As a member of the executive of the company, my role is to integrate six businesses and set up a team of HR business partners supporting the deployment of the strategic plan to form a single organization with a culture and entrepreneurial values .Developed and implemented a plan that supports the achievement of business goals including performance indicators;Set up and developed a human resources and internal communication team composed of 13 professionals and technicians;Established the business partnership approach to align HR roles and business operational requirements;Reduces of group insurance cost by $ 1.4 million over 5 years;Developed, harmonized and streamlined human resources practices and programs such as: remuneration and incentive structure, employee assistance program, recognition of years of service, vacation, holidays, premiums, etc.;Set up talent acquisition strategies to fill more than 250 positions annually;Developed an internal communication plan for the deployment of an entrepreneurial culture, employee engagement against guidelines of the company and staff retention;Coaching management team members.

Heading the HR and HSE function for Voith in Canada, my mandate is to create a professional environment to support business, retention and acquisition of the best talents of the industry. Leadership development, organizational culture, coaching, business culture and change management.Ensure deployment of business objectives to all employees through the performance management process;Directed and deployed a communications plan and action among employees, promoting a corporate culture geared towards customer satisfaction, and the achievement of the business objectives; Managed significant growth of the labor force from 160 to 400 employees over five years; Developed and implemented a Leadership Program for all managers, including a competency profile in connection with the business needs; Coach for several managers of the company; Implemented a workforce planning process that promotes synergy within business units, promotion of company talents and identification of medium and long term business needs;Implemented company policies and programs that take into account the issues of retention and promotes synergy between Canadian business units;Negotiated the collective agreement for the Mississauga business unit: revised the pension plan and implemented the leadership concept within production teams;Directed the implementation of a Canadian salary structure in connection with a plan of career for professionals; Participated actively in the process of due diligence for the acquisition of companies and responsible for human resources, health and safety and environmental aspects.

My role is to assist clients in the management of their development and organizational effectiveness challenges. Managed several projects aimed to increase organizational effectiveness and achieve all the steps from diagnosis to establishment;Advised Companies Leaders in the development and implementation of action plans for organizational effectiveness an adherence to business objectives; Coached leaders and managers to support their professional development and improvement of their leadership and management skills; Developed organizational structures that take into account the needs, constraints and business objectives and recommend action plans supporting their implementation.

Reporting to the president, my mandate is to implement a human resources and health, safety, and environment department serving managers and employees in Boucherville and Nevada. The main challenges are the establishment of an organizational culture focused on employee empowerment, quality and innovation, as well as attracting and develop the staff who will ensure the production of a unique product in a context of growth. Implemented and managed a HR and HSE service for the two business units that can support important business growth ;Actively involved in the business plan and implemented an incentive plan for all employees aimed at mobilizing the staff in the achievement of company objectives;Develops talents attraction strategies for production and trade skilled people and realized important saving in recruitment fees; During the start-up phase, defined the frame and the guiding principles on which are based the programs and policies of human resources for business units in Quebec and Nevada;Implemented an innovative Flex program for production staff aiming people empowerment and efficiency; Developed and conducted training for managers and staff focused on developing technical and managerial skills;Directed an internal communication plan, including an Employee Committee to ensure continuous communication and harmonious working relationships;Actively involved in the team who carried out the business sale to European interests.

Reporting to the Division President, my role has been to set up a human resources service for the manufacturing division and subsequently at Headquarters define the action plan for the merger of 3 companies acquired by Van Houtte. Implemented an internal communication plan for operations both in the Canada and USA;Proposed the merger plan for 3 companies operating under separate banners. The multidisciplinary project team was consisted of people from operations, finance, marketing and information technology.Standardized HR practices for all the regions, Canadian and U.S. to enhance the sense of belonging to the Van Houtte groupHarmonized group insurance programs for the Canadian business and for all divisions of Van Houtte and obtain important recurrent annual economy. Developed and implemented a long term incentive program for Van Houtte Group of executives.Member of the Steering Committee for VKI and responsible for the co-ordination of the strategic planning process.Negotiated the first collective agreement for the manufacturing division.Participated in the implementation of a product development process based on the principles of simultaneous engineering (stage gate process) which lead up to important saving and reduction of development cycle.Set up an internal communication plan leading to a greater engagement of all employees to the business goals.Optimized ERP system by the establishment of training program.

Reporting to the president, my term was to establish a human resources department serving managers and employees in a context of significant growth and promoting a decentralized management style. Member of the executive management team and leading the co-ordination of the strategic plan process.Build a team of human resources and developing the practices of HR management for Venmar sites in Canada;Implementing a performance management process associated with business objectives;Negotiated 2 collective agreements of 5 years including the implementation of a profit-sharing plan.Put in place the policy and practices of earnings for all of the sites; Developed and implemented a communication plan for the deployment of the business objectives and promoting the empowerment of employees.Reduce the costs of recruitment and candidates assessment.