General Services Manager
Glencore E&P
Total years of experience :13 years, 8 Months
• Led strategic analysis and transformation of department to increase end-user satisfaction and resource efficiency.
• Scale of services provided: 600 personnel across 6 sites; $50M annual budget (peak).
• Contributed to strategic business plan and organizational development.
• Translated strategic business plan into departmental design, resourcing and service delivery plan.
• Aligned departmental services, resources, and employees to achieve scalability, flexibility, and efficiency objectives.
• Led vertical integration and outsourcing of key services as part of departmental transformation.
• Supervised process development and procedure standardization as part of business automation initiatives.
• Instituted departmental nationalization strategy including workflows, controls, skill development and mentoring.
• Coached staff on strategic thinking, consider impact of their actions, and how to use their staff to achieve success.
• Identified and translated end-user requirements into Service Level Agreements for departmental services.
• Supervised the development, standardization and publication of Service Level Agreements, policies and procedures.
• Developed new service supplier contracts to reflect updated end-user requirements.
• Achieved significant cost savings (33-50%) for each major departmental service (transportation, facilities, catering).
• Contributed to strategic exploration program development by identifying capability and performance requirements.
• Led the development and implementation of program organizational design, structures, and processes.
• Directed capability and activity planning, integration, standardization, and gap identification and resolution.
• Led program continuous improvement, lessons learned, and solution development initiatives.
• Commanded cross-functional teams up to 300 personnel to implement strategic objectives.
• Key functions: project, process, change, and innovation management, capacity building and training.
• Operational deployments to Afghanistan (2010-2011) and Haiti (2010).
• Designed and implemented Capacity-Building Program (CPB) comprised of physical security, economic and social development objectives for strategically important region of Bazaar-e-Panjwai, Afghanistan (pop. 5, 000).
• Led or facilitated in the creation, financing, and implementation of (approx. 24) CPB High Impact Projects (< $10M).
• Developed and published High Impact Project proposal template, process, and evaluation criteria.
• Led change management of unit Tactics, Techniques and Procedures to adapt to evolving operational situations.
• Advised on future role and utilization of airborne operations program, including prototyping, proof-of-concept evaluation, and publication of concept note and effectiveness assessment.
• Led training and implementation of occupational service standards of both individual and organizational proficiency.
Identified personal banking solutions < $250K for clients
Member of Employment Equity Council Member and developed and advocated corporate diversity in the workplace strategies within Atlantic Canada
Master thesis explored how military decision-making methodology can increase business agility and service delivery.
,