Experience

High Energy Transport Inc.

• Canada
• Truck Transportation
• 1 - 100 Employee

• Director of Operations

  • Oct 2022 - Present



TST - CF Express

• Regional Operations Manager,

  • Aug 2020 - May 2022

  - Full P&L Responsibility for the Mississauga HUB and City operation, Barrie, Oshawa and Bracebridge facilities with five direct reports and 157 unionized employees- Significant improvement in KPIs – cross-dock throughput improvement of 15%, on road performance improvement of 5% and improvement in CWT of 10% - while maintaining service standards in each facility helping TST-CF Express achieve their best year in 2021.- Ensured employees remained safe and mitigated any outbreaks during the pandemic by enforcing social distancing and mask usage while working - Trained and developed Managers and Supervisors to be accountable for their efforts by delineating their area(s) of responsibility.- Improved employee and union relations in the region with more frequent meetings and problem resolution initiatives. Promoted collaboration and respect with the stewards from the management team.- Repaired the EHS committee and ensured employer obligations were met fully in 2021 and going forward.- Implemented an Attendance Management Program to curb absenteeism starting in 2022.- Re-negotiated contracts with service providers and generated green initiatives such as LED lighting in the offices- Introduced simple people initiatives which improved morale and their work environment



VersaCold Logistics Services

• Canada
• Truck Transportation
• 500 - 600 Employee

• Manager, Warehousing Solutions

  • Jan 2018 - Jul 2020

  - Full P&L Responsibility for the Vaughan warehouse (a 24-hour, high velocity, temperature controlled 3PL facility of 140K sq ft and 24K pallet positions) with six direct reports and 69 unionized employees.- Delivered significant improvement in EBITDA results. Conducted monthly reviews of financials with supervisory team including productivity, overtime, labour, and MHE spend. - Fostered excellent working relationships with customers while delivering > 95% on time service. Led weekly calls with customers to review past performance and upcoming volumes as well as reviewing any CI opportunities. Led the onboarding activities for new customers and transitioned customers in or out according to their needs, space, and/or profitability.- Reduced the impact of MHE breakdowns by introducing scheduled preventative maintenance and acquisition of key parts to reduce equipment down time.- Fortified building compliance to BRC, HACCP and CFIA programs so that the facility was in an audit-ready state.- Improved upon the safety-first culture resulting in division leading Health and Safety metrics.- Led monthly Labour meetings with the union. Improved employee and union relations such that trust, and collaboration levels were at their highest. Committed to addressing all issues immediately prior to the monthly Labour meetings where possible. - Involved in all facets of employees from interviewing, candidate selection, onboarding and training, performance management including discipline up to and including termination.- Overhauled the work environment for the Vaughan employees by driving MHE, RF and building improvements. - Transitioned the operation from a chaotic operation to one that was in sync, organized and in control.



Purolator Inc.

• Canada
• Freight and Package Transportation
• 700 & Above Employee

• Director, On Road Process Owner

  • Dec 2014 - Dec 2016

  - Owned national on road processes for courier and heavy equipment ($252M of cost). Using root cause analysis, coaching and training, aided and guided field facilities across Canada that were not at plan.- Led a large cross functional team on the procurement process for courier route optimization software including RFI, RFQ, including a unique testing and evaluation phase. Team included representation from customer call centre, operations managers, IT, vendors, engineering, retail, training, etc.- Introduced vehicle telematics into the organization including a managerial process for using this new technology to review and improve upon on road service and performance. - Re-engineered and delivered the am time process including training video and documented procedures for management and couriers which delivered nearly $2-3M in capacity/opportunity- Developed reporting rules which standardized how all operations reported their activities nationally. Added a process which reduced inflated stops by 50% within 6 months- Created and implemented a volume cap program in 6 weeks with support from communications, sales, training, loss prevention, customer care to deal with CPC labour disruption, protecting the overall network from being back-logged



Purolator Inc.

• Canada
• Freight and Package Transportation
• 700 & Above Employee

• Director of Freight, Western Canada & Customer Care

  • May 2011 - Oct 2013

  Managed business' performance (financial & operational), service, health and safety metrics, including budgeting, forecasting and re-forecasting activities. Oversaw team of 6 direct reports, 20 indirect reports and over 200 employees, owner/operators and partner services.- Transitioned over 80% of partner services to courier and city-bulk operations across Canada improving the corporate brand, customer experience while increasing margins over 5%- Stabilized operational and service performance allowing the freight business to grow within first 6 months- Successfully opened two new facilities (Edmonton and Calgary) improving capacity and service delays in and through Alberta. Western on time performance increased by 4% and nationally total on time performance by 2%

• Director of Field Operations, Greater Ontario

  • Jan 2007 - Apr 2011

  Led division’s performance (financial & operational), service, health and safety metrics, including budgeting, forecasting and re-forecasting activities on $108M of cost. Oversaw team of 7 direct reports, 51 indirect reports and over 1,600 employees in 24 buildings across Ontario• Collaborated with the General Manager and Sales Director to improve profit & loss performance. Acquired critical accounts to increase division’s revenue per piece by 3% • Led all divisions consistently in operational performance for on road and dock metrics – am time, stops per hour, pm time and dock pieces per hour.• Reduced injury frequency metrics by 60% by creating a preventative health and safety culture

• 2012 PROJECT, NATIONAL LEAD

  • Jun 2009 - Jun 2010

  This project was created to assist in self-funding legacy system upgrades that were reaching end of life. I was pulled from my region and led two cross-functional teams that evaluated and re-engineered over 45 terminals across Canada to identify cost savings opportunities in their dock and courier operations. The 2010 Project team exceeded their anticipated goal by uncovering $16M in cost opportunity.- Created a work flow plan that streamlined and strengthened the teams at each site to ensure that as many terminals went through the process. - All operational aspects were reviewed within each terminal including and not limited to inbound and outbound schedules, courier and dock schedules and staffing, route structures, dock flow, retail and shipping room operations, etc.- Quick hits were implemented while project team was on site. Changes requiring a bit more time were started and left with the operation teams to complete. Long term initiatives were detailed in a playbook that was left behind for terminal management. - Facilitated training for all courier managers and their leaders while on site linking all the findings, KPIs and terminal goals.

• Regional District Manager

  • Jan 2000 - Dec 2006

  Managed 3 buildings’ performance (financial & operational), service, health and safety metrics, including budgeting, forecasting and re-forecasting activities on $6M of cost. Oversaw team of 8 direct reports and over 270 employees