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Carl Decoste

President & CEO at Widex Canada Ltd.

Work experience

Regional Service Manager

Antares Technologies Inc
Ottawa and Mississauga, Ontario REGIONAL SERVICE MANAGER Reengaged a disenchanted 10-person service team gaining their buy-in to propel service revenue from $200,000 to $800,000 in first year achieved by realigning processes, implementing strategic sales strategies to maximize opportunities. Received the 1990“ Employee of the Year” award for outstanding sales.
Feb 2012Present

President & CEO

Widex Canada Ltd.
President & CEO Recruited to develop this International Hearing Aid company into a highly profitable growth engine within the Canadian marketplace. Established the strategic plan, engaged the workforce and revamped its processes to drive consistency and efficiency. Have grown revenues by 10% over the last year and profitability is up 20% by delivering superior support and value added services to our customers and an engaging and energizing environment for our employees. Drove the integration of departmental process and execution maturity through an extensive operational process review which resulted in the organization being able to handle more volume with the same level of resources.
Mar 2003Feb 2012

Vice-President, Customer Service and Operations

Philips Medical Systems Canada
Toronto, Ontario VICE-PRESIDENT, Customer Service and Operations Steered the business unit to deliver unequalled growth achieved by building and deploying a collaborative, participatory sales approach influenced by efficiency and unwavering leadership. Catapulted the technical and software support service unit for diagnostic imaging equipment from $40 million to $75 million, repositioning the brand to healthcare decision makers emphasizing the competitive edge and benefits to the capital investment. Reinvigorated the 220 full-time employee engagement from 65% to 77%, introducing performance incentives aligned with corporate goals. ¬ Page 2¬ · Addressed third-party measurements conducted on service calls, equipment installation and implementation, deploying the customer service excellence philosophy, elevating customer satisfaction to 95% from 78%. Played the key leadership role during 4 acquisitions, seamlessly blending diverse cultures and business processes with minimal disruption, advancing market share from #3 to #1 in Canada. Propelled x-ray, CT, MRI and cardiovascular ultrasound service contract agreement rate from 55% to 78%. Recipient of the prestigious peer nominated“ Presidential Award” presented to 8 of 5, 500 employees based on demonstrated leadership, commitment to the community, work/life balance, achievement of business and customer satisfaction results. Provide general management for the $70 million service organization with accountability for the customer support centre, parts/logistics, technical support, project management, service, sales and marketing and field service personnel. Acted as the lead sponsor during the implementation of 2 SAP applications for 300 Canadian end-users.
Oct 2001Feb 2003

National Services Manager

Mettler Toledo Inc

Accredited by management at the North American office for unparalleled diligence, steering the Canadian $30 million division through challenges to success. Appointed to the North American“ Services“ Council ” to provide leadership and direction to the U.S. Sales and Marketing teams, above the Canadian responsibilities, with an emphasis on services.., Mississauga, Ontario Held the following 2 positions

May 1998Aug 2001

Director, Integrated Services

Siemens Canada Ltd
DIRECTOR, Integrated Services Assumed General Management accountability for the $32 million Canadian operation providing technical and software support services for MRI, CT, x-ray, archiving and other diagnostic imaging network technology employing 100 personnel. Revived the underperforming business unit, devising and implementing fundamental process and operations changes coupled with establishing an annual strategic plan with viable financial objectives. Sourced and secured several multi-million dollar multi-year service contracts during health care funding cuts, contributing to a boost in overall revenue from $19 million to $33 million in 5 years. Developed new operational processes designed to standardize product delivery and services. Directed a time-driven seamless merger plan integrating two distinct business cultures as a result of the Acuson Ultrasound acquisition. Controlled a SAP R3 implementation for 100 Canadian end-users.
Feb 1997May 1998

Director of Marketing

Siemens Canada Ltd
DIRECTOR OF MARKETING Initiated a major project to redesign and repackage existing products to maximize customers' ability to customize support programs to their unique needs. Drove revenue and market share to new levels while heightening customer satisfaction and product perception in a saturated market. Catapulted sales growth by 30% after conceiving and introducing consultative offerings encompassing Asset Management, Process Workflow, Operational Assessments and Network Optimization. ¬ Page 3¬
Apr 1991Apr 1997

General Manager

AMSCO Canada Inc
GENERAL MANAGER Parachuted in to take the lead for the $20 million,-person Canadian business unit after an abrupt resignation of the previous incumbent. Conducted due diligence on several potential acquisitions, prepared and presented recommendations to pursue the acquisition based on certain criteria. Recipient of the prestigious “ Manager of the Year” Award for consistent performance and exemplary leadership nominated from a potential 1, 000 candidates. Diversified the service offerings to include professional services including consulting, facility management and information services. NATIONAL SERVICE MANAGER Coached and steered a 45-person team to consistently overachieve by 100% of EBITDA each year.



Control Data Institute


Duke University

Harvard Business School Harvard University


York University


Strategic Planning
Employed Harvard methodology to business planning with great success!
Business Integration
Integrated 5 disparate acquisition into one unified culture at Philips Electronics
Change Management
Starts at the top, put in place the guiding team, involve in the planning process, establish the goal and measurements, gain commitment, communicate effectively, measure success, highlight values that drove success, focus on process and people engagement
Process re-engineering
• Drove the integration of departmental process and execution maturity through an extensive operational process review which resulted in the organization being able to handle more volume with the same level of resources.
Financial Management... Budget / P&L
Extensive Financial Management skills gained through increasingly progressive positions in the senior management ranks. Adept with all aspects of P&L and Balance sheet.
 Mergers and Acquisitions
 Conducted due diligence on several potential acquisitions, prepared and presented recommendations to pursue the acquisition based on certain criteria.
Leadership is about taking people to where they have not been before! It is essential to engage your workforce in the direction and planning of the enterprise. Let them take control, which by definition means mistakes will happen, and with an effective Vision and Mission, these become learning opportunities and serve to continue building the skill and commitment of the team. Communicate consistently, share successes together, approach everything your do with confidence and commitment and, have fun!