WHITE RADIO LP, Burlington2007 to present
White Radio is a Canadian market leader in the distribution of products in the Audio/Video, Communications, Telecom, Wireless & TDM and Contractor markets. The Company offers a full range of technologies and solutions for integrators and service providers in these markets by working closely with manufacturer partners to provide solutions.
President and General Manager
Leading the company through a challenging period of intense organizational change
ØNegotiated new multi-million dollar lending facility for working capital requirements
ØImplemented wireless order assembly operations to reduce warehouse costs by 10%
ØImplemented new KPI programs to establish clear goals and objectives in each department
ØImplemented sales funnel process to manage sales activities and forecasting
ØStreamlined sales and marketing staff – reduced SG&A costs by 30%
ØSetting strategic market direction for an entirely new management team
CANWEL HARDWARE DIVISION, London2004 to 2007
Distributor of 75,000 retail hardware products to independent retail hardware and building materials dealers in Canada (TIMBRMART, CASTLE, PRO AND ACE) through a national sales force, three distribution centres, 600 employees and a merchandising and buying office in Montreal. $200 million annual revenue.
Vice-president and General Manager
Change management role with overall operational leadership responsibility for the company. Reporting to the President I was able to,
ØReduce annual operating costs by $500,000 by consolidating distribution operations, lowering inventory and improving productivity in the warehouses
ØNegotiate new business agreements with key customer buying groups
ØRe-negotiated a $9 million transportation contract resulting in reduced costs ($250,000) and improved service levels to customers
ØLead the company during a period of intense and widespread change - first during a takeover by new owners and then through the transition to new ERP operating systems (JDEdwards Peoplesoft)
JvK MANAGEMENT SOLUTIONS, Oakville2003 to 2004
Providing Supply Chain management expertise in strategic network planning, 3PL strategies, operations diagnostics and solutions to clients including Clorox Canada, Forzani Group and Fererro Roche.
BREWERS RETAIL INC. (THE BEER STORE), Toronto1997 to 2003
A privately owned $2.5 billion revenue company serving the Ontario market as primary sales and distribution channel for beer; operates 436 stores and services 17,000 licensed bars, restaurants and hotels, and approximately 600 government-owned liquor stores, supplying 300 brands of beer from 70 brewers.
Vice President, Logistics Division
Provided strategic and operational leadership to the business. The team consisted of 8 Directors76 supervisors, 1800 unionized employees in a $72 million operating budget.
ØDeveloped and led an Ontario Supply Chain strategy - re-engineered the Ontario distribution network from 46 locations to 5 new distribution centers and 9 cross-docks
oReduced annual working hours by 175,000
oRe-organization of logistics work processes and systems
ØDeveloped a Central Services strategy to complement network modernization
oImplemented a central call centre system for wholesale customers in Ontario
oImproved order entry productivity hours by 10%
ØImplemented a central routing strategy - reduced fleet size from 346 vehicles to 282
ØPurchasing and business systems synergies - collaborated with a sister company in identifying $650,000 in savings through - saved $50,000 in first year
ØLed the establishment of an Industry Logistics Committee with owner representatives. As Chair, led formalization of mandate and strategic focus, and creation of a collaborative relationship to support increased industry wide Supply Chain efficiencies
ØInstalled on-board computing equipment in fleet operations
oReduced fuel consumption by 5% and idle time by 60%, and won the 2002 Enbridge Fleet Challenge Award
ØConsolidated the Draught Services Division operations into one location - saving $50,000 per year
TIBBETT AND BRITTEN GROUP, CANADA, Toronto1995 to 1997
A UK-based international logistics services provider to major clients in the grocery and consumer goods industries.
Vice President, Special Projects
ØLeadership role in the planning and implementation of a strategy to provide fresh and frozen distribution to IGA food stores in Ontario
ØSupported the development of the company’s strategy for efficient consumer response (ECR) in Ontario
CANADA SAFEWAY LTD., Calgary1994 to 1995
A major Canadian grocery company operating 225 corporate retail stores and a wholesale grocery division (McDonalds Consolidated).
Vice President, Logistics
Safeway’s first VP of Logistics – a change management role leading operational and business process transformation in all retail and wholesale distribution in Western Canada
ØLed a team of 6 distribution centre managers, 65 supervisors and 1500 unionized employees working in 1 million sq. ft of warehouse space and a fleet of 250 trucks
ØDeveloped a distribution network strategy to improve Supply Chain efficiency with a potential for $10 million savings in operating costs
ØCo-authored the Food Industry response – ECR - A Canadian Response
TIBBETT AND BRITTEN GROUP CANADA, Toronto1993 to 1994
Vice President, Operations
General Manager, Surelink (Oshawa Foods contract)
Responsible for Contract Administration and Business Development with P/L responsibility for logistics contracts totaling $47.5 million annually in 10 facilities.
ØSenior member of business development team that acquired Oshawa Foods contract
ØLeader of the takeover team for two facilities (approx. $10 million in operating costs)
ØImplemented a $20 million contract including a 326,000 sq. ft. warehouse start up complete with automated warehouse management systems for Consumers Distributing Inc.
ØDeveloped a productivity model and achieved cost savings of $300,000 in first year
PRICE DAXION (A division of ABITIBI PRICE), Toronto 1988 to 1993
A $600 million merchant paper distributor with 19 sales and distribution operations across Canada
Director of Distribution and General Manager
ØDeveloped and implemented central equipment specification strategy, distribution centre layout structure, vehicle maintenance systems, and other initiatives:
·Reduced vehicle capital cost by 10% and vehicle maintenance costs by 12%
·Improved productivity by 15% and on time delivery to customers by 40%
·Successfully integrated operations of acquisition (Futurpak) resulting in a 5% cost reduction
NATIONAL GROCERS CO. LTD, Ottawa and Toronto 1976 to 1988
A wholesale grocery division of Loblaw Cos. providing grocery products and distribution services to member retail banners and independent grocery retailers in Ontario.
Successively more senior management and project related roles including consolidation strategies, DC construction and start ups, labour relations agreements, capital equipment acquisition, budgeting and planning.