As a Transformation Leader in Supply Chain & Procurement, I spearhead strategic initiatives that drive efficiency and foster innovation. Developing a strategic roadmap, aligning functions, and synchronizing efforts across both short- and long-term goals enables impactful transformations. Through close collaboration with executive leadership and cross-functional teams, I ensure alignment with business objectives. Leveraging global sourcing, continuous improvement, and change management strategies, I deliver sustainable improvements in supply chain optimization, digitalization, and value engineering, cultivating a culture centered on performance, transparency, and excellence.

Led a focused, five-month Change Leadership role within a manufacturing organization, dedicated to Reliability, Maintenance, and Turnaround improvements. In this short-term role, I effectively advanced the development, improvement, and sustainability of Operational Reliability Management Systems (ORMS). Key successes included strengthening ORMS capabilities through strategic training and development programs, process refinements, tool enhancements, and structural optimizations—driving sustainable improvements in reliability and maintenance operations.

Achievement: Enabled the Project team to control the cost at completion within 1% of the budgeted amount for the Brown Field portion. Led a team of techno-commercial professionals within NOVA and Partner EPC (Worley Parsons) to control cost and schedule on $3B growth project in Sarnia Lambton region. Accountabilities included, guiding the team on analyzing trends and changes to optimize cost and schedule performance, managing monthly cost variance within 10% of plan, negotiating cost and schedule impact with major contractors pertaining to scope and non-scope related changes (e.g., COVID impacts). Major contractors included SNC Lavalin, AECON, Mellon, Kel-Gor, Kent and LAMSAR. Worked with a third-party consultant ‘McKinsey & Company’ to update executive team on project performance challenges and opportunities on a regular basis.

Achievement: Independent project Analysis-IPA Award for most Improved Site for CAPEX Delivery.Led Project Services Team to improve the support structure for delivering world class CAPEX projects. Accountabilities included; people development, portfolio planning, cost control, schedule management, business case development, contract negotiation/management, stakeholder engagement, engineering information management and facility change management as per legislation and company policies.

Developed operation and maintenance strategy to improve plant reliability to 1st quartile RAM performance. Accountabilities included: personnel and process safety (HSE), people development, workforce planning, OPEX management, maintenance planning & execution, turnaround planning and critical equipment lifecycle management.

Achievement: NOVA Chemicals Technical Excellence Award for Project Management.Managed capital program for Olefins and Polyolefin Businesses. Accountabilities included: program development, project management including Front End Engineering Design (FEED), Detailed Engineering (DE), construction & commissioning, people development and management, HSE, Contract management, stakeholder engagement, business case development, cost and schedule management.

Worked on a program to increase throughput of a world class Hot Strip Mill. Accountabilities included: strategy development, project planning and phasing out improvement work to optimize operations, capacity enhancement, reliability improvement, design evaluation, project planning, commissioning and integration, process optimization, energy conservation and technical support.

Led Planning & Development section within Engineering Department at AkzoNobel Polyester Fibres Plant. Accountabilities included; HSE management, program management, contract management, inventory control, people leadership and development, CAPEX management and staff planning.

Accomplishment: completed port graduate degree with honors in Mechanical Engineering specializing in Production Engineering and Management. Completed research thesis work in production line optimization alongside with regular course work. Finished 2 years program in just over a year.

Worked as a Maintenance Manager at ICI Soda Ash Facility, led various projects to improve equipment reliability and energy consumption. Participated in numerous plant turnarounds, led the safety improvement team for the area, reviewed maintenance procedures and implemented changes to ensure safe and best maintenance practices. Identified and implemented numerous improvements by analyzing existent manufacturing methods, processes, material flows, and effective use of machinery.

Worked as a Projects and Inspections Manager. Launched a surveillance program to ensure reliable operations. Introduced various condition monitoring techniques such as thermal imaging, vibration and temperature monitoring. Contributed to in-house improvement work by supporting the engineering design through FMEAs and SQRAs for proposed modifications.

Joined Imperial Chemicals Industries (ICI) as Management Trainee after graduation. Contributed to the organization by overseeing maintenance functions for the Utilities section of a chemicals plant, participated in installation and commissioning of new plant equipment and improvement projects. Progressed through the organization by delivering results in various roles in the field of inspections, project management, and maintenance management.

Completed an internship with Shell Pakistan. Learned to relate engineering education with the practical work in day to day operation. Learned how to collaborate, communicate and participate in multifunctional teams.