Responsible for diversifying the revenue streams while simultaneously developing and delivering strategy into operational reality. Maintaining the many strong relationships with government stakeholders such as CBSA, CFIA, US CBP, and others through trusted and meaningful engagement.Creating a corporate asset management framework from which detailed and long term capital plans are developed. This is driving revenue decisions through the pandemic and subsequent recovery phase, as well as fine tuning our processes and procedures for asset stewardship.Portfolio management of four major international crossings between Canada and the U.S. while building capacity both in terms of flow and our team. Building team alignment to the Corporate Plan, Strategic Objectives, and departmental goals and objectives.Developing a risk-based approach to Operations while driving robust ERM discussions within the team and at the Board level.Building out an environmental model from which the corporation can operate that aligns to the ESG goals developed at the Board.

Led team of approximately 40 staff; maintained oversight of terminal and groundside operations, parking, airfield operations, airfield maintenance, emergency response, ARFF, safety, security, noise management, and environmental issues. Accountable for development and execution of $4M annual capital program budget; gained approval for $20M capital budget in 2019. Held the relationship with Transport Canada, NAV Canada, and various Hamilton tenants, partners, and operators.Designed strategic roadmap to focus on infrastructure/planning, operations, customer service, and passenger experience resulting in strategic alignment and mission clarity.Deployed the following tactics in order to successfully prepare for the first unprecedented growth (75% in one year) phase in seven years, while innovatively and proactively managing personal, team, and organizational change:- Created risk matrix based on ERM and SMS to understand risks of rapid growth;- Changed operational department structure to account for increased demand;- Researched and implemented best practices and improved technology – CUTE, APEX review, etc.- Began staff training in order to address skills gaps and anticipated cultural shift;- Implemented asset management principles which included comprehensive review of facilities;- Built an initial 50-year capital plan with budget values and timing against aging infrastructure; - Conducted capacity study to understand expansionary projects in the short and long-term.Optimized relationships with strategic partners including government agencies, airlines, and regulators; created a forum for active engagement at ATOC meetings which fueled collaborative problem-solving.Launched the plan to reduce airport’s carbon footprint through collaboration with community-based initiative, re-purposing of existing SMS process engine, and recommendations of third-party consultant.Led the airport through the final phases of the Airport Zoning Regulations update.

Responsible for:- program management of the Safety Management System, reporting to the Accountable Executive, ensuring ongoing effectiveness of the SMS for positive aviation safety outcomes, co-chairing a multi-disciplinary working group- developing and communicating Safety Performance Indicators (SPI) data for the organization- implementing program standards for safety critical tasks and functions within the GTAA, effectively ensuring compliance to CARs and conformance to program effectiveness standards through the Quality Assurance Program- providing organizational support in the interpretation of Canadian Aviation Regulations and associated Standards, assessing and evaluating business impact of regulatory change to the organization, supporting change management when Regulations and Standards are amended by Transport Canada- participate in the Operations, Safety, and Technical Affairs (OSTA) Committee of the Canadian Airports Council, participate in OSTA for ACI-NAA highlight in this position was the validation of our SMS by Transport Canada in May 2014 and hosting ICAO's Air Navigation Commission while the Commissioners visited Toronto in 2013.I led the assessment and business impact team at Toronto Pearson when we received the draft version of TP312 5th Edition in 2014 that successfully identified potential issues to the business and operation. I also participated in a national focus on providing comments to the Regulator on proposed changes to the draft. I am also eager to contribute to other Working Groups and have now joined an AIM improvement working group as well as participating in a FAA study on the implementation of SMS led by Drs Alan Stolzer and Mark Friend from ERAU.

The Resource Management Unit (RMU) is the responsible agent for the allocation of terminal resources (gates, counters, baggage devices) and the source of airport operation information for Terminal Operations. Additionally, the RMU is the day of operation responsible office for staffing the Airport Authority's manpower requirements.I was responsible for:- Centralized the allocation of airport operational resources for the use of our carrier customers.- Created a centralized staff deployment office across the operational divisions of the GTAA accounting for half of the workforce in all functional areas.- Reintroduced gate assignment into the Resource Management Unit for all terminals and aircraft parking positions.- Managed a staff of 33 through a cross-functional matrix management structure to successfully deliver the airport resources that airlines require for a successful day.- Resolved conflicts between carriers as they related to the use of airport resources- Planned contingencies as a result of facility, labour, and weather disruptions

I supervised the on-shift team of Resource Coordinators to deliver resources at Terminal 1. Acted as the conduit between the on-shift staff and external departments and agencies.Supported the Manager, Resource Allocation in hiring, training, performance managmeent, and discipline.Participated in project teams to deliver operational documentation and operational support to I.T.

Supervised Air Canada teams that provided us with ground handling services (ramp and customer service and sales).Ensured SOP's were being followed in conjunction with optimum customer service for our passengers.Identified opportunities for improvement to support the Manager of the station.Facilitated solutions to operational problems that affected OTP.