Reporting to the Chief Financial Officer (CFO), oversee all procurement activities of the organization.

Manage the following teams within the Procurement organization: Performance, Audits & Compliance and Supplier Performance Management; and implement and manage a new sourcing team: Operational & Locomotive Technology.IT & Operational TechnologiesResponsible for the sourcing activities of all technologies for CN (computers, softwares, SaaS, servers, cloud solutions, materials, technology systems, integrated solutions and others), professional services, telecommunication systems, and all necessary technologies to run the operations.Operational & Locomotive Technology Team:Responsible for the sourcing activities of all technologies either installed onboard locomotive or necessary for CN operations.Oversee the procurement aspects (governance, project management, RFP, supplier selection, commercial & contractual negotiation, resolving contractual issues, etc.) of the new CN program named “Train Automation” with a Budget of approx. $10B.Supplier Performance Management Team:Oversee the contractual performance of CN’s largest multi-category suppliers (i.e. GE, Wabtec, Progress Rail, Siemens and SAP)Generate savings by making sure that contractual financial penalties are enforced.Leveraging the global relationship with suppliers to solve issues.Performance Team: Responsible to implement and oversee the governance of the P&SM organization (tools, strategic measures and KPI), and Data Analytics.Create, manage, and deploy within CN the new Corporate Procurement Policy.Standardize processes and guidelines across P&SM.Lead the continuous improvement initiative through the “Perform Program”.Lead all Project Management activities within P&SM.Audit & Compliance Team: Oversee P&SM compliance to all applicable regulations, policies and procedures (internal and external).Perform physical count of parts & material throughout CN network (inventory reconciliation and recommendations for material management).

Leading provider of marine dry bulk cargo handling and delivery services and the world’s largest owner and operator of self-unloading vessels.Implement and manage a centralized procurement functions (sourcing specialists, logistic buyers and 2 distribution centres) to manage the entire company addressable spend.Developed a strategic plan and an action plan to restructure the supply chain to shift from a transactional based function to a strategic function.Put in place negotiation strategies, such as: Total Cost of Ownership (“TCO”), spend grouping and negotiation by categories and suppliers, Master Purchase Agreement and Long Term Agreement, and request for proposal (“RFP”), generating more than $10M in savings in 2018.Optimized the logistic and distribution function (planning & ordering, inventory management and delivery) to reduce inventory and delivery costs while ensuring the timely receipt of spare parts for various types of maintenance work.Performed a rigorous and comprehensive analysis of the company’s overall expenditures to pinpoint and justify cost reductions.Implemented a supplier contracts database, providing various information during the contract life cycle and reducing the company’s risks.Developed and implemented new contracts and RFP models, providing better conditions and legal protection for the organization.Reviewed the fuel purchasing strategy for Canada, reducing annual costs by $7M to $8M.Negotiated effectively the acquisition cost of the new enterprise resource planning system (ERP) from Oracle, making it possible to reduce the cost by 50%, and oversaw the implementation of the procurement module.Reduce annual operating costs by $700k by negotiating a new system to manage the vessel fleet.

Manage the Strategic Procurement Department team composed of 7 directors, managers and project leaders. Define the vision, develop strategic plans and manage purchases for all 7 commodities/categories (i.e., construction and maintenance, wired network equipment, technology and application solutions, information technology (IT), wireless network equipment, corporate services and customer equipment) for a total annual value of between $800M and $1B. Put in place a structured strategic procurement service allowing the organization to double its annual savings (more than $50M) as well as the number of contracts signed.Implemented a structure for the 7 commodities/categories, improving organizational efficiency and productivity as well as simplifying relations with internal customers.Deployed a strategic plan and governance for business and contractual negotiations, providing visibility for ongoing projects and encouraging better alignment with partners.Developed and implemented Videotron’s corporate procurement policy while standardizing business practices, making it possible to significantly reduce fraud and company risks.Standardized processes and templates, improving efficiency and reducing the amount of time required to complete acquisition projects. Negotiated, acquired and implemented a purchase management system (“eSourcing,” a platform managing RFP and contracts), improving efficiency and collaboration with partners.Ensured the sound management of department expenses, making it possible to respect the department’s budgets each year.

Responsible of strategic planning, negotiations and budget management for multiplatform channels offering.Developed and presented to senior executives strategic plans for the multiplatform channels offering, while considering network capacity and budgets with the objective of increasing market share.Negotiated royalties and contracts with most major groups, including Bell Media, Radio-Canada, Astral, Corus, FOX and AMC, to obtain channels and contents available on various platforms (television, video on demand, mobile phones and tablets).Created a budgeting tool to develop, plan and ensure detailed management of the annual cable and satellite television budget ($350M to $400M).Meet the multiplatform programming budget each year.

Negotiate strategic partnerships and major agreements to acquire goods and services, such as network equipment, customer equipment, IT systems and solutions, subcontracting services, construction and maintenance work and marketing services.Negotiated and implemented initial contracts with cell phone manufacturers, enabling Videotron to operate its new wireless network.Developed and implemented effective models for framework agreements governing the acquisition and life cycle costs of equipment and services.Revamped the network construction and maintenance contracts to improve protection to the company.

Manage the Canadian division in charge of setting prices and negotiating customized configurations for business aircraft interiors for 2 Bombardier Aerospace programs as well as global divisions. Also manage contract negotiations with Bombardier.Reviewed the pricing strategy and negotiated customizations requested by customers and spare parts, making the Canadian division profitable within less than 2 years (from a $5M annual deficit to a positive cash flow).Negotiated sales agreements with Bombardier Aerospace on behalf of the company’s global divisions in connection with the various aircraft programs, providing better protection and limiting contractual risks.

Draft and negotiate purchase agreements with suppliers.Negotiated agreements for all major systems of all regional aircraft programs manufactured by Bombardier Aerospace, including engines, avionics, landing gear, interiors and raw materials, with contracts valued between $300M and $500M.Managed a dispute related to the aluminum crisis.Re-established the business relationship with a major business partner.Developed and implemented a new type of purchase agreement encompassing various products to be purchased from major partners (GTA-STA), allowing the company to reduce contract negotiating time to acquire various systems from the same supplier.Was actively involved in developing the new equipment purchase agreement template for the C-Series aircraft.