• Elected to serve as one of Red Deer’s municipal councillors, responsible for considering the welfare and interests of the community as a whole and ensuring resident and business perspectives are reflected in Council decisions. • Participate in the development, debate, and approval of municipal bylaws, policies, budgets, and strategic plans, providing governance direction to administration under the City’s Policy Governance framework. • Prepare for and attend regular Council and Council committee meetings, public hearings, and boards to which I am appointed (audit and finance, emergency response, air-shed management, and library), actively engaging in policy evaluation, questioning administration, and voting on resolutions. • Review operating and capital budgets, financial reports, and business cases to help set tax rates, allocate resources, and ensure long-term economic sustainability and service levels for residents. • Engage with residents, community groups, and local businesses through meetings, events, and direct correspondence to identify emerging issues, provide information on Council decisions, and support problem resolution. • Contribute to citywide strategic initiatives related to land use, infrastructure, public safety, recreation, and economic development, collaborating with fellow councillors, administration, and regional partners. • Uphold the Council Code of Conduct and Municipal Government Act requirements, demonstrating transparency, ethical governance, confidentiality where required, and accountability to the public. • When assigned as Deputy Mayor, fulfill additional leadership and ceremonial duties, including chairing meetings as required, representing Council at public events, and supporting intergovernmental and stakeholder relations

Reporting to the President and Directors in a growth-oriented company, I establish processes, set targets, Planning, Financial Management, Continuous Quality Improvement, Human Resources Leadership, and day-to-day Operational Management strategy. I lead scaling up the operations departments, project management office, service, rentals, installations, engineering, and water treatment teams safely and effectively through all client requirements, including: Company Wide Initiatives • Re-defining the budgeting process to empower the Management level to know and drive their numbers. Each unit manager is empowered to develop their budgets with training and support to ensure accountability. • Implemented targeted succession planning and mentoring through one-to-one meetings with Managers to prepare them and ensure they have time to understand the requirements of stepping up to cover. • Develop an internal operational analyst to understand better the flow of goods, services, and cash to increase controls on all three. • Increased department capabilities by assessing and building business cases for new hires and positions. • Increased communications between departments by creating early-stage checklists to ensure all stakeholders are considered and included. • Helping develop an ESG understanding and approach to implement based on policies and improvements. • Work to establish and carry out the organization’s OKRs and KPIs. • Identify, recommend, and implement new processes, technologies, and systems to improve and streamline organizational processes and resource and material use. • Budget planning direction that includes a top-line increase of 100% in 36 months with a bottom line increase of 140%, cost control reports, cash flow curves, estimates, and staffing requirements. • Implementing the use of emerging technologies and trends in operations management. Project Management Office (PMO) • Increased customer and supplier communication and cut response time to less than one business day. • Guide the development of project strategies and focus to evolve into a full EPC. • Improved financial and schedule controls to less than 10% of client quotes by bringing on experienced staff, increasing training, and collaboration. • Expanded the PMO team in the B.C. branch to include a full-time PM and several installation techs. • Guided revisions of the PMO Manual to better reflect early planning, controls, and communication. Rentals • Defined utilization targets to >60%, increasing free cash flow and returns on equipment investments. • Developing and implementing an Asset Management plan to better drive returns on equipment. • Incorporating better income and expense reporting per unit. Service and Repairs • Expanding territory and improving dispatch effectiveness via planned measures. • Creating functional geographical blocks to better track and improve income and expenditure. • Empowering the team Managers to make decisions on day-to-day Operational issues. Design and Engineering • Doubling the top line and improving cost controls. • Expanding our engineering offerings to cut third-party costs and increase volume. • Expanded the team to empower the objectives and key results. Supply Chain • Established better reporting and cost distribution methods to make the parts division more predictable and profitable.

Building effective maintenance workflow and execution processes for the Muskrat Falls Hydro-Generation facility. Ensure the development of interdisciplinary operating strategies to increase safety, reliability, and availability. Build relationships with Senior Leaders and stakeholders to develop and implement strategic plans that increase the effectiveness of operations, asset management, and maintenance teams. Key Accomplishments: • Stepped in and planned the execution of a major turnaround and final commissioning testing of four hydroelectric turbines and all ancillary systems with only two months to the outage. The Director from Andritz Hydro commented that when I was onsite leading and driving accountability, the work moved forward faster, more organized, and with no drop in safety.

Board Oversight of Artificial Intelligence

Institute of Corporate Directors

2025

ICD.D

Institute of Corporate Directors

2024

ICS 300

Government of Canada

2018