Michael LePrieur

- Chart the direction of the Executive Health and Safety Council of BC organization and expand membership.

• Executive accountability for Safety, Food Safety, Quality, Environment, Continuous Improvement and the Shipping and Maintenance Departments.
• Accountability for the company COVID response starting late 2021.

• Plan and execute the integration of the assets and employees from an acquisition.
• Aggressively scale up production assets and labour to meet massive volume growth (revenues grew 151% over a 24 month period).

• Drove yield enhancement initiatives resulting in annualized savings of $500,000.
• Performed analysis that resulted in cost avoidance related to new CAPEX/Op expenses totaling as much as $1M.
• Led CAPEX initiatives – utilization analysis, ROI calculations, business case development.
• Developed a project management process to improve the prioritization, alignment and execution of corporate projects.
• Developed various processes, and built company documentation including ADP SOPs, Business Continuity Plans per facility, Project Charter and Project Planning SOPs.
• Led cross-functional teams to identify and implement process improvements across operations.
• Developed and maintained continuous improvement initiatives to enhance operational efficiency.

• Oversaw Production, Warehouse, Shipping, Receiving. Reported to the owner.
• Reduced safety recordables by approximately 60% through improving focus on safety and actively coaching team to reduce unsafe conditions and behaviours.
• Increased order picking productivity by 18% after first phase of process re-design.
• A 32% reduction in Production labour.
• Overhauled the Operations organization chart, compensation structure, and shift schedule.

• Coached a major utility during the building of a transmission line
• Completed the project with 0 Lost Time Injuries, 2 months early (11 months versus 13 month schedule), $100,000 below budget.
• Coached a chemical company in the execution of a large capital program ($200M+). Prior to coaching, the first phase of the capital program executed in 15 months (vs plan of 7 months), and cost $74M (vs plan of $22M). With coaching, the second phase completed within 3 weeks of plan, and on budget.

• Led a capital project that resulted in the closure of 2 high-cost bakeries, and built a corresponding plant expansion to a bakery in Alberta. This work was part of a multi-phase project to streamline Canada Bread’s Operations and Supply Chain.
• Led an executive-level project to clarify strategic direction for Canada Bread. The project resulted in several key strategic decisions, as well as recommendations on new product launches in support of growing the business.
• Coached Canada Bread employees on Continuous Improvement and Six Sigma tools.
• Led a Supply Chain project that resulted in a $300,000 (annualized) in savings in 10 weeks.

• Led a capital project to expand fresh pasta and sauce capacity in anticipation of continued growth of the Olivieri business. Options explored included the building of a new plant, acquisition(s), and plant expansion. Ultimately, a plant expansion was executed in Ontario with an option to expand a BC plant when demand justified the additional capital.
• Led a project to secure a new contract with Kroger in the U.S. Successful project resulted in securing approximately $5 million in new business.
• Led a project to quantify and minimize production waste at the Olivieri Foods Hamilton plant.

• Conducted an assessment that quantified the financial opportunity associated with the turn-around of a pulp and paper mill that generated revenues in excess of $500M.
• Bottom-line financial improvement at a pulp and paper mill totaled $12.3M. This was realized by significantly improving equipment reliability, and reducing high-cost operating additives such as Kraft fiber and peroxide bleach.
• Implemented accountability reviews at a nuclear facility to radically improve commercial awareness, thereby driving better decision-making down to the shop floor.