My interests revolve around performance measurement and management, particularly in local government and aboriginal governments, and I have an interest in supply chain management and the construction industry. Additionally, I am exploring issues of Big Data and Data Science and its impact on various aspects of business. I have also been exploring the intersection of culture and business.I teach primarily accounting and related subject in the business department. For the 2016/17 year I am teaching Management Information Systems, Intermediate Financial Accounting I, Advanced Financial Accounting, Introductory Assurance Services (Auditing), and Operations Management. At previous institutions I have also taught Finance, Public Policy, and Introductory Accounting.

Overseeing the entire operations for the First Nation including Finance/Accounting, Housing, and Water and Sewer. Working with the management of band-owned operations to improve effectiveness and profitability, including Iron North, Ininew LP, Northstream Communications, and Aboriginal Strategies Inc.Worked with auditors, INAC, and bank to improve the quality and timeliness of reports and increase our profile within Manitoba.

Teaching Government Policy (MGT 3000) and Corporate Finance and Investments (MGT 3020) to students in the Bachelor of Business Administration program.

While teaching Principles of Finance to undergraduate students, I engaged them with topical examples to reinforce the fundamentals of finance.

Providing financial leadership to the department by managing financial risk by developing benchmarks and performance indicators along with financial analysis and projections and implementing risk mitigation strategies. Accountable for the delivery of ITS Procurement and Telecom and office administration services including negotiating and contracting for equipment and software licenses, through leadership and development of a high performing team.

Tundra Consulting Inc. provides business services, including project management, information technology solutions, accounting and general business advice to small and medium sized businesses, and municipal governments. Specializing in construction management, contract management, project management services, logistics coordination, and temporary finance staffing solutions across Nunavut and Canada's Arctic.

With a portfolio of $16 to $18 million, NBCC typically has 50 to 70 loans providing lending services for start up entities in Nunavut. The mandate of NBCC is to function as an agent of the Government of Nunavut to stimulate economic development and employment in Nunavut by supporting, financing, and investing in resident business enterprises.• Perform Corporate Governance role as a board member, ensuring the financial statements, budgeting, and overall finances were properly monitored and maintained,• Worked with the Auditor General of Canada; preparing financial statements for the audit, and in discussing business requirements that affected the audit.

The Nunavut Development Corporation is a Public Agency of the Government of Nunavut, with revenues in excess of $6 Million and supporting 120 jobs in the corporate office and the 10 equity investments. • Perform Corporate Governance role as a board member, ensuring the financial statements, budgeting, and overall finances were properly monitored and maintained,• Worked with the Auditor General of Canada; preparing financial statements for the audit, and in discussing business requirements that affected the audit.

Qulliq Energy Corporation is a Crown Corporation that supplies electricity to communities in Nunavut. The only generator, transmitter and distributor of electrical energy in Nunavut, with approximately 11,500 electrical customers. Generates and distributes power to Nunavummiut through the operation of twenty-seven (27) stand alone diesel plants in 25 communities. Qulliq Energy Corporation is the only energy corporation in Canada without developed local energy resources or regional electricity transmission capability, creating a situation of huge fossil fuel dependency. Each community in Nunavut has its own independent electricity generation and distribution system. There is no back-up grid.• Responsible for ensuring the committee provided a thorough review of the finances and budgeting process and made recommendations to the full board, • Worked with the Auditor General of Canada; preparing financial statements for the audit, and in discussing business requirements that affected the audit.

An Institute of Public Government with annual budget of $3.5 Million, charged with establishing broad planning policies, objectives, and goals for the Nunavut Settlement Area as laid out under Article 11 of the Nunavut Land Claims Agreement.• Responsible for overseeing the Finance, Accounting and Treasury functions of the Commission and the strategic role of Information Technology in land use planning as well as across the support departments.

An Institute of Public Government with annual budget of $3.5 Million, charged with establishing broad planning policies, objectives, and goals for the Nunavut Settlement Area as laid out under Article 11 of the Nunavut Land Claims Agreement.• Responsible for all Finance, Accounting and Treasury functions of the Commission as well as providing strategic planning advice to the Executive Director and the Senior Management Team.

A complex Inuit firm with revenues of $30 Million, seasonally employing between 100-200 people, operations include environmental cleanup, building construction, DEW line clean up, a supplies and outfitting business, a fuel tank farm, fuel delivery services, airport operations & maintenance, a trades division providing plumbing, heating, electrical and carpentry services, and is the regional agent for Northern Transportation Company Limited (NTCL).• Responsible for overseeing all financial and accounting aspects of the Kitnuna Group of Companies, including a fuel storage and distribution business, airport management, maintenance and operations, a retail hardware and office supplies business, environmental re-mediation, building construction, and outfitting supply business, and a trade services business.• Relocated entire Accounting Department to Edmonton.• Implemented new payroll procedures and policies.• Implemented a new benefits plan with a new benefits provider.• Worked closely with department heads to ascertain and then provide them with necessary reporting information.• Put new procedures in place to ensure compliance with various contracting regulations and policies.• Revamped entire Information Systems process including the procurement of necessary equipment and I.T. services.

A complex, not-for-profit, aboriginal organization with revenues in excess of $15 Million, 90 employees, and operations that include a school, a resort property, 50% share in an oil rig, as well as municipal services including water distribution, waste water treatment with 2 lagoons, and road maintenance and equipment. • Oversaw a resort property subsidiary (Liard Hotsprings Lodge), and the hiring of staff and a management company, • Managed the Nation's $5 million investments with CIBC Wood Gundy,• Oversaw a complete upgrade of the computer network and the standardization of the workstation configuration,• Negotiated with national banks and selected one to work with on financing an oil rig,• Working as part of a team, successfully recommended a partnership with a company providing open camp services,• Worked closely with the Nation’s lawyers on issues including: employment, real estate, taxation and property tax.

The second largest consolidator of Funeral Homes and Cemeteries with revenues of $1 Billion, over 10,000 employees, 1800 locations and operations in 5 countries. Traded on the NASDAQ exchange as AWGI. Now part of Service Corp International (SCI).• Performed corporate and field audits, and prepared and presented reports on the findings. Investigated suspected fraud at field locations, analyzed and presented my findings, with recommendations. • Discovered inconsistencies in analyzing data, which led to a major Information Systems audit both in the field and through the corporate offices. This resulted in working with outside software vendors, the information technology department, as well as the legal and regulatory departments, to ensure the companies systems were accurate and in compliance with various state, provincial and federal regulations. • Routinely supervised audit teams on various audits across the United States and Canada.

The second largest consolidator of Funeral Homes and Cemeteries with revenues of $1 Billion, over 10,000 employees, 1800 locations and operations in 5 countries. Traded on the NASDAQ exchange as AWGI. Now part of Service Corp International (SCI).• Working with field locations, software vendors, and state regulators, implemented changes to software to prevent fines of hundreds of thousands of dollars, and convinced regulators to not stop business in several locations while changes were made,• Managed and monitored accounts receivable, reporting changes to executive management, regional and geographic vice presidents, and performing analysis on locations, or various regions as needed to better analyze areas for improvement,• Worked with human resources department to establish measures by which regional and geographic staff would have bonuses, based on, in part,• Coordinated with departments collection team to improve data accuracy, and ensure their issues and challenges were articulated in reports to senior management, • Working with the accounting department, facilitated improvement of data flow for AR accounts, • Facilitated changes in information technology department to simplify access to data, use of Essbase, and improve accuracy and timeliness of data available for analysis,• Assisted legal department in working with lawyers in other countries in examining the countries options in collecting large debts from former employees,

The second largest consolidator of Funeral Homes and Cemeteries with revenues of $1 Billion, over 10,000 employees, 1800 locations and operations in 5 countries. Traded on the NASDAQ exchange as AWGI. Now part of Service Corp International (SCI).• Tested in Oracle Financials and as part of a team, made the recommendation that the organization should adopt Oracle and replace the various custom software packages then in use,• In cooperation with Investments department built and refined additional financial models to determine where the organization was losing money, how much, and why, and provided recommendations to increase profitability,• Managed and monitored accounts receivable, reporting changes to executive management, regional and geographic vice presidents, and performing analysis on locations, or various regions as needed to better analyze areas for improvement,• Worked closely with Treasury and Credit departments to provide useful analysis as company attempted to emerge from bankruptcy protection,• Coordinated with departments collection team to improve data accuracy, and ensure their issues and challenges were articulated in reports to senior management, • Worked very closely with information technology department and identified disconnects in data flow from field locations through the various systems up to and including financial reporting.

The second largest consolidator of Funeral Homes and Cemeteries with revenues of $1 Billion, over 10,000 employees, 1800 locations and operations in 5 countries. Traded on the NASDAQ exchange as AWGI. Now part of Service Corp International (SCI).• Built financial models on Accounts Receivable to better facilitate improvements in cash flow management and collections,• Working with other analysts in Treasury and Investments departments, integrated financial models together to create a large and complex model to provide executive management with information required to make major decisions at a critical time,• Worked very closely with companies auditors and various consulting firms to provide timely and accurate information as company worked to emerge from bankruptcy protection,• Managed and monitored accounts receivable, reporting changes to executive management, regional and geographic vice presidents, and performing analysis on locations, or various regions as needed to better analyze areas for improvement,• Worked closely with Treasury department to provide useful analysis as company attempted to emerge from bankruptcy protection,• Coordinated with departments collection team to improve data accuracy, and ensure their issues and challenges were articulated in reports to senior management,

Entered survey data, performed statistical analysis and created reports and presented to Staff Statistician and Vice President.

Entered data, performed statistical analysis, created reports and presented to Staff Statistician and Vice President.