Summary

JACK VAN KESSEL

jvankessel@cogeco.ca                                                                            cell: (905)220-7839

Executive Leadership

Leadership focused on results. Applying business management skills combined with an enthusiasm to build and nurture high performing teams focused on achieving organization objectives and building customer and shareholder value.

Work History

Work History

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.

Education

Education

University of Toronto

B.A. studies, Economics, University of Toronto, Woodsworth College

Management studies, Algonquin College, Ottawa

Grocery Warehousing and Distribution, Cornell University

Paper Distribution Management Development, National Paper Trade Association, Miami University School of Business Administration, Oxford, Ohio

Supply Chain, Canadian Association of Supply Chain and Logistics