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Executive Leadership Bilingual Growth Strategist Change Agent

Vaughan, Ontario, Canada
December 23, 2015

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*** ********** ***** ******: 416-***-****

Thornhill, Ontario L4J 9H1 Cell: 647-***-**** PRESIDENT

Expertise: Turnarounds… Expansions… Start Ups… Maximizing Revenue… Change Agent Bilingual agile President with over 20 years experience directing complex operations and projects in various industries. Career hallmarked by fast tracked promotions at Air Liquide Canada Inc. based on exceptional leadership and business acumen. Unrivaled ability to build high performance teams, leveraging ability to effectively communicate across organizational and union barriers. Creates and executes strategies that result in sustainable growth. A transformational leader with high EQ and strong customer focus who builds long-standing relationships and profitable business partnerships globally. CORE COMPETENCIES

Strategic Planning & Execution Revenue & Profitability Catalyst Growth Strategist Deal Structuring & Negotiation Turnaround & Change Management Supply Chain & Ops Business/Financial Acumen Employee Productivity & Engagement Cost Control Strategies SELECTED CAREER HIGHLIGHTS

Track record of delivering sustainable growth – 4-fold annual sales growth in 4 years

Executed strategic plan to significantly improve operating income – from 4 to 13.8% of sales

Resolved critical supply interruptions to enhance customer loyalty – offset $2.7 million cost

Delivered $10million Oracle ERP enabling technology to transform business – on-time/on-budget

Developed Safety Culture reducing lost time days (-17.4%), severity (-17.6%) and NEER (-16.5%) PROFESSIONAL EXPERIENCE

SHOPPERS DRUG MART, (VANCOUVER, TORONTO) 2009 – 2014 Shoppers Drug Mart (SDM) is the largest national pharmacy chain and leading retailer in Canada. Shoppers Home Health Care, a wholly owned subsidiary, is the leading Canadian provider of durable medical equipment and operates a network of retail stores. PRESIDENT – HOME HEALTH CARE (HHC), Toronto 2012 – 2014 Mandate: 7 Direct / 1200 Indirect Reports. Improve operating results and delivery model of Home Health Care Division anticipating margin compression and significant growth from changing demographics (aging boomers). Key Accomplishments:

Rationalized medical supplies and rentals activity to focus on base business - $2million profit improvement

Reduced accounts receivable working capital requirements by $7.1 million (-16%) in 2013

Delivered over 5% same store retail sales growth outpacing core business (2%) and industry average (-‘ve)

Created new retail model (HHC store within SDM store) to extend reach, increase sales and reduce cost

Recruited and developed leaders to sustain Employee Engagement Scores improvements +15% (41 to 47%)

Transformed Safety Culture delivering reductions in LT Days (-17.4%), severity (-17.6%) and NEER (-16.5%) V.P. NATIONAL REHAB SALES & OPERATIONS, Toronto 2010 – 2012 Mandate: 7 Direct / 800 Indirect Reports. Reduce operating cost model from legacy acquisitions through sales force effectiveness, operating efficiencies and administrative streamlining. Key Accomplishments:

Implemented hub-and-spoke distribution model to improve service levels and reduce costs

Revised and implemented compensation plan (sales commission structure) to increase sales and meet plan V.P. WESTERN REHAB SALES & OPERATIONS, Vancouver 2009 – 2010 Mandate: 6 Direct / 160 Indirect Reports. Streamline operating cost model: real estate & operating efficiencies. Key Accomplishments:

Rationalized occupancy costs by closing poor performing store and warehouse facilities (3 sites ~ $100k)

Deployed MS DYNAMICS information system to standardize and centralize administrative processes (4 to 1) FRED KOSSEIM PAGE 2 OF 2


QUESTAIR TECHNOLOGIES INC., (VANCOUVER) 2003 – 2007 Questair Technologies Inc. was a newly TSX listed public company and undisputed world leader of compact PSA (Pressure Swing Absorption) technology. The entire intellectual property portfolio has since been purchased by Xebec Inc., a TSX listed company. V.P., SALES AND MARKETING

Mandate: 5 Direct Reports 22 Indirect Reports. Member of Executive Team (Dec 2004 IPO) focused to commercialize products, drive revenues and increase global market share into diverse customer segments. Key Accomplishments:

4-fold increase of annual sales in 4 years with sustained growth (40%) in the fifth year

Installed equipment/customer base (reference list) more than tripled (84 vs 23) within 4 years AIR LIQUIDE CANADA INC. (OTTAWA, MONTREAL, TORONT0) 1979 – 2002 Air Liquide Canada Inc. is the Canadian affiliate of a leading global industrial, medical and specialty gas provider. V.P. PROCESS INDUSTRIES, Montreal, QC 2000 – 2002

Mandate: 8 Direct / 650 Indirect Reports. Member of the Executive Committee with total P&L accountability for $120 million line of business (sales, marketing, operations, technology transfer, R&D and strategic planning). Key Accomplishments:

Resolved critical supply interruptions to offset $2.7 million extraordinary cost without losing a customer

Tripled operating income on sales (4% to 13.8%) with 5% sales growth for assigned line of business

Developed strategies to secure net sales growth of $2.9 million and $3.5 million profit recovery REGIONAL V.P., CENTRAL CANADA, Toronto, ON 1998– 2000 Mandate: 5 Direct / 200 Indirect Reports. Full P&L of operations across Ontario, executive representative with major clients in various industries: steel, automotive, refining, food processing & welding/metal fabrication. Key Accomplishments:

Purchased an independent distributor and integrated operations to expand market share and profitability

Established “Air Liquide Canada Award” for Engineering undergraduate scholars at McMaster University DIRECTOR BUSINESS REENGINEERING, Montreal, QC 1996– 1998 Mandate: 6 Direct / 80 Indirect Reports. Implement ERP to converge multiple Regional Information Systems into a common best practice enabled by the suite of Oracle Financial Applications and custom modules. Key Accomplishments:

Successfully delivered “Apollo-97” on time and on budget - $10 million

Documented best practices, policies and procedures - a major cultural shift to a higher standard of excellence GENERAL MANAGER, CUSTOMER CENTER, Toronto, ON 1993– 1995 Mandate: 7 Direct / 125 Indirect Reports. Implement major field reorganization towards a decentralized customer-centric business model.

Key Accomplishments:

Renegotiated 3-year labor agreement with multiple stakeholder groups (USW, 2 locals, 3 sites)

Amalgamated five independent businesses within the direct operations of the sales branch General Manager, Medical and Specialty Gases 1991 - 1993 Business Development Manager, Ontario Region 1987 - 1991 Various Sales, Engineering, Program/Product/Marketing Manager roles 1979 - 1987 EDUCATION & PROFESSIONAL DEVELOPMENT

Advanced Management Certificate, INSEAD, Fontainebleau, France MBA, Concordia University, Montreal, Canada

Bachelor of Chemical Engineering, McGill University, Montreal PROFESSIONAL AFFILIATIONS

Board Member, Canadian Assistive Devices Association - 2011 – 2014 Executive Export Council, Canadian Manufacturers and Exporters – 2004 – 2008 Board Member, White Rock – South Surrey JCC – 2003 - 2006

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