Project Manager, Manager, Director
Seasoned and results-focused change agent with demonstrated success driving significant, sustainable improvements to profit, revenue & sales, cost control, productivity & efficiency, staff retention, and overall performance. Highly adaptable with extensive experience with international clients spanning diverse industries and sizes. Leverage Lean Six Sigma, 5S, ISO, and other best practices to drive continuous improvement coupled with innovative solutions tailored to specific company needs. Inspire and lead teams of executives, managers, supervisors, and individual contributors to embrace change, overcome resistance, and adopt new, streamlined processes.
Areas of Expertise
•Strategic Planning & Execution
•Transformation & Change Initiatives
•Continuous Improvement Methods
•Process & Workflow Reengineering
•Revenue/Sales & Profit Growth
•Expense Control & Elimination
•KPI/SLA Definition, Tracking & Analysis
•Mature & Start-up Businesses
•Executive & Stakeholder Engagement
Industries & Business Areas:
Food & Beverage, Manufacturing/Production, Tools, Plastics, Wood, Steel, Pharmaceuticals, Foam, Publishing, Warehousing, 3PL Operations, Automobile, Hospitals, Television, Insurance, Retail & Supermarkets, Banking, Distribution, Supply Chain, Government, Construction, Imports, Fleet Maintenance, Engineering, Sales, Customer Service, Acquisitions & Integrations/Consolidations
Project Manager, Independent Contracts, Mississauga, ON 2017 to Present
Leverage expertise to drive change management, process reengineering, and performance optimisation for clients across diverse industries in Canada and Mexico. Perform in-depth assessments, identify areas for improvement, and spearhead transformational projects along with implementation of continuous improvement methodologies to produce measurable and sustainable improvements to KPIs.
Successfully delivered $10M in total combined savings for seven clients.
Achieved 13% improvement in performance for client across third-party logistics (3PL), manufacturing, operations, administration, and supply chain areas.
Slashed cycle times by 11% by using direct observation to set accurate activity and process KPIs, analysing best practices based on historical information and data (logistics/warehouse, service providers, manufacturing, other metrics), and redesigning process flows to reduce lost time, wait times, movements, and duplication of effort.
Drove 9% revenue growth along with improvements to services and sales by increasing installed capacities to sell more to market and focusing sales team on client needs for manufacturing, 3PL, distribution, and banking/insurance clients.
Boosted profitability for client by 8% through performance optimisation and strategic improvements. Installation of new IT technologies involving Stakeholders throughout the organization. Assure understanding.
Senior Manager Continuous Improvement, Remco, Toronto, ON 2014 to 2017
Steered continuous improvement activities for this leading transportation and distribution company serving clients across the nation. Defined and implemented comprehensive KPIs to measure performance of warehouse, 3PL, and transportation operations.
Uncovered and generated $1.5M in cost savings organisation-wide and created a culture focused on continuous improvement, motivating all Union and non-Union team members to exceed expectations.
Delivered 15% decrease in cycle times through meticulous redesign of material and process flows.
Triggered $18M revenue growth, reduced onboarding time by 50%, and improved on-time delivery, service level, fill rate, and error/rework metrics with innovative solutions and best practices for integration of new 3PL clients.
Increased productivity 18% by training front-line supervisors and mid-level managers on improvement identification, productivity (units processed per man-hour), efficiency, performance measurement, and teamwork.
Installed IT requirements that translated operational & administrative needs into system requirements and management controls.
Decreased vehicle down time and improved hours on the road by 12% with deployment of fleet preventive maintenance program.
Director (Partner), ProLink Services, Global Locations 2006 to 2014
Consulted with clients such as Unilever, Grupo Salinas, Elektra (retail chain-1000+stores), TV Azteca, Grupo BIMBO, Coca-Cola, CHEDRAUI (supermarket chain), Hospital Angelas (hospitals), Quaker State, Comercial America (insurance group), Grupo Casa Saba (warehousing and distribution), Telefonica, Televisa, Manor Bakeries, Nielson Clearing House, London Cabs, PEMEX (national oil company), Kellogg’s, Farmstead Foods, Foamex and others on KPI optimisation, operational cost/expense reduction, and profit growth. Liaised with all levels of leadership to drive change management, continuous improvement, process engineering, and business/strategic plan development.
Defined baseline measurements for operational KPIs and financials (cost/expense reductions & revenue/sales growth) in collaboration with client ownership prior to beginning projects; delivered minimum 2:1 ROI.
Spurred productivity improvements of 17+% and total savings of $40M for multiple clients across various industries; successful projects led to several contract extensions. Integration of purchased companies.
Reduced operational costs by a minimum of 12% through increased productivity, efficiencies, labor cost reduction, supplier sourcing, material cost reduction, and machine & fleet preventive maintenance in accordance with senior leadership requests and needs.
IT changes and installations included short term follow up forums to review process and information flows of each Stakeholder (department) involvement to understand how changes would affect current activities.
Led assessments to identify, demonstrate, and implement changes with results in several areas, including 90% reduction in rework and waste, 13% increase in production line uptime, and improved sanitation.
Shortened month-end closing cycles by 85% and implemented KPIs to measure administrative processing times.
Developed and implemented performance-based bonus program that reduced staff and management turnover.
Senior Manager Operational Efficiencies, TRUPER (Tools), Mexico & US Locations 2003 to 2006
Oversaw operational efficiency efforts leveraging change management and continuous improvement methodologies. Defined and implemented operational standards for logistics, distribution, and manufacturing operations; led, coached, and mentored team of 280.
Conceptualised and implemented SKU rationalisation strategy that reduced number of SKUs by 7%.
Optimised operations, logistics, and capacities and to reduce operating expenses by 20% ($2M in savings).
Determined IT system requirements, costs in terms of material and time to install and make changes (training).
Overhauled bonus system to link operational and individual KPIs leading to 18% increase in productivity.
~ Prior experience as Director of Operations (Partner) with ProLink Services and Staff Project Manager with Synergetics. ~
Bachelor of Industrial Relations, Major in Economics, McGill University, Montreal, QC
Languages: English, French, Spanish
Technical Skills: Word, Excel, PowerPoint