Michael Chwelos
Edmonton,AB
Summary
My objective is to use my experience to allow me to take on a challenging new role with a company that will allow me to further my career in a leadership role. My experience with coaching, building & directing maintenance teams in a safe, productive and positive structure allows me to work well with different work groups. I welcome the challenge of building a structure that is focused on the Safety, Quality & Quantity of our work.
Serviced-focused General Manager dedicated to delivering positive customer experiences to promote loyalty and repeat business. Orchestrates optimal resource utilization to handle expected operational needs. Sales leader with sound judgment, good planning abilities and interpersonal communication strengths.
Overview
32
32
years of professional experience
Work History
General Manager Pipeline Operations
Suncor Energy Products Partnership
09.2021 - 10.2023
- Leadership of operations, maintenance & reliability of all Suncor Pipeline assests.
- Managed budget implementations, employee reviews, training, schedules, and contract negotiations.
- Monitored financial performance, set budgets and controlled expenses to provide financial stability and long-term organizational growth.
- Maximized efficiency by coaching and mentoring personnel on management principles, industry practices, company procedures, and technology systems.
- Implemented operational strategies and effectively built safe and effective management of risks.
- Analyzed market trends and competitor activities to create competitive advantages.
- Cultivated and strengthened lasting client relationships using strong issue resolution and dynamic communication skills.
- Transitioned 2 separate pipeline acquisitions from different competitor companies.
- Board of directors for 2 joint venture pipelines.
- Management of 2 other partnerships with indigenous communities on pipeline and distribution assets.
General Manager Regional Maintenance Services
Suncor Energy
06.2019 - 08.2021
- Leadership of Non-Producing assets, Contractors for Major Maintenance and Business unit projects for Region of Wood Buffalo. Staff of 400 and additional contractor headcount of 1500 to 6000 (depending on needs).
- Monitored financial performance, set budgets and controlled expenses to provide financial stability and long-term organizational stability to support Operations.
- Managed budget implementations, employee reviews, training, schedules, and contract negotiations.
- Drove year-over-year business impro while leading operations, strategic vision, and long-range planning.
- Maximized efficiency by coaching and mentoring personnel on management principles, industry practices, company procedures, and technology systems.
- Managed budget implementations, employee evaluations, and contract details.
- Analyzed market trends and competitor activities to create competitive advantages.
- Provided thoughtful guidance to personnel in navigating and resolving snags in productivity.
- Interacted well with customers to build connections and nurture relationships.
- Mitigated business risks by working closely with staff members and assessing performance.
- Negotiated price and service with customers and vendors to decrease expenses and increase profit.
- Reduced budgetary expenditures by effectively negotiating contracts for more advantageous terms.
General Manager Mine /maintenance & Reliability
Suncor Energy
05.2014 - 05.2019
- Leadership of all Mine equipment Maintenance and Reliability. Staff of 700 with 140 Contractors. Over 550 million budget and 140 in Capital.
- Developed and implemented strategies to increase Safety, productivity and profitability.
- Monitored financial performance, set budgets and controlled expenses to provide financial stability and long-term organizational growth.
- Managed budget implementations, employee reviews, training, schedules, and contract negotiations.
- Drove year-over-year business growth while leading operations, strategic vision, and long-range planning.
- Maximized operational excellence mentoring personnel on management principles, industry practices, and company procedures.
- Developed and maintained relationships with Operations and suppliers to drive Safety and production.
- Collaborated with cross-functional teams to develop innovative solutions.
- Cultivated and strengthened lasting relationships using strong issue resolution and dynamic communication skills.
- Reduced operational risks while organizing data to forecast performance trends.
Director of Mine Haulage
Suncor Energy
05.2012 - 03.2014
- Leadership of Mining haul truck fleet maintenance at Base Plant. Staff of 250 with additional 80 contractors. Annual budget over 350 million plus capital.
- Worked closely with organizational leadership to guide operational strategy of maintenance of Mining Truck Fleet
- Worked closely with organizational leadership to guide operational strategy.
- Managed daily operations while overseeing multiple locations to foster increased productivity.
- Established departmental performance goals and provided feedback for underperforming areas.
- Developed long range and short range capital and operations budget.
- Formed strategic partnerships and connected with potential clients to drive business development.
- Spearheaded innovative approaches to resource allocation and strategic planning.
- Evaluated company documentation to verify alignment with regulatory requirements.
- Optimized operational processes using analytics tools to address client-specific metrics.
- Oversaw supply chain functions to verify inventory levels and budget adherence.
- Monitored expenditures to mitigate risk of overages.
- Oversaw operations and provided corrective feedback to achieve daily and long-term goals.
- Monitored office workflow and administrative processes to keep operations running smoothly.
- Monitored and coordinated workflows to optimize resources.
- Trained and guided team members to maintain high productivity and performance metrics.
- Assisted in recruiting, hiring and training of team members.
- Recruited, hired, and trained initial personnel, working to establish key internal functions and outline scope of positions for new organization.
- Negotiations with collective bargaining unit.
- Managed vendors supplying parts and services.
- Managed negotiations of contracts on equipment purchased, parts and services.
- Managed entire light vehicle fleet for Region.
Director of Facilities and Operations
Suncor Energy
05.2010 - 05.2012
- Maintained working knowledge of building security, HVAC, electrical and other systems vital to successful building operation. For Baseplant
- Participated in strategic planning through evaluation of needs and support of steps necessary for completion.
- Cooperated with company leadership and collaborated on projects of mutual interest to multiple levels of organizational leadership.
- Scheduled, directed and supervised external contractors in maintenance and upkeep of 800 buildings, with over 30000 assets.
- Coordinated leasing, contracts with other companies and facility maintenance budgets to provide for seamless building operations.
- Implemented trainings and maintained documentation for staff certifications.
- Assessed building design and accessibility to inform others of updates to existing infrastructure while maintaining ADA compliance.
- Operated with multiple competing deadlines and interests, confidently managing variables simultaneously.
- Maintained facility grounds, equipment and safety compliance.
- Created and implemented operational policies, processes and procedures to keep facilities running smoothly.
- Prepared reports and schedules with accuracy.
- Developed and oversaw budgets for facilities and worked within cost restraints.
- Established and maintained relationships with external vendors for prompt restocking of needed items and supplies.
- Negotiated contracts with vendors to obtain favorable and cost-effective terms and conditions.
- Oversaw building automation system and monitored HVAC, security and audio-visual systems, maintaining functionality of equipment.
- Oversaw annual budget to handle supply, labor and maintenance needs.
Vice President
L Roberts / LASSO, CEDA International
03.2009 - 05.2010
- Responsible for safety, quality of work, financial performance of both Companies, along with responsibility for Internal and External Customer Relations
- Demonstrated proficient leadership skills to motivate employees and build competent teams.
- Hired and managed employees to maximize productivity while training staff on best practices and protocols.
- Member of CEDA International Corporation Executive.
- Management of Operations which consists of approximately 200 hourly employees & 25 salary people (80 Million Yearly Revenue)
- Identified opportunities to improve business process flows and productivity.
- Established performance goals for department and provided methods for reaching milestones.
- Increased company growth through collaboration with sales and marketing departments.
- Employed optimal safety practices to reduce worksite complaints and hazards.
- Developed and implemented new strategies and policies in collaboration with executive partners to establish and achieve long-term business objectives, providing company with strong and sustainable organizational leadership.
- Streamlined operations to maximize business efficiency and profits.
- Fostered new business through participation in trade shows and initiating communications with prospective clients via phone and email .
- Enabled revenue generation by pursuing partnerships, sourcing funding, and capitalizing on market opportunities.
Regional Operations Manager
Finning (Canada)
03.2007 - 03.2010
- Management of the parts & service business for the Oilsands Region which consists of approximately 500 hourly employees & 250 salary people ( 600 Million Yearly Revenue)
- Responsible for safety, quality of work, financial performance of both parts & service for the region, and relationships with customer and Caterpillar.
- Led weekly meetings with regional staff to review progress, address challenges and drive timely task completion.
- Collaborated with cross-functional teams to align operations with corporate objectives.
- Spearheaded operational procedures and processes to improve efficiency and optimize operations.
- Monitored and analyzed performance data, identifying areas of improvement and developing corrective action plans.
- Implemented process improvement to shape organizational culture, optimize procedures for higher efficiency and help company evolve and grow.
- Traveled to over 7 locations per week to manage each store and perform reviews of individual managers and employees.
- Set, enforced, and optimized internal policies to maintain responsiveness to demands.
- Negotiated contracts and agreements to optimize cost savings and efficiency.
- Introduced new methods, practices, and systems to reduce turnaround time.
- Trained and guided team members to maintain high productivity and performance metrics.
- Reported issues to higher management with great detail.
- Reduced budgetary expenditures by effectively negotiating contracts for more advantageous terms.
- Reduced financial inconsistencies while assessing and verifying billing invoices and expense reports.
- Negotiated price and service with customers and vendors to decrease expenses and increase profit.
- Launched staff engagement, gender diversity and cultural programs in addition to robust reporting tool that increased operational quality.
- Cultivated and strengthened lasting client relationships using strong issue resolution and dynamic communication skills.
Branch Operations Manager
Finning (Canada)
05.2006 - 03.2007
- Management of the parts & service business for all work done for Elk Valley Coal Corporation (EVCC) coal mines
- Leading a staff of 120 hourly employees &13 salary people (45Million Yearly Revenue)
- Responsible for safety, quality of work, financial performance of both parts & service, and relationships with customers and Caterpillar
- As well as the responsibility for financial performance of Branch & Lease Dozer Program.
- Maintained friendly and professional customer interactions.
- Assessed employee performance and developed improvement plans.
- Maintained branch files for major accounts and employees.
- Enhanced branch production rates by handling staff conflicts, evaluations, hiring, and termination processes and coaching employees on company protocol and payroll operations.
- Interviewed and hired talented individuals with top-level strengths, improving organizational talent, and skill set.
- Reduced process bottlenecks by training and coaching employees on practices, procedures, and performance strategies.
- Boosted sales and customer loyalty through incentive programs.
- Met deadlines by proactively managing individual and team tasks and streamlining processes.
Branch Operations Manager
Finning (Canada) Lethbridge Medicine
08.2005 - 05.2007
- Management of the parts & service business for all work done in southern Alberta
- Leading a staff of 35 hourly employees &10 salary people (27 Million Yearly Revenue)
- Responsible for safety, quality of work, financial performance of both parts & service, financial performance of 3 Shell bulk fuel stations
- Developed and grew the business large enough to warrant building new facilities in both Lethbridge and Medicine Hat.
Major Maintenance and Capital Projects Manager
Weyerhaeuser
03.2003 - 08.2005
- Managed Quality Control manual for all vessel and pressure piping work done in mill including overseeing quality of Contractor work
- Managed 4 Salary and 20 union employees
- Included boiler rebuild and construction of new high pressure boiler
- Liaison with Sask Boilers Branch for Plant.
- Managed and motivated employees to be productive and engaged in work.
- Accomplished multiple tasks within established timeframes.
- Maintained professional, organized, and safe environment for employees and patrons.
- Maximized performance by monitoring daily activities and mentoring team members.
- Communicated clearly with employees, suppliers and stakeholders to keep everyone on same page and working toward established business goals.
- Controlled costs to keep business operating within budget and increase profits.
Maintenance Team Lead
Weyerhaeuser
03.2001 - 03.2003
- Managed Quality Control manual for all vessel and pressure piping work done in mill including overseeing quality of Contractor work
- Oversaw planning and execution of mechanical maintenance work in both paper mill, pulpmill
- Boiler areas of the plant
- Responsible for safety, quality and quantity of work of up 50 union and 5 salary people.
- Supervised employee performance, preventive maintenance, and safety.
- Delegated tasks to carefully selected employees in alignment with resource management goals.
Maintenance Planner Lead
Weyerhaeuser
11.1997 - 03.2001
- Managed , Planned and Purchased Material for all vessel and pressure piping work done in mill including overseeing quality of Contractor work
- Oversaw planning and execution of mechanical maintenance work in both paper mill, pulp mill
- Boiler areas of the plant.
- Optimized productivity by eliminating downtime, efficient budgeting, allocating tasks and maintaining high standards of safety and quality.
- Managed maintenance team of 45 employees and coordinated repair schedule according to priority level.
- Reviewed maintenance program for efficiency accuracy and timeliness, and provided feedback for improvement to company leadership.
Welder Team Lead
Weyerhaeuser
11.1996 - 11.1997
- Lead Welder for piping work in pulp mill
- Worked with team lead on planning and fabrication work
- Completed various types of pressure welding including stainless, titanium, mild steel and chrome.
- Completed welding projects using gas tungsten arc, gas metal arc, flux-cored arc, plasma arc, and shielded metal arc equipment.
- Utilized blueprints and diagrams to compare finished products against design specifications.
- Trained and supervised junior welders to use proper techniques, apply best practices and comply with quality standards.
- Developed welding processes to improve coherence, accuracy and precision of welds.
- Collaborated with engineers and designers to create new parts and assemblies.
Welding Foreman
Rob Wel
04.1992 - 11.1996
- Working Foremen looking after field and shop for various sites
- Duties included all aspects of managing business, including developing quality control manual and all weld procedures.
- Oversaw daily operations at site, keeping team production moving at optimal pace.
- Monitored job progress and performance of employees or contractors to complete projects prior to deadlines.
- Trained workers in proper methods, equipment operation and safety procedures.
- Sourced suppliers and purchased necessary materials for work.
- Directed projects according to schedule and quality demands.
Shop Foreman
Nor - Fab
11.1991 - 03.1992
- Working Shop foreman in structural/miscellaneous steel shop as a certified Welding Supervisor for CWB
- Certified shop to CWB including writing all weld procedure.
Education
No Degree - Sustainable Business Leadership
Harvard School of Business
Boston, Mas09.2019
No Degree - Executive Program For Leadership in Education
NAIT
Edmonton, AB04.2009
Saskatchewan Labor Moose - Interprovincial Red Seal Welding
Siast
Moose Jaw, SK07.1998
High School Diploma -
North Battleford Comp
North Battleford, SK01.1986
Skills
- Program Development
- Microsoft Internet Explorer
- Project Planning
- Corporate Social Responsibility
- Client Account Management
- Financial Statements
- Manage Budgets
- Microsoft Outlook
- Customer Service
- Staff Development
- Leadership
- Change Implementation
Languages
English
Native or Bilingual
Timeline
General Manager Pipeline Operations
Suncor Energy Products Partnership
09.2021 - 10.2023
General Manager Regional Maintenance Services
Suncor Energy
06.2019 - 08.2021
General Manager Mine /maintenance & Reliability
Suncor Energy
05.2014 - 05.2019
Director of Mine Haulage
Suncor Energy
05.2012 - 03.2014
Director of Facilities and Operations
Suncor Energy
05.2010 - 05.2012
Vice President
L Roberts / LASSO, CEDA International
03.2009 - 05.2010
Regional Operations Manager
Finning (Canada)
03.2007 - 03.2010
Branch Operations Manager
Finning (Canada)
05.2006 - 03.2007
Branch Operations Manager
Finning (Canada) Lethbridge Medicine
08.2005 - 05.2007
Major Maintenance and Capital Projects Manager
Weyerhaeuser
03.2003 - 08.2005
Maintenance Team Lead
Weyerhaeuser
03.2001 - 03.2003
Maintenance Planner Lead
Weyerhaeuser
11.1997 - 03.2001
Welder Team Lead
Weyerhaeuser
11.1996 - 11.1997
Welding Foreman
Rob Wel
04.1992 - 11.1996
Shop Foreman
Nor - Fab
11.1991 - 03.1992
No Degree - Sustainable Business Leadership
Harvard School of Business
No Degree - Executive Program For Leadership in Education
NAIT
Saskatchewan Labor Moose - Interprovincial Red Seal Welding
Siast
High School Diploma -
North Battleford Comp
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