Experience

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  Leadership Candidate for Progressive Conservative Party of New Brunswick

  • Douglas, NB

  • Leadership Candidate

    • Apr 2016 - Oct 2016
    • Douglas, NB

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  Member of Parliament, Tobique-Mactaquac

  • Douglas, NB

  • Member of Parliament

    • Jan 2006 - Oct 2015
    • Douglas, NB

    Former Member of Parliament for the Federal Electoral District of Tobique-Mactaquac

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  SNC-Lavalin (seconded to Brunway Construction)

  • Manager Finance & Administration

    • Feb 2005 - Dec 2005

    established company books and administrative procedures for Brun-Way Construction responsible for and completed various day to day and month-end financial activities including statutory remittances.

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  Ducal Professional services under contract with SAP Canada

  • Project/Relationship Manager

    • Aug 2001 - Feb 2005

    led a diverse team of functional and technical consultants in the provision of SAP upgrade and process services for a large retail client The effort was focused on defining business requirements for the SAP upgrade, working with the client Program Management Office to develop implementation roadmaps for the regional business units, assisting the client with project and program management, and putting plans in place to realize the stated benefits. Global Support Manager, Leading a diverse team of consultants and client resources in the business unit separation project of a Canadian Electric utility. The project included implementation strategy development, evaluation of and formulation of key business processes, modification to an existing ERP (and legacy) system environment, leadership alignment, and communication and training programs. The aggressive budget and timeline targets were met. Led a consortium of seasoned consultants with client resources in the definition and execution of a three (3) year IT plan leveraging their chosen Enterprise Resource Planning Software solution. The effort was focused on defining business requirements, developing a three year implementation roadmap, evaluating business value, establishing a Program Management Office to coordinate and manage the program, and putting plans in place to realize the stated benefits. CONSULTING

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  Deloitte Consulting

  • Sr Consultant, Manager, Sr. Manager

    • Aug 1997 - Jun 2001

    Directed a thirty (30) -person team of client and consultant resources in the stabilization efforts for the commercial business unit. The focus was on business processes redesign, system improvements, and change/learning activities for the receivables and credit management business functions. The objective was to reduce past due balances by more than $20M based on receivable balances of over $70M. Team Lead for Finance, Accounting and Regulatory Shared Services, Major Northeast Gas Utility Led a team in the redesign of business processes for a Shared Services organization, specifically focusing on the Finance, Accounting and Regulatory functions. The objective; to improve the cost structure of the service providers and eliminate duplication of efforts across the shared service and local distribution company organizations. The initiatives impacted a staff complement in excess of 180, and resulted in cost reduction recommendations exceeding 25% of headcount and over $4.5M in annual savings.Team Lead, ERP Finance and Cost ManagementMajor Northeast Electric Utility Managed a client team of fourteen (14) client and five (5) consultants in the redesign of business processes for the Accounting, Finance and Planning and Budgeting functions. I facilitated many of the client teams in the definition of the new business processes. The efforts also included system construction, testing and delivery. Additionally, I developed and delivered Finance and Cost Management courses. The objective; to reduce the finance cost structure affecting over 250 employees and a company operating budget exceeding $1B and capital budget topping $300M. OTHER -CONSULTING EXPERIENCE 1996

  • Sr Consultant, Manager, Sr Manager

    • Aug 1997 - Jun 2001

    Merger Integration Two Major Northeast Electric Utilities Guided a senior team of client and Deloitte consultants through the merger integration process including synergy analysis and targets, earnings impact analysis for internal and external stakeholders, facilitating client teams in the process design for the 'To-Be' organization, and providing guidance to the combined entity on ERP implementation best practices and system implementation pre-planning. The combined entity is comprised of over 4 million customers with combined revenue exceeding $10B. Project Manager, ERP ImplementationMajor Northeast Electric Utility Led a large team of client, Deloitte and other consulting organizations in a Program Management role (including functional requirements definition, project business case, budget and financial model, data conversion and strategy, system testing, implementation and cut-over planning, a post-production support strategy, and the design, development and delivery of an end-user training program). The Customer Care, Work Management, and Human Resource modules impacted over 2 million customers ($4B in revenue) and payroll for 8,000 employees.

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  Independent

  • Independent Management Consultant

    • May 1996 - Jul 1996

    Formulated processes, developed functional specifications and implementation plans for systems modifications and enhancements to support job and project costing, accounting and cash management.

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  NB Power

  • Canada
  • Utilities
  • 700 & Above Employee

  • Senior Analyst/Manager/Project Manager

    • Jul 1982 - Jun 1996

    Provided financial and technical support for contract negotiations involving bulk power purchase and sale agreements with utilities in both the Eastern U.S. and Canada. The efforts culminated in a $250M contract with a neighboring utility for the sale of peaking capacity from a new gas turbine generating station.Project Leader, Work Planning & Scheduling System Directed the design, development and implementation of business process and technology project. The in-house built system supported the processes for Transmission & Distribution work planning and crews scheduling. The system was touted as the 'one of the best in North America' in the mid '80s.Project Manager, ERP Project, Led a team of 5 professionals and a large extended team in the requirements definition and implementation of an ERP project with a focus on Cost Management modules. Completed the project on time and within budget. Manager, Corporate Disbursements, Supervised a group of 15 people (bargaining and non-bargaining) in the provision of internal payroll services and corporate accounts payable including interfaces to Treasury. Led the redesign of business processes in preparation for an ERP package selection and implementation. Administrator, Major Project Accounting, Led a team of 12 professionals in providing financial, accounting (including capitalization of assets), and audit services for a major capital expansion program involving four generating stations and a major transmission line. Redesigned and implemented the temporary business processes to support the projects. Total program expenditures were approximately $2.0B.

  • District Business Supervisor

    • May 1983 - Mar 1986

    Managed the business process for budgets, cost management and customer relations in a field operating unit of the company that served over 13,000 customers.

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  ERP Project

  • Project Manager, Manager Disbursements, Manager - Finance

    • Jul 1982 - Jun 1996

    Led a team of 5 professionals and a large extended team in the requirements definition and implementation of an ERP project with a focus on Cost Management modules. Completed the project on time and within budget. Manager, Corporate Disbursements, Supervised a group of 15 people (bargaining and non-bargaining) in the provision of internal payroll services and corporate accounts payable including interfaces to Treasury. Led the redesign of business processes in preparation for an ERP package selection and implementation.Administrator, Major Project Accounting, Led a team of 12 professionals in providing financial, accounting (including capitalization of assets), and audit services for a major capital expansion program involving four generating stations and a major transmission line. Redesigned and implemented the temporary business processes to support the projects. Total program expenditures were approximately $2.0B.