Senior Operation & Business Development Executive

Joseph P. Canning

****-*** ****** *****,

West Vancouver, BC, V7T 1A8

Cell: 604-***-**** Home: 604-***-****

Email: *********@*******.***

SENIOR OPERATIONS / BUSINESS DEVELOPMENT EXECUTIVE

Professional Profile

Exceptional operations executive with more than 25 years expertise in improving organizations for increased profitability including turnaround, restructure, and start-up. Expertise in business development, sales & marketing, team building, union relations, operations, production and quality. Solid leader skilled in progressive cultural development, strategic workflows and staffing.

Core Skills

Visionary senior manager with over 25 years of experience managing operations for a variety of organizations throughout Canada and the US.

Articulate communicator, capable of building lasting relationships with senior management of clients, partners and vendors.

Focused leader recognized for a progressive leadership style and delivering superior results.

Track record for finding innovative ways to grow revenue, increase margins and solve challenges – “gets the job done”.

Known for managing restructurings, start-ups and pre-IPO projects.

Expertise in the analysis and deployment of strategic plans for operational improvements

Managed multi-million dollar budgets with full P&L responsibility.

Championed the development and implementation of strategic plans and innovative marketing ideas.

Career Summary

NOVA METRIX, WESTBAY INSTRUMENTS DIVISION Sep 2015 - Present

GENERAL MANAGER

Outline:

Reporting directly to the president I am responsible for P&L. overseeing marketing and sales functions as well as the day-to-day operations for this Boston based Ventures Group. Responsible for strategic planning, directing accounting, management and attaining desirable profit-making results.

Key Achievements:

Increased management's effectiveness by training, coaching, counselling, communicating values, developing strategies and objectives, assigning accountabilities, developing incentives and creating a climate for offering information and opinions.

Accomplished corporate objectives by establishing strategic business plans, budgets, KPI’s, allocating resources and reviewing progress; making mid-course corrections as required resulting in a strong EBITDA of 31%.

Provided guidance and leadership to the Sales & Marketing Department rebranding the organization and focusing on sales strategies, negotiating and implementing pricing strategies and product development plans. Improved bookings 25%.

Worked extensively with the Sales and Marketing Department expanding our market into China, Singapore, Argentina and Brazil. Achieved a 12% increase in sales within the first 18 months through improving margin strategy, sales context and presentation of the pricing policies.

Developed strategic plans by studying competitors and assessing technological and financial opportunities and producing new products for market expansion.

Successfully lead in the relocation and amalgamation engineering, manufacturing and field services including the restructuring of the entire manufacturing process resulting in a product cost reduction of 28%.

Coordinated efforts by establishing procurement, production, marketing, field, and technical services policies and practices; coordinating actions with staff.

Lead in the implementation of the Great Plains ERP system enhancing inventory control, improving the movement, storage and levels resulting in 99.9% on time delivery.

Enhanced operations and quality service by establishing and enforcing organization and product standards, introducing lean and 5S.

ENTERRA LTD, (Start-up) Langley BC Oct 2014 to Aug 2015

VICE PRESIDENT OF OPERATIONS

Outline:

Reporting directly to the CEO I oversaw the start-up day to day operations. Supported company performance through the implementation of lean and progressive methodologies. Focused on strategic planning and goal-setting and directed the operations in support of its goals.

Key Achievements:

Shaped and developed the division strategy and organization, realigned organizational management structure in a new science/technology company.

Provided leadership the sales department.

Reduced staffing levels by 33% achieving a reduction of 316k over the first year.

Advised the President on strategic business development and key corporate planning issue that relate and impact the operations on the company.

Assessed and realigned budget allocations and redistributed resources among departments.

Kept the president informed about business activities, performance, opportunities and recommended course of action.

Developed operational goals for each department which were aggressive, yet obtainable and tied to long-term goals of the company.

Monitored division performance against performance goals to ensure progress was being made and corrective action, if necessary was being taken.

Developed and ensured adherence annual budgets.

Built an organizational world class culture in which passion for production and continuous improvement was first and foremost.

Strategically managed the production, shipping & receiving, technology, and inventory and facility management.

HARVEST POWER, Richmond Division (pre-IPO) Jan 2014, Oct 2014

GENERAL MANAGER

Outline:

Reported directly to the SVP Operations I was responsible for full P&L and operational restructuring program, all business functions and operational aspects for the site including sales, production, quality, maintenance and HR in a $40 million facility with sales more than $15M.

Key Achievements:

Hands on operation leading management and employees, products and equipment. Managed contractual agreements and exceeding P&L targets.

Implemented new systems and working processes across the site, wrote and developed production and quality procedures.

Developed Team Leads creating dialogue and effective negotiation platforms that improved management/employee relations with and without Union involvement.

Implement “flex” working arrangements to support supply/demand fluctuations within the operations.

Managed all site operations implementing restructuring programs for improved site performance and conditions.

Negotiated contracts with customers and external suppliers to ensure service standards were being met.

Identified and eliminated unusual billing practices in the mechanics and millwright shops. Re-staffed where required and saving over $300k per annum on wasted parts purchases. Reduced costs by involving employees and introducing performance metrics systems to engage employees.

Implemented progressive policies and develop an organizational culture based on teamwork and employee empowerment.

THOMPSON & MCGREGOR, Hovik Division (new acquisition), Chilliwack BC, July 2011 – Dec 2013

OPERATIONS MANAGER

Outline:

Working within the Hovik division I was responsible for full P&L through the development and implementation of the planning and direction for the organizations activities including policy and procedural development, HR, Sales, Manufacturing and all aspects of production and quality.

Key Achievements:

Worked with Sales to ensure compliance for short and long-term goals and overall corporate objectives resulting in a 26% increase in sales.

Provided leadership, direction and guidance in the operation of this OEM organization.

Lead in the development, implementation and maintenance of the Resource Planning Program and associated activities.

Implemented policies, procedures and organizational structure for assigned operating units within the framework of the corporate policy.

Responsible for all Human Resources activities including the hiring and termination of employees.

Planned, staffed and supervised all assigned work activities through subordinates to ensure a cohesive operational unit resulting in a 40% reduction in lead time and an 80% reduction in quality issues.

Provided advice, guidance and direction to subordinates for their professional development.

Coordinate and conferred with staff to resolve operational issues and difficulties and empowered department heads to make decisions.

Maintained excellent working relations with staff and promoted good public relations with owners.

VILLAGE OF LIONS BAY, Lions Bay BC Aug 2005 –July 2011

MANAGER, PUBLIC WORKS

Outline:

Responsible for providing quality service delivered in a professional manner in order to satisfy the Municipal Council and residents of Lions Bay. I was accountable for developing project plans, purchasing supplies, allocating resources and liaise with other Village departments, developers, contractors and utility companies in the coordination of projects.

Key Achievements:

Provided leadership, direction and guidance in the operations, maintenance, design and application of projects governing the municipal infrastructure.

Developed Liability Risk Management Program, reducing liability associated with municipal facilities and areas of responsibility.

Lead in the improvement program for the development of two new UV Water Treatment Plants.

Slashed costs through departmental re-structuring and improved project management practices resulting in excess of $250K savings in the first year.

Lead in the development of the Occupational Health and Safety including implementation, documentation and maintenance of the programs for the municipality.

Directed and managed the Quality program for the potable water inclusive of water main flushing and fire hydrant maintenance.

Provided guidance in the development of the five year capital budget for the municipality.

Accountable for the development of in-house programs including the design and development of a Cost Analysis Program and GIS systems for municipal and regional government use.

Successfully orchestrated and lead in a 1/100 storm recovery program, heading up and coordinating efforts with PEP, RCMP, New Media, Council and residents.

GEOTIVITY, (Start-up) Kelowna BC Apr 2003 – June 2005

WEST COAST GENERAL MANAGER

Outline:

West Coast Canadian and U.S. Operations for a manufacturing, sales and service organization specializing in the design and production of hi-tech wireless water and waste water monitoring systems for organizations and municipalities throughout Canada and the U.S.

Key Achievements:

Provided leadership in the management, development and implementation of the operational, manufacturing, sales, quality, field services and management systems for municipalities throughout Canada and the U.S.

Conducted Tier 2 sales and engineering meetings with engineering representatives of the municipalities in Canada and the U.S.

Assessed capital expenditure requirements and developed business plans for departmental and operational developments, providing comprehensive reports and cost effective initiatives for the development of improved operational processes and procedures.

Scheduled, coordinated and directed employees for multiple projects in British Columbia, Alberta, Ontario, Washington, Nevada and California.

Lead in the project management in the coordination of data collection and analysis, meeting time and project constraints.

Facilitated project presentations and worked extensively with customer in developing improvement programs.

MANUFACTURING BUSINESS CONSULTING – Kingston ON May 1995 – Apr 2003

CONSULTANT

Outline:

Manufacturing Business Consultant – provided consultation for Canadian and American manufacturing businesses in the Automotive, Hi-Tech, Consumer Product and Steel manufacturing organizations, reporting directly to executive management.

Key Achievements:

Analyzed operations, service and production efficiencies, processes and quality management systems, developed and managed operations, initiated continuous improvement programs and quality management systems.

Corporate liaison with government, client and private regulatory agencies, negotiated processes, productivity and systems requirements for supplier approval and development.

Acted as Plant and Quality Manager in senior capacity for several clients in the negotiations of terms for continued contracts through performance improvement and product quality risk abatement.

Provided strategic leadership for the development and implementation of process improvements, change management and systems developments for a variety of manufacturing and service organizations.

Directed the development and implementation of quality programs in compliance with ISO/QS/TS CSA, DOT and other government agencies.

Project Specific Responsibilities:

Beacon Power (Start-up), Boston MA, Total Emps 75 R&D Hi Tech Start-up $48M

Product/Services: Design and manufacturing of alternative power flywheels.

Responsible for the development and implementation of the Quality Management System to ensure compliance to ISO/TL 9000 in preparation for IPO.

Assigned to assess production efficiencies through Time and Motion studies, develop improvement plans and implement Supplier Development program.

Hunter Douglas, Total Emps, 17K, Annual Revenues, $4.5B, Mississauga division 250 Emps

Product/Service: Manufactured household window fashions.

Acted as Plant Manager for Mississauga division. Full project responsibilities consisted of the assessment of Quality Management system, production, product quality, development and implementation of SPC.

Developed programs for operational data analysis of KPI’s and performance studies.

Canada Case, Brighton ON, Total Emps 20-30, Annual Revenue $5-7M

Product/Service: Manufacturing of induction welded consumer products.

Assessed and developed quality control programs for induction welding. Implemented SPC for customer product quality monitoring compliance. Assessed production layout and line densities, improve paint line throughput by 50%.

Company liaison for Sun Beam and Broil King on product quality improvement requirements.

Thompson Fasteners, Gananoque ON, Total Emps 30-40 Annual Revenue $5M

Product/Service: Manufacturer of metal fasteners for the automotive industry.

Lead in the management, development and implementation of manufacturing, sales, quality and quality management system. Results included the removal of a GM GP-12 containment program.

Assessed capital expenditure requirements and development plans for quality department and operational developments.

Bruin Engineered Parts, Midland ON, Total Emps: 40-60 Annual Revenue $25-30M

Product/Service: Manufacturer of extruded products for the automotive, aerospace and military industrial segments.

Provided leadership in the develop0ment and implementation of the ISO 900 Quality Management System.

Developed and implemented the QS 9000 Quality System for TRW Tier 1 approval resulting in a $21M per annum contract.

D.L.N. ELECTRONICS, Kingston ON Jun 1991 – May 1995

OWNER/OPERATOR

Lead in the development of an electronics retail and service outlet specializing in the sales and service of commercial and home electronics.

Accountable for full P&L and daily operational management including sales achieving $380K in the first year.

Responsible for all Human Resources aspects.

CANADIAN ARMED FORCES Jan 1982 – Jun 1995 (Reserves 1991-1995)

COMMUNICATIONS

Communications Field Specialist, Naval Intelligence with UN security clearance to Atomal.

Chief Instructor for Automated Digital Data Networks in Canadian Forces School of Communications and Electronics Engineering.

Field Technician for long range data network communications, cryptographic equipment.

EDUCATION/PROFESSIONAL DEVELOPMENT

St. Lawrence College, ON 1991 Business Management and Sales

Canadian Forces School of Communications and Electronics Engineering, 1982/86 – Telecommunications

Canadian Armed Forces School of Administration and Training – 1985 Teaching Certification

Memorial University Annex 1979 -81 Fine Arts

EXPERTISE & PROFESSIONAL COURSES

Budget and Cost Control, Production Management, Quality Management, Inventory Control, Business Development, Team Building: Lean Manufacturing, Lead Auditor, ISO/QS 9000, SPC, Geometric Dimensions and Tolerance, Advanced Quality Planning Process, Production Part Approval Process, Design & Production Failure Modes and Effects Analysis, Concern Analysis Reporting, Drug & Alcohol Supervisory course.

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