JIM LAPP

I was responsible for the execution of KFNE business operations in accordance with the strategic direction of the community’s economic development strategic plan. I reported directly to the KFNE Board of Directors. My main responsibilities within this plan were to provide day to day oversight of the operations of the land development sight at IR2, managing relationships with the existing Joint Venture partnerships, and sourcing new economic opportunities and ventures for consideration by the Board and the Nation.

Some of my key responsibilities include the following:

• Develop and insuring adherence to KFNE operations policies, systems, and processes
• Oversight of work plans and budgets
• Cost management and profitability
• Land and office-based tenant leases
• Direct oversight of human resources
• Negotiating non-rights based commercial arrangements with non-Kwikwetlem businesses
• Ensuring business activities remain aligned with strategic plan but also being fluid enough to capture unplanned opportunities
• Monthly Board meetings
• Community engagement sessions. This consisted of general business update and information/data session to support understanding of KFNE’s roles, responsibilities, authority, and authority limits for economic development team
• Also, to provide recommendations to board and shareholders on resources that support community economic development, small business development, and nation building
• Lead/advocate for business development projects through Liaison with strategic partners including Joint Venture and Revenue Share partnerships
• Achieved company growth by implementing strategic plans and streamlining operations
• Managed partnerships and strategic business relationships by negotiating contract terms and handling conflicts

• I reported directly to the CEO. My primary responsibilities were to provide oversight and direction across KFNE’s many entities, designing, implementing, and measuring progress of each project. Ensuring that KFNE had a long-range operational strategy that aligned KFNE to achieve its goals. I moved this forward by developing new business partnerships, eliminated deficiencies with current partnerships, leading all operations teams – directly and indirectly, overseeing administration and internal operations to ensure efficiency, quality, safety, cost effectiveness, and environment are current and maintained.

• Oversee projects and financial management
• Ensure positive and productive public relations
• Promote and safeguard the Nations' business interests and opportunities within KFN traditional territory

• Responsible for projects across western Canada. Primary responsibility in Oil & Gas, Pulp & Paper, and Oilsands in facility turnarounds/shutdowns.
• Lead teams from 10 to 100 personal.
• Managed my projects from procurement RFP stages to site completion.
• Incident free
• On schedule
• On budget and profitable
• Some of my clients included CNRL – Wild Hay, BME, Japan Oil, Crofton Pulp and Paper, and West Fraser.
• Key in bringing Nucor and BME into supportive working alliance to take on much larger projects. NES’s first Indigenous partnership.
• Key in bringing Nucor partnership with Indigenous Iron. NES’s second Indigenous partnership.
• Able to remove daily work load from my senior manager and clients.

• Fleet Management
• Outage and Shutdown Management
• Interface with client management on regular basis
• Site initiatives for new IT and sales enhancements
• Reporting with Validate and Verify to ensure site team is on task
• Action Logs and reporting on progress and delays
• PRT reporting on quarterly basis
• Mentoring and coaching leadership team.

• Fleet Management
• Outage and Shutdown Management
• Interface with client management on a regular basis
• Site initiatives for new IT and sales enhancements
• Reporting with Validate and Verify to ensure site team is on task
• Action Logs and reporting on progress and delays
• PRT reporting on a quarterly basis
• Mentoring and coaching the leadership team.

• Managed Expediting Division, in 2007, throughout northwestern Alberta spanning from Hinton to Fort McMurray
• Main responsibilities included day to day operation and customer service
• Negotiated service/contract pricing
• Continual review of safety programs to meet and exceed industry standards
• Key member of management team, dealing with all activities for daily operations
• Developed Green Hand program for and approved by Husky Energy
• Developed Return to Work program
• Initiated comprehensive training program to ensure all employees met matrix requirements
• Assisted with development and review of SWP and SJP’s and corresponding documentation
• Facilitated relationship building and customer retention with key accounts, emphasizing uncompromising focus on needs and problem solving.

• In 2011, was named VP of Operations until sale of Shale Industrial to Birch Mountain Enterprises
• In early 2011, was promoted to General and Safety Manager
• Managed Expediting Division, in 2007, throughout northwestern Alberta spanning from Hinton to Fort McMurray
• Main responsibilities included day to day operation and customer service
• Negotiated service/contract pricing
• Continual review of safety programs to meet and exceed industry standards
• Key member of management team, dealing with all activities for daily operations
• Developed Green Hand program for and approved by Husky Energy
• Developed Return to Work program
• Initiated comprehensive training program to ensure all employees met matrix requirements
• Assisted with development and review of SWP and SJP’s and corresponding documentation
• Facilitated relationship building and customer retention with key accounts, emphasizing uncompromising focus on needs and problem solving.

• In early 2011, I was promoted to General and Safety Manager
• Main responsibilities included day to day operation and customer service
• Negotiated service/contract pricing
• Continual review of safety programs to meet and exceed industry standards
• Key member of management team, dealing with all activities for daily operations
• Developed Green Hand program for and approved by Husky Energy
• Developed Return to Work program
• Initiated comprehensive training program to ensure all employees met matrix requirements
• Assisted with development and review of SWP and SJP’s and corresponding documentation
• Facilitated relationship building and customer retention with key accounts, emphasizing uncompromising focus on needs and problem solving.

• Demonstrated record of advancement with one of the largest industrial service companies in Alberta
• Experience includes pulp and paper, petrochemical, refineries, steel mills, and oilsands
• Traveled throughout Canada working in all aspects of both field and administration
• Built knowledgeable and loyal staff by creating employee development program emphasizing thorough training in customer service, equipment knowledge, safety and service
• Directed comprehensive safety program, including staff training and recommendations for ongoing improvements which resulted in outstanding safety performance record throughout tenure
• Constant involvement with client base to uphold highest levels of customer satisfaction
• Interface with client management daily
• Key team member during Eveready’s growth phase in which Eveready reached top 5 status in Alberta Financial for fastest growing companies
• Responsible for all aspects of large-scale shutdowns including but not limited to safety, pricing, scheduling, and execution.