, 6 drivers and a dispatcher. Motorola radios.Served the entirety of Kings County and did Halifax and Airport runs. Did deliveries for local business and county agencies. Due to an increasing family, sold the business. It continues today under another name.

The Canadian Armed Forces and the "Principles of Leadership" training and values have stuck with me for life, I am very grateful for this experience.1977 Basic Training as Infantryman, fieldwork, follow orders, learn stamina and perseverance.1978-1981 "A"Coy WNSR Reconnaissance Platoon. Navigation and tracking skills. 1978-1981 FNC1 Rifle Team. Travel, awards and camaraderie, what's not to like! Driver Training (on and off road, Jeep, Deuce, Command Post, Ambulance),1980 Intensive First Aid training (Merryotter Trophy Competition, Statacona), Ambulance Driver,Junior Non-Commissioned Officer Leadership Course, Infantry Section Commander1981 Promoted to Master Corporal1982 Combat Storesman, Company Quartermaster "A"Coy1st Bn Nova Scotia Highlanders,- Alas, no pictures of me in my kilt.1985-1988 Resigned Army Reserves to concentrate on a new job & family. Missed army terribly.1989-1997 Rejoined Army Reserve after hiatus. Much had changed.Participated in the Canadian Forces Small Arms Competition with C7 rifle each year.Won Land Forces Atlantic Competition overall champion 1992 and 1994. The 1994 Des Burke award for good sportsmanship means a lot to me, it is who I am.Kids getting older, work had more demands, again forced to resign to life's priorities.I am very proud to bring the skills and leadership I learned in the Army to Search and Rescue.Truly "Beating swords into plowshares", returning to my community what my government gave me.

Solve immediate problems, set policy and direction, as well as decide spending priorities.

My wife's dream was to have her own restaurant and we were able to make it a reality. It was a great lesson in learning about permits, certifications, business financing, employment, and all the things that go along with running your own business. Business was good from the start, her cooking was wonderful! Finance wasn't so good at the start, more money out than in! Courses in business management showed us where to improve. Lower inventory and maximize sales profitability in fewer hours worked. Dream realized, the business was sold to focus on family.

An increasing hobby blossomed into a business. After leaving the Army Reserve I took up target shooting. There were no local shops selling reloading supplies and shooting accessories, so I started importing for others as well. It soon needed to become a business, complete with permits and record keeping with a shop location. This was always a "By appointment or by chance" part-time business, but it was profitable and fun and helped to finance the cost of my sport. Oppressive regulation, increased import duties and less time with me rejoining the Army Reserve lead to me closing the shop.