Strategy - Retail

• Launched Tier 1 US Junior Retailer across Canada with 46 stores opened in 108 days. Effective strategic planning and strong team execution led to fourth quarter average Canadian store sales transactions exceeding average US stores and store profit by 38% in Year 1.
• Developed the strategy and directed implementation for Merchandising, Marketing, Planning, Store Operations, HR, Finance and Supply Chain for 4 Banner North American Apparel Chain.
• Introduced Canadian Brand to USA, with eventual compounded R.O.I. and profit growth to exceed US $50M. Successful launch exceeded any other Canadian apparel entry into the USA.

Strategy - Logistics

• Developed and implemented transformational strategy for North American transportation leader to break out of stagnant business model as market moved towards commoditization identifying industry leading technologies for route logistics, GPS, B2C communications and centralization of over 180 service centres.

Strategy - Manufacturing

• Built a team that represented and led consultation to investors in the due diligence, negotiation and acquisition of a multi-national manufacturing company of specialized equipment in the shipping and railway industry.
• Key contributor to the strategic process for the M&A including due diligence and leading the negotiation team
• Led the transformation team to develop and execute a 100 day plan and organizational restructuring
• Global CEO and Managing Director for Europe based multinational organization expanding operations to India, China, Russia, Hungary, Turkey, France, Malaysia, Australia and New Zealand while more than doubling sales in two years

Strategy - Information Services

• Developed and executed the business plan to bring Financial Services Technology firm from early innovation, with the creation and certification of patent pending process and technology, through to a growing business with revenue and satisfied customers.
• Developed the operating plan and market entry strategy for the Canadian operation of Major Technology Company which provided Managed Application Services to Canadian Insurance firms.

Strategy - Financial Services

• Developed the sales distribution strategy for a Tier 2 Financial Services Company to build upon the successful “face to face” channel and effectively incorporate the firm’s emerging e-Business strategy.
• Developed and delivered an information technology strategy for a Tier 2 Financial Services company to position the company for growth and flexibility.
• Developed a long term strategy and a 3 year “practical vision” to enable a struggling Tier 3 Financial Services company to regain it’s industry sector leadership and position itself as a relevant player in the broader financial services industry.

Strategy - Healthcare

• Developed and executed the business plan and market entry strategy to launch a new division inside a major Canadian Laboratory Services company to commercialize an innovative technology to reach and serve the US Health Care which generated $15 Million in incremental revenue.
• Created and developed an international Enterprise Services organization encompassing over 20 countries, with 450 direct staff and budget responsibility of $300 million. Transformed six independently run operations to one synergistic model embarking on an aggressive growth phase, enabling $1B Health Sciences company to act as an integrated global leader. Services included:

  - Supply Chain	- Human Resources	- Information Technology
  - Finance	- Common Business Systems	- Real Estate and Facilities
  - Planning and Development	- Business Process Improvement

• Designed and implemented operational design for diversification of mature business model in airline catering services into healthcare catering including facilities design, technology implementation, organization redesign leveraging existing facilities and equipment.

CRM - Retail

• Leveraged existing POS, call center, and web site capability applying the principals of one-to-one customer collaboration and community creation to increase revenue and profitability for national retailers.
• Optimized the lifetime value of customers across a Tier 1 retail operation by developing a common credit facility, a Loyalty Program with 8.5 million active members, on-line shopping, 3rd party visa, and gift card solutions;

CRM - Manufacturing

• Developed and deployed a Voice of the Customer (VoC) program as a key component of a Relationship Improvement Strategy for a German manufacturer. VoC program focused on building long-term customer relationships and enabled new development opportunities earlier in the sales cycle.

CRM - Information Technology

• Designed and deployed processes and programs to support key account relationship management inside an existing CRM program to shorten the sales cycle by 25%.

CRM - Financial Services

• Developed and delivered customer negotiation and reward programs for T1 North American Banks.
• Developed high yield sales and marketing programs for T2 North American Credit Card firm.

CRM - Healthcare

• Rolled out an Account and Territory Planning strategy for a dental implant manufacturer to ensure customer coverage and customer satisfaction goals were front and center with the Sales Organization. The roll-out enabled effective focus and alignment for the sales organization.

Sales Leadership - Retail

• Directed store sales teams for 4 Banner North American Apparel Business with 70 district managers, 6 Regional Directors and 3 Senior Field Leaders with corporation leading “average sales per customer” and “multiple sale percentages”:
• Created initial store staffing models, succession planning and organizational structures;
• Implemented software staffing programs that ensured highest productivity and peak period floor coverage across chain, based on customer buying patterns;
• Created Management Training Program with CD-Rom based interactive training to motivate staff participation and accelerate graduate rates.

Sales Leadership - Logistics

• Facilitated custom sales workshops to align individuals focused on complex sales opportunities and/or major accounts. The company attributes the improved account management discipline to a 70% increase in new purchases.

Sales Leadership - Manufacturing

• Deployed sales process and pipeline disciplines within a large International Manufacturing organization:
• Increased sales from 40M€ - 80M€ in just over 2 years;
• Balanced overall revenue from 80% Germany / 20% International to 50% Germany / 40% International;
• Streamlined sales engineer sales team to reduce financial & corporate risks, focus on customer relationships and drive new revenues;
• Deployed Territory & Account Management Disciplines within large international dental implant manufacturer to improve focus and execution of entire sales organization;
• Deployed sales customer-centric strategies within Electronics Organization to better align Sales with their Channels & Direct customers.

Sales Leadership - IT

• Managed the growth and expansion of Canadian Division of large Systems Management Software Company increasing annual revenues from $20M USD to $57M USD in 5 years;
• Developed and deployed sales improvement initiatives for large Systems Management Software Company which was deployed internationally as Front-Line Sales Best Practices;
• Developed, facilitated and managed ongoing execution of Account Management Strategies for Software Co. to create focus, accountability and drive execution of key opportunities within the Healthcare, Gov’t and Retail verticals;
• Conducted several sales workshops to align individuals focused on complex sales opportunities.
• Managed team to effectively align solutions with RETAIL client’s core initiatives, increase spend and develop long-term strategic partnerships. Increased annual spend by 60%.

Sales Leadership - Financial Services

• Grew the exclusive sales team for a Tier 2 Financial Services company by 40% to 3,500 professionals across 100 locations in Canada, through a combination of acquisition and organic growth;
• Increased sales force productivity of 3,500 exclusive sales representatives for a Tier 2 Financial Services Company by 14% over 3 years;
• Created and managed an exclusive distribution and networking partnership to secure 500 additional representatives for the insurance products of a Tier 2 Canadian Financial Services company;
• Streamlined an exclusive Financial Services sales force, to reduce compliance risk, improve product knowledge and increase average sales representative productivity three fold.

Marketing and Branding - Retail

• Led Tier 1 US Junior Retailer entering the Canadian market:
  • To Q4 sales, exceeding plan by $9M;
  • To increased Brand Strength in the Canadian market with 70 Points of Brand Contact across Public relations, Internal and External Marketing strategies;
  • To become both the store and employer “of choice” for teen segment;
• Re-engineered Tier 3 Specialty Big Box Brand:
• To create strengthened image and cohesive messaging across all points of brand contact;
• To increase customer visits (+17%) and average basket results (+7% - 2006)

Marketing and Branding - Logistics

• Developed a Marketing strategy and framework for Canadian Operations of Global 3PL company to secure and manage large key accounts and increased market share with both new and existing customers.
• Developed a portfolio of Marketing and Sales Support material to effectively deliver the story line to potential customers.

Marketing and Branding - Manufacturing

• Transformed a German centric brand to incorporate the strength of German engineering while supporting the needs and positioning of the international divisions.

Marketing and Branding - Financial Services

• Developed a new Company Name & Brand for a mature, nationally recognized Tier 2 Financial Services firm. The new brand surpassed the existing company brand consumer awareness levels in under 6 months.

Marketing and Branding - Healthcare

• Developed and launched the brand and value propostion in the US market for a healthcare automation solution to establish meaningful market presence for a global healthcare services provider.

Lean Sigma - Retail

• Executed company wide performance improvement methodologies for a Tier 1 Retailer resulting in increased labour efficiencies by over 100%, reduced check-out time by 80%, and improved in-stock positions from 75% to 96%.
• Built an internal process engineering services group for a Tier 1 Retailer that optimized various infrastructure processes, thereby increasing efficiency and effectiveness of company wide operations. Sample projects include a centralized cash desk, labour productivity and warehouse distribution.

Lean Sigma - Logistics

• 5 year Distribution System ‘rationalization’ project built around LeanSigma and Policy Deployment delivering significant DC System process capability shift with:
• Balanced Scorecard developed across the entire system;
• Policy Deployment and culture shift workshops down to first line supervisor level;
• Integrated retail store management and union participation in the PDSA Planning Workshops;
• Introduced DMAIC style LeanSigma projects into large US retail apparel DC and large grocery chain to deliver in excess of $2M in hard benefits in under 2 years in each situation.

Lean Sigma - Manufacturing

• Completion of two breakthrough projects that generated savings in excess of $500K increase in margin by vertical integration of outsourced business and increases in productivity in the first 6 months for a Tier I automovtive supplier.
• Introduction of a formal continuous improvement program that has generated savings in excess of $850K in its first year for a automotive electronics manufacturer.
• Introduce a Lean Sigma program at a T1 automotive supplier that:
• Improved plant quality from 100 PPM to 6 PPM in 1 year (GM supplier of the year)
• Improved profitability by 30% in 6 months by utilizing one-piece-flow and KANBAN practices
• Improved inventory turns from 10 to 20 in 7 months by using localized material storage practices with max/ min quantity approach
• In response to offshore competition with private family owned manufacturer. Cut overhead 45% by merging 3 operating companies. Reduced inventory 50% and COGS 28% via new technology, SKU rationalization, multi site lean manufacturing, and distribution center consolidation.

Lean Sigma - IT/IS

• Introduced LeanSigma, DMAIC approach in two IT organizations, Retail Apparel and Life Sciences. Developed skill in how to embed a continuous improvement approach in a ‘fix the system’ culture and mindset. Initiated a number of DMAIC style projects aimed at fixing process related issues associated with deployment of IT enablement. Achieved significant organizational improvement in the IT function.

Lean Sigma - Financial

• Introduced LeanSigma in conjunction with a Customer Value Exchange Optimization initiative for an Ireland based Financial Institution. Reengineered workflow, including IT enablement, to optimize the ‘share of wallet’ the bank achieved from its customer base. Significant gains in share of wallet improvement and customer loyalty as a result of the business process reengineering pilot. Institution has since rolled out the program system wide.

Lean Sigma - Healthcare

• Designed, Developed and Implemented an enterprise wide (Global) Business Process Improvement Department and ‘Program’ in a $1B+ Life Sciences Company:
• The program created 3 Master Black Belts, 16 Black Belts, and 86 Green Belts;
• There were 140 Process Improvement Projects ‘in-flight’ totaling $20M in direct, hard benefits and over $35M in 3-year NPV. Approximately 2% of total Gross Revenues which is the best in class benchmark for LS programs;
• Designed and implemented common processes across multiple acquired businesses; producing significant improvement in cost, quality and regulatory compliance;
• Application of automation and advanced process control systems in a technically complex and labour intensive operation; catalyzing major organizational change and creating new business opportunities and partnerships;
• Simplified and improved complex, time critical logistical processes, eliminating information and materials bottlenecks; reduced dwell-time and sources of error;
• Redesigned workflow, staffing and utilization of production equipment; enabled significant increase in work volume and revenues in the existing plant.

Supply Chain - Retail

For Canada’s Largest food retailer led the Logistics, Information Technology, Distribution, Supply Chain and Corporate Development divisions with approximately 3,000 employees, and a budget of $220 million. Developed the strategy for supply chain operations and IT infrastructure for Canada’s Largest Food Retailer which resulted in :

• Optimized flow of goods to stores which supported the growth of the company as a world class food retailer by replacing all major systems to reposition the business.
• Re-engineering the organization to a world class supply chain within the grocery and warehousing industry. Doubled inventory turns yearly.

Also:

• Fostered Vendor Partnerships for mid sized North American Apparel Brand that produced superior growth in initial mark-ups as well as timely delivery of superior quality product. Partnership with dedicated overseas sourcing arm resulted in improved merchant success ratio and 30% improvement in speed to market for direct sourcing

Supply Chain - Manufacturing

• In the first 100 days of a project, consolidated suppliers and renegotiated key contracts, and established international supply contracts which achieved purchasing and design-to-cost savings of €746K.

Supply Chain - Healthcare

For large international, multi business healthcare company reorganized and restructured Supply Chain. In an 18 month period achieved >$30 million in savings:

• Reduced >30 procurement systems to <10;
• Reduced number of vendors significantly e.g. 123 hotel suppliers to 1 travel provider with preferred hotels; 71 office equipment contracts to 2; streamlined multi-site separate telecom contracts to one national contract, thus allowing for economies of scale;
• Rationalized international supply chain spend, which was previously managed within each business, so that >25% managed globally with resulting cost savings.

Information Technology - Retail

Positioned a mature Tier one Retailer as a Retail Showcase.

• Innovated a Best In Class strategic alliance with IBM, Oracle, Microsoft, Cisco and Symbol. Improved negotiation cycle time from 16 months to 6 weeks and realized cost savings of over $20 million.
• Drove $100 million in benefits year-over-year for the organization by instituting accountability, benefit realization and measurement methodologies across the IT business unit.

Transformed the IT culture to a values-based, full performance operating unit that enabled the IT group to shift into a strategic business partner.

• Established four core operating values (serving, learning, integrity, excellence) that aligned individual goals and corporate contribution, thereby doubling productivity and improving overall effectiveness and efficiency.
• Oversaw the creation of a comprehensive performance management system that tracked IT performance. Year-over-year each index moved significantly higher.
• Harvested and grew the capabilities of the group by building a competency and accountability model which forced 40% management turnover, 20% employee turnover, reduced operating costs by 15%, and reduced headcount by 25%.

Information Technology - Logistics

• Benchmarked industry leading technologies in route optimization; GPS and Radio-over-IP and implemented end-to-end processes to support technology implementation on a fleet over 17000 vehicles enhancing route control, customer and employee communications and centralization of North American dispatching.

Information Technology - Financial Services

Led the team of 500 Information Systems professionals responsible for all aspects of the Information Systems delivery function with a $100+ Million annual operating budget to develop and deliver cost effective technology based solutions to support the business operations and a mobile 3,500 person sales force. IT Initiatives included:

• Successful integration of the information systems of a $400 Million Tier 2 acquisition;
• Enhanced existing PC based Sales Force automation technology to leverage the electronic capture of information to reduce business operating costs by 2%;
• Realigned the IS organization to improve effectiveness of the team and leverage a partnership with the business units to reduce IT operating expenses by 11%;
• Implemented an activity based management system within IS to more effectively recover operating costs from the business units;
• Established a bench marking process to more effectively manage the IS function and lower operating costs.

Information Technology - Healthcare

Established and implemented IT initiatives to drive efficiency, effectiveness and growth for $1B+ Life Sciences Company including:

• Realigned outsourcing agreements from $285 million to $18 million;
• Executed common business systems, enabling one central accounting group and one systems group;
• Decreased the cost centre budget by $32 million and reduced headcount by 200;
• Implemented a global IT infrastructure below budget and on time;
• Realized a cash expenditure decrease of $32 million;
• Decreased 22 emails systems to one, and 28 payroll systems to one

HR/OD - Retail

• Initiated “A” team development plan across a Specialty Apparel Retailer with emphasis on accountability and trust, creating culture of attracting, training and mentoring high performance field and Home Office Leadership Team.
• Implemented forward thinking methods to drive performance and personal empowerment.
• Successfully recruited several “standard setting” individuals and achieved North American consolidation ahead of plan, reducing SG & A by $1.7M USD.

HR/OD - IT & IS

Provided HR Leadership for the Canadian Division of a Fortune 500 manufacturer of software and hardware and a provider of services related to documents, packaging, mailing, and shipping which included:

• Leadership on due diligence work on the acquisition of an incorporated company; advised on agreement wording and identified risks/opportunities related to the purchase resulting in successful deal closure.
• Conducted extensive benefit plan costing, prepared and implemented integration and communication strategies for acquired employees resulting in their satisfaction with their orientation.
• Realized savings of over $2.5 million in 1st year by investigating historical claims data and insurance contracts relating to the bankruptcy of Confederation Life.
• Built followership, reduced involuntary turnover, increased productivity & morale in Employee Services department resulting in lower costs and drastically improved service.
• Installed new disability management model. Moved from a medical model to a facilitation model resulting in cost savings and increased productivity.
• Built business case and implemented an Early Retirement Program through the Pension Plan; targets were achieved and costs to the business reduced.
• Automated numerous interfaces between units reducing non-valued added work being performed in HR.
• Redesigned sales compensation program to more equitably reward high performing sales staff while achieving increased profit margins.

HR/OD - Financial Services

For the Canadian division of a Global P&C Insurance company

• Provided HR due diligence process in the acquisition and integration of another insurance company; advised on deal language and planned and implemented the integration strategies following acquisition resulting in smooth transition for affected employees.
• Researched, designed and implemented new salary structure throughout the Canadian organization to successfully meet competitiveness targets and retention goals for key staff.
• Led senior, cross-functional team to develop strategies and action plans for a key piece of the new business strategy on Change Management and Process Re-invention.
• Led senior, cross-functional team to successfully redesign performance management systems and reward systems to support the new business strategy.
• Planned and implemented numerous mass lay-offs following the sale of several business units with minimal negative impact on other staff.
• Acted as primary legal resource to the organization on employee relations, union avoidance, mass layoffs, sale of business units, constructive discipline and harassment situations.
• Chaired the “Agent Review Board” (A union-avoidance process established whereby agents could appeal the company’s decision to terminate their employment) resulting in 100% success rate.

For the Canadian Division of one of the world's leading financial management and advisory companies provided HR leadership that

• Conceptualized and implemented numerous recruiting strategies to staff the company for high growth and profitability.
• Saved $500,000 per year by designing and implementing a variety of temporary staffing programs.
• Acted as primary legal resource to the organization on employee relations, union avoidance, mass layoffs, sale of business units, constructive discipline and harassment situations
• Managed company-wide job re-evaluation (Hay) and competitive analysis to comply with Pay Equity Legislation and the company’s competitive positioning targets.

HR/OD - Healthcare

• Delivered OD strategy and business case for a broad organization change initiative to align people, processes and systems to promote operational excellence as a strategic style for $1B Global Healthcare Services firm.
• Developed complete workforce strategy including employee value proposition, culture and leadership model and core competency model. Resulted in new organization structure, work processes and procedure consistency and significantly reduced cost.
• Developed and led Talent Planning process for the Sector, identified skills gaps, succession planning requirements and recruitment and retention programs for critical people and roles.
• Led development and implementation of the Balanced Scorecard measurement metrics for all 10 operating units across North America, affecting in excess of 5,000 employees

Finance - Retail

• Ensured partnership with US corporate groups for Tier 1 Junior Teen Retailer Canadian launch:
• Delivered strong Brand development and implementation of appropriate infrastructure, business process and fiscal parameters to support and drive business results above US average store by 38%;
• Designed financial models and implemented strategy to ensure competitive alignment for large Canadian Department Store Group. Highlights included:
• 6% SG & A reduction;
• 19% comparable stores sales increase;
• Reduction of aged inventory by $50M and associated cash flow improvements.

Product Development - Retail

• Drove Corporate Brand and Product Development Strategy for North American Apparel Brand to ensure positioning for target customer as #1 or #2 Canadian Brand of Choice in casual women’s apparel, in first mention surveys (CAMM 1994-1999). Overall target market share rose to 2% of segment in USA and 18% of segment in Canada;
• Achieved #1 Children’s Market Share across Canadian Specialty Retailers from 1995-1999 for North American Children’s Apparel Brand.

Product Development - Manufacturing

• Oversaw the development and roll-out of a Product/Component business for a large German manufacturer. Product/Component sales became 25% of overall revenues for offices globally.
• Developed innovative product line for B2B distribution that generated 1/3 of division’s revenues in 1st year via strategic distribution partnership with US category leader.

Product Development - Information Technology and Services

• Developed and launched a product to deliver a network of Web enable ATMs across the highly regulated Global Financial Services industry;
• Managed server farm for a Tier 1 graphic processing unit developer;
• Instrumental part of team that delivered a Tier 1 smartphone manufacturers first 3G device.

Product Development - Healthcare

• Commercialized a proprietary laboratory automation solution for a Canadian Health Care company to enable firm to partner with major US healthcare companies and establish a strong US healthcare presence.