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Senior Operations Executive

Vancouver, British Columbia, Canada
January 22, 2018

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TREVOR SeniorMACMASTER Operations Executive


Visionary servant leader with over 25 years of success in consistently exceeding Safety, Growth, Profit, Employee Engagement and Customer Satisfaction objectives within the Industrial and Oil & Gas arenas.

Recognized for cross functional strategic and tactical operational leadership within challenging start up, turnaround, Project, M&A and rapid economic change environments. Serves as a catalyst for positive results based on a “no-excuses” profit driven model which infuses organizations with a risk managed and a customer-centric high performance culture that derives best in class performance while securing customer brand loyalty. I am a steadfast customer focused team player and builder with my passion being a trusted people leader with high core values as a foundation. HIGHLIGHTS

Father of 3 ~ Successfully utilized project and risk management skills in raising children while exceeding safety targets.

Led global Oil and Gas Project & Professional Field Services business unit providing critical SCADA software, infrastructure, installation and support to market leading Tier 1 and 2 Oil and Gas companies.

20 direct / 225 indirect reports globally, 60% North American focused.P&L responsibility of over $100 M Cad annually

Gross Margin grew on average by 47% per annum for past 3 years. Employee Engagment key indicators improved by 10 pts per annum for past 3 years.

Operations Planning Team Lead for Greenfield offshore gas project which met its first gas requirement date and successfully integrated growth and maintenance projects totaling more than $500 M Cad. Included contractor, field services and vendor management responsibilities.

As COO and VP of Sales for a newly launched telephone reseller I was able to navigate the corporation from red ink to profitability and substantial growth within two years. Then led the successful M&A exceeding board of director’s expectations. Successful change management and implementation of a Balanced Scorecard Strategy in a financially focused corporate environment which netted year over year improvements of 75% in employee retention, recruited all open key positions within 30 days of posting, staff morale increased and productivity grew all while exceeding Divisional Net Profit by 118% of target.

As Key Account Executive for Telecommunications company was recipient of Sales Award for 8 consecutive quarters and President’s Club for two consectutive years. 2017 -


Regional General Manager

Badger Daylighting

Accountable to turnaround an under achieving large region for the company. Strategic plan implemented :

Sales up greater than 35% Year over Year for same period EBITDA up over 80% and Net Profit up over 500% Year over Year for same period.

Retention, Recruiting and Safety measures all drastically improved. 2010 - 2017 Vice President, Oil and Gas Services

Schneider Electric

Accountable to lead a global software, project and field services team that delivered critical SCADA infrastructure solutions to the world's leading Oil PROFESSIONAL EXPERIENCE

Vancouver, British Columbia,


403-***-**** or 604-***-****




Customer Experience

Health, Safety and Environment


Risk and Opportunity Manager

Oil and Gas Industry Knowledge

Employee Engagement Champion

Project Management

Adaptive Leadership

Business Development

Decision Maker


Strategic and Tactical Execution

Operational Excellence

Financial Leader

Mentor and Coach

High Performance Culture Catalyst

Change Management

High Core Values

Transformational Continious


and Gas companies. Market leader in providing pipleline operation software and advanced applications which resulted in frequent interaction with the C-Level and Operational Leaders of these top Tier 1 and 2 companies. Received "High Performer" reviews each and every year. Global Delivery P&L in excess of $100 M CAD / year 20 direct / 225 to 245 indirect reports (Project Management, Business Analysts, Field Services)

Gross Margins grew by 47% per year in past 3 years. Employee engagment performance well above yearly targets and improved signinficantly

Implemented Project Management best practices to portfolio manage about 75 projects at any one point in time.

Sales increased above targets.

Participated in cross functional leadership with regards to Strategic Planning, Agile R&D, Product Management and Financial Leadership. 2008 - 2010 Director of Operations, Construction and Maintenance Services UFA

Compromised of 3 revenue streams (Stirdon-Betker, Bar W Petroleum and Construction Services) combined with corporate services such as Engineering, Maintenance and Reliability and Network Planning. Implemented PMBOK based Project Management Process which derived: Compliance to Schedule Increase of over 70% while increasing GMby 6 points.

Quality metrics improved by 12-28%, productivity improved 13%. Developed strategy and tactics othat derived overhead improvements of 12 to 32% year over year.

Change manager converting the division from a functional “silo-based” organization to a cross-functional matrix thus debottlenecking decision making.

2005 - 2008 Maintenance and Reliability Manager


Maitenance and Reliability strategic creation, development and implementation of Operational Excellence best practices for the Canadian Business Unit. This includes project creation, CMMS tool selection, AFE, staffing, rollout and metric generation.

Functional Excellence Team Lead for Maintenance, Reliability and Shutdown Planning within ConocoPhillips Global network. Canadian Business Unit Scope: Maintenance Budget ~ $XXXMM, 200 M&R FTE’s, over 2500 pieces of rotating equipment producing ~ 400,000 BOE/D.

1995 - 2005 Operations and Maintenance Team Planning Leader - Sable Offshore Project (1999 - 2005)

Shell Canada Ltd

(Seconded to ExxonMobil, Halifax, Nova Scotia)

Participated as a key stakeholder in the Sable Offshore Energy Natural Gas Tier 1 Project which was produced ~15,000 E3M3/d and 20, 000 BOE/d of NGL. Offshore: Central processing platform with 2 other satellites Onshore: Gas plant with Deep Cut Cryogenic processing and NGL frac train with railcar loading facilities.

Coordination of gas plant commissioning, construction punch lists, O&M start up activities and ongoing TAR activities. Development of initial CMMS and M&R strategy into JDE platform. Later led transition to SAP.

Responsible for change managing and implementation of an Integrated Work Plan for this large start up gas project. Included implementation and sponsorship of a macro work schedule with input/outputs from all cross technical areas of the ongoing & growth organization. Led LRP EDUCATION AND


PMP Certified – Professional

Project Manager, Project

Management Institute

Master of Business

Administration ONGOING

Bachelor of Commerce Degree - St

Mary's University

Masters in Project Management

Certificate - University of


Business Administration Diploma,

Nova Scotia College

(long range planning) initiative as primary interface with site leadership team.

Maintenance Superintendent Responsibilities with regards to contractor, budgeting, vendor and leadership team interfaces. Supervision and coaching of Planners, Operations and Maintenance Leads in facility turnarounds to optimize and protect business revenue streams.

Risked Based Work Selection / Risk Management / Project Stewardship Proactive Maintenance / RCM FMEA reliability reviews 1995 - 1999 Regional Operations & Maintenance Planning Supervisor (1998

-1999) & Production Operations Lead ( 1995 - 1998) Shell Canada Ltd

Regional Operations & Maintenance Planning Supervisor Maintenance & Reliabilty Manager - Albian Oil Sands, Ft McMurray, Alberta Responsibilities included:

Turnaround, Shutdown and project planning/execution. Performance management of area maintenance, procurement and contractors. Compliance to schedule and PM's increased by 20 - 25%; Reactive work decreased by 7.5% increasing availability/ reliability. Championed change management, which led regional teams to move from reactive breakdown maintenance to a proactive/productive approach. A challenge as fields were for sale and eventually sold impacting human resources focus.

Opex and Capex budgetary responsibility

O&G Production Operations Lead

Directly participated on shift team to operate the Virginia Hills Unit plant facilities, which included:Solvent Injection, Waterflood, Central Treating and O&G Custody Transfer units.

Assist in developing plant and field optimization philosophy to maximize revenue and increase availability/reliability. Input on technical surface and subsurface projects with direct supervision of operations shift persons

1994 - 1995 Vice President and Chief Operating Officer Total Quality Communications - Halifax, NS

P&L responsibility for Centrex based phone voice/data reseller and grew team from 18 to 42 employees, 6 direct reports Developed and managed sales strategy which led to a 295 and 122% YOY growth rate in first 2 years.

Led budgeting, business development and contract negotiations with all vendors.

Prime sponsor of merger with larger reseller to enhance stakeholder investment.

Sales staff performance management: hiring, developing and coaching. 1989 - 1994 Key Account Manager

Maritime Tel & Tel - Halifax, Nova Scotia

Managed the Reseller accounts, which included being the primary interface between the client and MT&T technical, construction, regulatory, marketing and installation departments.

Project manager for new facility installations.

Introduced Inmate Calling System to federal and provincial prisons leading to significant revenue stream.

Negotiated long term contract and upgrade for Halifax International Airport, which had previously been at a stalemate for 5 years. Quarterly sales winner for 8 straight quarters and Yearly sales winner 2 years in a row.

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