Work History

Work History
Jul 2012 - Present

Factory Manager

Roxul Inc.

Responsibility for a 750,000 sq-ft facility comprising 240 unionized employees, and $179M sales. Two high capacity process flow lines producing over 135,000 tonnes of stone wool insulation annually. Leadership for Production, Maintenance, Quality, Environmental Health & Safety, Warehouse, and Security. P&L responsibility for $76M cost of goods sold, $5.3M fixed factory budget, $11.4M maintenance budget.  


  • Zero (0) lost time accidents by creating a culture of safety within the factory through the introduction of a good catch program
  •  71% reduction in customer concerns by refocusing production on proper quality policy & procedures, and improving the housekeeping in the warehouse to improve delivery time & accuracy
  •  4% improvement in line wool output by reducing unplanned equipment downtime by 4.6%, and improving time efficiency by 3%, through an enhanced preventative maintenance program
  •  Implemented a lean manufacturing Obeya Room and Production Scorecard, to improve communications & prioritize daily activities in operations, focusing the factory on improving key figures & cost
  •  Improved plant security, as required by C-TPAT, by implementing 3rd party security, visitor & contractor badges, and tighter controls for access in/out of the facility, and weekly security audits
Jul 2010 - Feb 2012

Mold Masters Ltd.

Director, Manufacturing Operations

Promoted by the VP, Global Operations to oversee two manufacturing facilities; comprising 223K ft2, 280 employees, and $150M sales.  Responsibility for Production, Manufacturing Engineering, and Maintenance.

  • Implemented $1.1M continuous improvement savings, through labour & efficiency improvements
  • Improved Delivery from 28% to 70%, while exceeding annual sales targets by 24% ($150M)
  • Reduced quality from 0.72% to 0.47%, focusing accountability on production for reporting quality at the source 
  • Achieved 30% employee participation developing a culture of continuous improvement on the shop floor
  • Drove improvements to cash flow identifying & driving $305K work-in-process reductions
  • Instituted the company’s first performance-based bonus program for the Production Supervisors, aligning corporate KPIs to individual performance, increasing accountability for Safety, Delivery, Cost of Quality, Productivity & Continuous Improvement performance in the production value streams  
  • Improved communication on the production floor by implementing daily production meetings and weekly WIG Meetings, introducing Communication Boards & Top 3 Boards in the value streams, establishing a Share Point site for Manufacturing Operations, and collaborating with IT to generate daily SAP reports
  • Introduced & piloted a strategic deployment software tool (Dploy) to align corporate strategic goals with production goals, which was adopted corporate wide to track strategic initiatives

Director, Continuous Improvement & Manufacturing Support

Global responsibility for driving Lean Manufacturing initiatives & Quality standards.  Local support & leadership for Quality, Manufacturing Engineering and Maintenance.

  • �Strengthened the Quality Management System by certifying Production Supervisors as internal auditors, resulting in zero non-conformances in the plant’s annual external ISO9000 audit
  • �Implemented quality reviews with global entities, resulting in 53% reduction in open Corrective Action Reports
  • �Initiated weekly Preventative Maintenance program, reducing equipment breakdowns to 1.5%
  • �Trained UK facility on 5S and Lean Manufacturing, resulting in a more efficient plant layout and manufacturing process to improve Delivery and Sales growth in 2011
Oct 2009 - Feb 2010

Alfield Industries Ltd., Division of Martinrea Intl.

Assistant General Manager

Responsibility for overseeing the operations of a manufacturing facility comprising 222,500 ft2 with 280 employees.  High volume manufacturing of metal stampings & welded assemblies totaling 385 end items for 12 customers in 43 locations.  P&L responsibility for the overall operation of Production, Maintenance & Tool Room for $86M sales.

  • Structured daily Production Meetings to focus on Safety, Quality, Delivery and Production issues to improve communication among all shifts
  • Created and implemented a balanced scorecard to align business goals with departmental objectives to drive bottom line results on the P&L
  • Established bi-weekly meetings to identify Top 5 Downtime & Scrap root cause issues affecting the performance of the Press, Weld and Spinning Departments
  • Identified opportunities to increase performance in the Press Department resulting in $22K annual savings
  • Focused resources on Top 5 parts for rework & repair, resulting in a quarantined part cost reductions of 44% 
  • Implemented weekly Quality System Audits to evaluate product processes to ensure compliance to established safety, quality & productivity standards, and recommend continuous improvement actions
Oct 2004 - Apr 2009

General Manager

Promoted by the VP of Operations to oversee 2 manufacturing facilities, comprising 281K ft2, with 406 employees, and $130M sales.  Responsibility for Production, Engineering, Quality, Human Resources, Supply Chain, Finance, Maintenance and Tool Room.  P&L responsibility for achieving $10M EBITA target. Executed a wind down plan for the Scarborough facility in 2009, relocating all product lines & capacity to other facilities in the organization.

  • Consolidated the management team in 2 facilities, for quicker decision making & standardization
  • Sustained growth by winning $25M replacement business and $1.3M  takeover business 
  • Restructured production to align with actual sales forecasts, resulting in a $1.9M labour savings
  • Achieved $1.4M labour savings while maintaining 2 ppm, by eliminating non-value add  production operations
  • Implemented a proactive Health & Safety culture, resulting in 266 days without a lost time injury
  • Developed a continuous improvement culture, resulting in 89% employee participation throughout the organization
  • Achieved a balanced scorecard rating of 72%, by aligning production floor goals & objectives to the business plan, and improving employee morale in the process  

Assistant General Manager

Promoted by the General Manager to lead Production, Engineering, Maintenance and Tool Room for 400 employees with eight direct reports.  Duties increased to acting General Manger halfway through this role.

  • Conducted Kaizen and Six Sigma workshops, eliminating $2.9M in non-value added processes 
  • Achieved 99.4 % Delivery & zero expedites, while maintaining 13 turns monthly on finished goods
  • Implemented TPM software, reducing machine downtime to 3.2% and tooling downtime to 1.9%
  • Reduced scrap to 0.5%, by reducing destructive test & focusing on root cause analysis to resolve quality issues
  • Collaborated with engineering to identify $3.6M in customer givebacks using VA/VE initiatives on programs

Area Manager

Hired to lead a Weld & Assembly Department team of 308 with eight direct reports manufacturing cross car beam assemblies for Tier 1 OEMs, with yearly sales of $11M.

  • Implemented a 5S program that transformed the culture and improve productivity, which quickly became a best practice corporate wide for other facilities to benchmark against
  • Created a capacity & manpower models to align sales budget, resulting in a $900K labour savings
  • Launched 2 cross car beam programs worth $8.2M sales, by implementing launch readiness checklists
Jul 2002 - Aug 2004

Dortec Industries, Division of Magna Intl.

Manufacturing Engineering & Maintenance Manager

Hired to oversee Current Model Manufacturing Engineering, Maintenance & Facilities, consisting of 50 employees with five direct reports.  Budgetary responsibility for $4.3M.

  • Reduced plant quality issues by 60% ppm implementing Six Sigma projects, saving $62K annually
  • Increased plant OEE to 82% by implementing a Total Preventative Maintenance program
  • Key role in launching 11 new assembly lines that supplied Tier 1 parts to OEMs
  • Increased shop floor productivity and housekeeping by training & implementing a 5S program
May 1990 - Jun 2002

Destination Site Project Manager

Managed destination site activities for phasing out manufacturing operations at an existing 313,000 ft2 facility, which was relocated to a greenfield site in Mexico.

  • Led all technology & knowledge transfer exchanges between facilities
  • Implemented phone hot-line to address issues & concerns of destination sites
  • Managed on-site training of destination site engineers for transferring product lines

Industrial Engineering Manager

Managed a centralized IE department with 8 Industrial Engineers responsible for implementing lean manufacturing concepts, coordinating manpower, developing new business quotes, identifying process improvements & standardizing processes.
  • Implemented $2.1M in labor savings & 20% floorspace savings implementing work cells
  • Identified $1.1M in indirect labor savings implementing pull systems 

Manufacturing Coordinator

Coordinated production for an $8M automated assembly line producing over 14,000 daily units of safety restraints modules into 58 unique end items.  Managed the production area consisting of 300 unionized shop floor employees, maintenance workers & shift supervisors.  Established weekly production schedule to meet customer demand achieving 90% BTS while reducing WIP inventory by 23%.

Production Supervisor

Supervised an afternoon shift of 130 production employees manually assembling electronic driver information modules.  Also supervised a midnight shift of 40 production employees on an automated assembly line manufacturing safety restraint modules.  Mentored & coached employees on self directed work teams to attain high product quality.

Manufacturing Engineer

Lead engineer responsible for a 2 shift manual assembly process producing automotive relay control modules.  Implemented over $400K in labor & purchased parts savings through continuous improvement initiatives.

Resident Engineer

Established a newly created position at the customer’s location to improve customer relationship due to deteriorating product quality & customer service.  Improved customer ratings by 50% by coordinating containment actions to protect customer’s operations & establishing process improvement teams to identify and eliminate quality concerns.

Quality Assurance Engineer

Analyzed warranty and sales return data to identify continuous improvement actions for production & for reporting out to management.  Provided timely solutions to customer concerns by providing onsite support at vehicle assembly plants during new model launches.  Supported zero defect policy by coordinating customer protection plans to prevent non-conforming material from reaching the customer's facility. 

Material Planning & Logistics Industrial Engineer

Reduced purchased parts inventory on production floor to 1 day supply, by implementing a material replenishment system.  Reduced supply chain inventory using just-in-time, by assisting a 3rd party warehouse to develop a vendor owned inventory program, and by developing a manufacturing efficiency program with selected suppliers.



Master of Engineering

University of Toronto



Bachelor of Applied Science

University of Windsor

Industrial Engineering



Professional Engineers Ontario

Association of Professional Engineers