Support businesses in their improvement journey by providing expertise in: *Process Optimization (manufacturing and services)*Continuous Improvement Lean 6-sigma Kaizen*Integrated Strategies deployment*Organisation Transformation*Coaching

Structured a Program Management and Integration Office (PiMO) to manage a $250M budget for the successful deployment of a SAP solution (called RTBS) across the Rio Tinto Alcan organization. This program impacts 23,000 employees across North America, Australia and Europe. •Introduced the Way-of-Working (WoW) business improvement approach and succeeded in moving the first deployment from Red to Green.•Selected the Project Control Officers (PCO) team to enhance the planning and forecasting methodology.•Implemented project management standards (KPIs SPI/CPI, info centre, on-boarding, off-boarding, etc.) and structured the governance approach (steering committee, risk management, etc,).•Managed Finance group achieving 5% accuracy between the financial system and MS Project.•Managed the Health, Safety and Environment committee and kept influencing HSE practices at the Montreal Head Office.

Following the take-over of Alcan by Rio Tinto, directed the processes required to develop an annual strategy map, CEO context letter and financial/operations plans that demonstrated clear alignment between the RTA strategy and the plan deliverables. Ensured efficient allocation of resources for the execution of these plans. •Received the Bravo Award for developing a business model that highly simplified the annual budgeting and forecasting process.•Implemented a clear and unique orientation for executive teams networking with 24,000 employees around the world.•Used the Hoshing planning approach to structure the policy deployment at all levels of the organization – all sites having their own strategy map aligned with the Aluminium Product Group.

After a fatality at the mine site and the announcement of the sale of the mine, prepared a smooth transition for its sale to a Chinese company.•Organized, in conjunction with the management team, a review of major issues and prepared the critical path for transition including focus on efficient and safe mine operations. •Increased production twofold while improving safety performance.•Mobilized and managed efficiently the key stakeholders (governments, communities, unions and employees) with a clear communication plan for a seamless transition without any disruptions.

Strengthened and improved the continuous improvement culture of the sites and functions across Europe (France, Netherlands) and Africa (Cameroon) – 4,000 employees. •Impressed upon senior managers the strategic and economic value to the organization of key continuous improvement resources to ensure a better selection.•Structured a central group at the business unit level to manage training, coaching and business unit initiatives.•Standardized the CI approach with Master Black Belts (MBB) and Site CI Champions, around four elements: selection of improvement initiatives; resource selection and training; project execution; sustainability. •Eighteen months after arrival, achieved $1M EBITDA/annum target per Black Belt •Initiated a unique best practice sharing approach for manufacturing and support functions. •For the first time, initiated and completed a value stream mapping (VSM) for the whole EMEA processes and supply chain which helped the business unit identify opportunities and launch improvement projects aiming at $45 M EBITDA impact.

MAINTENANCEManaged a $30M budget with a team of 120 tradespersons providing services at the Kitimat site in British Columbia. •Reorganized shift schedule to optimize weekly activities and shutdowns; increased uptime by 12% at the casting houses.•Introduced the 5S approach across all departments and was recognized for best housekeeping standard.•Structured and deployed the benchmarking approach to increase cost per ton – reduction of 26%.CONTINUOUS IMPROVEMENT •First Black Belt to be selected, trained and certified in Kitimat. •Became Site CI Champion and helped leadership team to select the right resources and projects. •Managed the training and coaching of more than 50 people over a period of 18 months.

Successfully deployed the maintenance management program in four key areas of CBG – mine, railway, plant and harbour. •Received approval from CBG Executive for a five-year improvement plan, after assessment of maintenance practices.•Selected engineers, planners and maintenance, repair, operations (MRO) inventory manager. Provided training to all and assessed competency on the field. CBG had +3,000 employees and about 200 were direct reports.•Increased the reliability of critical equipment by 24% and improved service level of MRO parts from 72% to 93%.

During this period, held various roles in maintenance and project management including planning and scheduling, warehouse and inventory management, NDT methodologies, contractor management and engineering firm reviews.Worked in various location: •Vaudreuil Works - Ore Plant 2 - Saguenay•Warehouse management - Saguenay•Fluoride Plant - Saguenay•Shawinigan Works - Shawinigan•Laterriere Works - Saguenay