Experience

International Centre for Conscious Leadership

• Canada
• Business Consulting and Services
• 1 - 100 Employee

• Founder and CEO

  • Mar 2017 - Present

  We are catalysts for the transformation of leaders and the elevation of consciousness in organizations around the world. We help leaders and organizations to transform their culture and their performance using the Cultural Transformation Tools from the Barrett Values Centre.



Volvo Bus Corporation

• Vice President Operations, Volvo Bus North America

  • 2015 - 2016

  Responsible for the Operations team across 4 sites in North America. Led the transformation of Operations with the use of the Volvo Production System (VPS) and the Operational Development (OD) methodology to achieve a breakthrough in performance, improve customer satisfaction and significantly improve business results. Developed a high performance leadership team to realize the vision for transformation and achieve Operational Excellence.



Bombardier Aerospace

• Netherlands
• Business Consulting and Services

• Vice President & General Manager, Challenger Programs

  • 2013 - 2014

  Overall P&L responsibility for the Challenger business unit within Bombardier Business Aircraft. Led a team of 2300 employees for all aspects of the business, including aircraft assembly, interior completions, quality, engineering and product development, supply chain management, customer management and program management.- Creation of a vision for transformation to significantly improve the performance in all aspects- Significant reduction of costs and inventory and increase in profits- Development, certification and entry into service of a new aircraft model- Significant improvement in customer satisfaction- Development of a high performance leadership team and implementation of a leadership development program for all supervisors and managers with a focus on continuous improvement

• Vice president & General Manager, Global Business Unit

  • 2011 - 2013

  Overall P&L responsibility for the Global business unit within Bombardier Business Aircraft. Led a team of 3000 employees across 5 sites in Montreal and Toronto. Responsible for all aspects of the business, including green aircraft assembly, interior completions, quality, engineering and product development, supply chain management, customer management and program management. - Development of a high performance leadership team, significant improvement of teamwork and production process optimization between all sites to improve quality, optimize cycle times and reduce inventory- Development, certification and entry into service of a new aircraft model- Design, approval and construction of a significant plant expansion to add production capacity- Significant production ramp-up- Significant improvement in customer satisfaction

• Vice President, Global Completion Centre

  • 2008 - 2011

  Overall P&L responsibility for the Global Completion Centre, a business unit within Bombardier Business Aircraft. Led a team of 2300 employees across 4 sites in Montreal to design, manufacturing, installation and delivery luxury interiors for the Global business jets. Responsible for all aspects of the business, including customer interior specification, engineering and methods, supply chain management, cabinets fabrication, seats upholstery, interior installation, aircraft paint and delivery, quality, flight operations and customer management. - Major organizational transformation to significantly improve business results- Significant improvement in profitability- Implementation of lean manufacturing in all operations activities to reduce cycle times- Significant improvement in aircraft quality at delivery and on-time delivery- Major improvement in customer satisfaction and employee engagement

• General Manager Challenger 605

  • 2004 - 2008

  Overall P&L responsibility for the Challenger 605 business unit within Bombardier Business Aircraft. Led a team of 700 employees for the design, manufacturing, assembly and delivery of the Challenger 605 business jet. Responsible for all aspects of the business, including customer interior specification, engineering and methods, supply chain management, aircraft assembly, interior installation, aircraft paint and delivery, quality and customer management.- Relocation of interior installation activities from Tucson to Montreal- Development, certification and entry into service of a new aircraft model- Implementation of lean manufacturing principles in all aspects of interior installation- Significant reduction of production costs and inventory- Major improvement in aircraft quality and on-time delivery- Implementation of a leadership development program for all supervisors and managers

• Director of Operations, Global completion centre

  • 2001 - 2004

• Director of Methods, Challenger plant

  • 1997 - 2001

• Program Director, CRJ 700

  • 1997 - 1998

• Program Manager, Global Express

  • 1995 - 1997