General Resume

Dave Abbott

P.O. Box *****

Edmonton, Alberta T6T 1N1

780-***-****

acpuwp@r.postjobfree.com

Highlights

> Manage all aspects of several manufacturing and distribution

companies.

> Always stayed within budget and achieved revenue targets through

continuous improvements.

> Utilize experience to manage inventory in multiple warehousing

facilities and supervising staff with a strong history of increased

warehouse efficiency, increased production output, generated

operational and inventory savings.

> Manage distribution of oilfield equipment, parts, and supplies to

various North, Central, and South American countries. Coordination

and distribution of dangerous goods such as ammunition, weapons,

and fuel throughout the provinces of Canada.

> Manage purchasing departments to include procurement, acquisition,

job costing, supervision, and contract administration. Advisor for

an international oilfield company procurement group.

> Canadian safety liaison - member of corporate core safety team.

> Team lead and motivator of sales departments which increased

facility optimization.

> Continuous elevation in roles and responsibilities including profit

and loss responsibility.

STAMCO Specialty Tool & Mfg. Co. (1979) Ltd. 2013 - May 2015

V General Manager - Direct all day-to-day operational activities

to build a high performance, results oriented culture.

Responsible for growing the business while ensuring maximum

throughput, sustainability, financial strength and

profitability, quality, service, safety and compliance with all

internal and external policies, procedures and regulations.

Provide leadership, management and overall administration within

STAMCO. Ensuring proper business systems, procedures/processes

and operational controls are in support of the strategies,

policies, goals and vision established in collaboration with

ownership. Provide creative leadership to senior leadership

team, offering advice, guidance and direction on business

matters including operational policies and processes/procedures,

new initiatives and relationship management. Foster a success

oriented and accountable environment.

Accomplishments - (2013) 50 employees, (2014) 65 staff, (reason)

increase in afternoon shift due to increase in sales; (2013)

company at net minus financial position, (2014) net positive

financial position, (reason) design, develop, implement, and

monitor new work process flow from the quoting process to the

payment of the invoice. Secondary reason was the implementation

of accountability in spending of company; (2013) company on pace

to achieve 55% of revenue targets, (2014) company on pace to

achieve 110% of revenue targets, (reason) design, develop,

implement, and monitor new work process flow; increased employee

morale and reduced employee turnover by developing,

implementing, and monitoring employee development program

including training and semi-annual coaching sessions;

continually receive a passing grade for all audits conducted by

external ISO auditing company.

V Reason for change - family owned business - different vision for

company.

Fireball Equipment Ltd. 2010 - 2013

V Operations Manager - Responsible to plan, direct and oversee the

sales, operations and fiscal health of the business.

Responsible for overseeing and leading the work of the Projects

Department. Responsible for planning and maintaining work

systems, procedures, and policies that enable and encourage the

optimum performance of our staff and other resources within the

company. Responsible for the health and safety of the company

while maintaining our COR designation from the Alberta

Occupational Health and Safety department. Responsible for

carrying out and attaining the corporate mission and the goals

of the business. Development of a superior workforce.

Development of each department's structure, resources, and

manpower. Development of an employee-oriented company culture

that emphasizes quality, continuous improvement, employee

retention and development through training and superior coaching

sessions. Manager of human resources department. Member of the

acquisitions team. Hands-on leadership style.

Accomplishments - (2010) 21 employees, (2013) 50 staff, (reason)

increase in concurrent projects; (2010) company at net minus

financial position, (2013) net positive financial position,

(reason) design, develop, implement, and monitor new work

process flow; increased employee morale and reduced employee

turnover by designing, developing, implementing, and monitoring

new employee development program including training and semi-

annual coaching sessions (this includes all levels of

management); increased reoccurring revenue by 100%, (reason)

developed service contracts program; increased international

sales by $2.2 million and company sales by $4 million, (reason)

development of the industrial design and installation teams.

V Reason for change - Change in company structure.

A.M. Castle & Co. 2007 - 2010

V Operations Manager - Plan, organize, and manage all operational

activities relating to receiving, storing, order filing,

processing, loading, and shipping. Review and approve the

scheduling of all plant and transportation activities. Direct

the quality process and ISO compliance and ensure that product

quality standards are maintained through proper training and

utilization of established inspection techniques. Initiate

corrective action and process improvement where appropriate.

Ensure that all company human resource policies and practices

are being administered in conformance with established contracts

and/or guidelines. Manage the maintenance of buildings,

equipment, and grounds, and provide the repairs while also

taking preventive actions necessary to protect the company's

assets. Prepare and administer annual budgets and monthly

updates. Ensure compliance with the corporate safety program.

Canadian representative on the corporate core safety team

(international). Review performance of subordinates regularly

and conduct formal evaluations. Development of staff.

Implementation of lean manufacturing and 5S program.

Accomplishments - Gained valuable knowledge and experience in

accountability and corporate governance. Developed the OH&S

program for district which resulted in reduction of accidents

and WCB claims by 100% (zero time loss). Developed a positive

place to work which resulted in a return of experienced workers.

Increased productivity by 60% and increased capacity of

equipment by 66%. Member of corporate core safety team which

developed corporate-wide safety program. This resulted in a

company-wide reduction of WCB/insurance claims by over

$1,000,000. Increased customer satisfaction.

V Reason for change - ethical reasons.

SRE Service Rig and Equipment Ltd. 2002 - 2007

V General Manager - Responsible for all aspects of this oilfield

manufacturing company's day-to-day activities such as sales,

customer service, job costing and reports, invoicing,

communications, operational personnel, production facility,

application of proper policies and procedures, etc. OH&S, WCB,

and co-chair of the joint work site health and safety committee.

Sales of $20 million annually. Procurement up to $20 million

annually in raw material, oilfield equipment, parts, petroleum

products, rig supplies, office and production equipment and

supplies. Senior member of the production team. Responsible

for quality assurance and delivery of manufactured equipment,

parts and supplies to various oilfield companies throughout

western Canada. Managed transportation of various components to

preferred vendors for contracted work. Responsible for

generation of and closure of all sales for the company.

Ultimately responsible for the profit and loss (P&L) of company.

Accomplishments - Gained valuable knowledge and experience in

industrial human resources and production. Started with two

employees and finished with 75. Developed the OH&S program for

the company which resulted in reduction of incidents/accidents

and WCB claims by 85%. All projects were delivered to the

customer either early or on time and either under budget or on

budget - no overages or delays on delivery. Team lead in

achieving ISO certification. Team lead in achieving COR safety

certification. Team lead in achieving Government of Canada

Department of Transportation Safety Certificate for

manufacturing mobile equipment. Facility utilization at a

minimum of 90% for manufacturing, refurbishing, repairing, and

servicing customer equipment.

V Reason for change - company sold and closed.

Weatherford Canada Partnership 1997 - 2002

V Purchasing/Inventory Control Manager - Purchased $15 million

annually in raw material, oilfield equipment, parts, petroleum

products, and rig supplies. Responsible for office and

production equipment and supplies. Maintained positive long-

standing relationships with vendors and contractors. Through

strong ethical purchasing practices, the department saved

Weatherford over $600,000 in the first year of my employment.

Reduced inventory by 60 percent. Senior member of the

production team. Advisor to Weatherford Canada Partnership's

Procurement Group which advised departments on purchasing

decisions. This resulted in an overall reduction in costs for

the company.

V Warehouse/Distribution Manager - Coordinated the set-up and

relocation of various warehouse departments. This included

renovations of existing warehouse space, set-up of numbered bin

locations and shelving, relocation of inventory, hiring of

staff, redesigning requisition procedures, improving delivery

times, implementing and enforcing company policies and

procedures. Vendor selection and transportation companies had

to be negotiated. Supervised the delivery of parts and supplies

to various oilfield mobile service rigs throughout North,

Central, and South America. Through new purchasing, receiving,

warehousing, and shipping procedures, our order turn-around

times were reduced from seven days to three. Safety coordinator

for the department and representative on the joint worksite

health and safety committee.

Accomplishments - Gained valuable knowledge and experience in

the oilfield industry in North America. Supervised the OH&S

program for the department which resulted in reduction of

incidents/accidents and WCB claims by 70%. Developed standard

operating procedures to reduce delivery to customer from 7 days

to 3 days. Reduced inventory by $750,000 which resulted in a

reduction of $28,000 of monthly interest on loans for the

inventory. Budgeted for one year to relocate supply/rig

maintenance divisions from Edmonton to Bonnyville - achieved

conclusion of relocation in five months. Developed purchasing

department employees which resulted in a saving of $600,000 in

first year of my employment.

V Reason for change - could not relocate when requested at the

time.

Department of National Defence 1981 - 1997

V Project Manager/Lead Trainer for Canadian Rangers Program (1100

members).

V Lead Instructor for various national leadership courses and

training.

V Extensive training in communications, problem-solving, and time

management.

Education

V Business Administration Degree.

V Entrepreneurship Diploma.

Training

V Safety Basics Program.

V Accident Investigation course.

V Health and Safety Committee course.

V Hazard Assessment and Analysis Program.

V Fire extinguisher operation and application methods course.

V Standard First Aid - Level A CPR course.

V Hoist and Rigging Train-the-Trainer course.

V Forklift Train-The-Trainer course.

V "Safety on the Move" Sideloader/Forklift operator's course.

V WHMIS course.

V Confined Space Entry.

V Fall Protection Awareness course.

V Effective Disability Management Program.

V Health and Safety Training for Managers and Supervisors course.

V Standard First Aid - Level A CPR Instructor's course.

V Equal employment opportunity, anti sexual harassment, non

discrimination policy, and rules of conduct training.

V Violence in the Workplace: Awareness course.

V Violence in the Workplace: Establish a Prevention Program

course.

V "Value-Based Lean Six Sigma" manufacturing introductory

training.

V "Theory of Constraint" manufacturing training.

V Project Management training.

V Employment Standards course.

V HR and the Law course.

V Sarbanes-Oxley training.

V Controlled Goods Program - Designated Official Certification.

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