Campbell Piper

Brought in to guide the Founders’ transition and scale the business through operational transformation and sustainable growth initiatives. Over the past two years, established the company’s Quality Management System (QMS) foundation, enabling consistent product excellence, regulatory compliance, and data-driven improvement. - Architected and executed a full operational modernization, strengthening manufacturing, supply chain, and logistics performance. - Established a comprehensive QMS foundation and enhanced data visibility across production to ensure consistent excellence and data-driven improvement. - Delivered double-digit IBT and revenue growth by architecting a full operational modernization that built the foundations for scalability, significantly strengthening integrated manufacturing, supply chain, and logistics performance. - Embedded innovation and sustainability into production — from eco-conscious sourcing and packaging redesign to waste reduction and process optimization. - Implemented digital and analytics-driven management tools, providing real-time visibility into throughput, cost control, and operational risk. - Built a high-performance leadership culture rooted in empowerment, transparency, and continuous improvement, aligning people and process with long-term strategic vision. Key Results: - Growth: 48% increase in Top End and still increasing IBT by 28% increase in IBT. - Transformed production reliability and cost structure, supporting new product launches and expanded retail/eCommerce channels. - Scaled operational capabilities while preserving brand integrity, craftsmanship, and environmental stewardship.

Orchestrated alignment and governance of cross-regional production and planning for a global flagship site ($1.5B+ revenue, 22% of worldwide volume), resolving complex multi-brand/multi-SKU trade-offs and ensuring supply continuity. - Led a 1,200-person cross-functional team across production, maintenance, supply chain, and engineering. - Partnered with global leaders to align North American operations with enterprise-wide sustainability and efficiency goals. - Led continuous improvement initiatives to deliver Sustainable Cost Advantage (SCA) across manufacturing and yield, holding a 1,200-person team accountable for operational excellence and productivity targets. - Enhanced quality, cost, and delivery performance through a system of metrics and continuous improvement. Key Achievements: - Drove significant throughput improvements while maintaining world-class safety and quality standards. - Mentored a new generation of leaders across departments, strengthening succession and operational resilience.

ERIKS is a leading international industrial service provider, delivering specialized components and technical expertise to optimize performance in manufacturing and process industries. With deep knowledge in sealing, flow control, and power transmission, ERIKS helps customers improve reliability, efficiency, and safety across sectors like energy, food, pharmaceuticals, and equipment manufacturing. Key Impact - Introduced operational KPIs and business intelligence systems to enhance visibility and decision-making across divisions. - Streamlined domestic and global supply chain processes, significantly reducing lead times. - Empowered teams and standardized performance measurement systems, leading to stronger financial performance.

Hermann's is a privately owned Landscape Contracting company headquartered in southern Ontario. As one of the largest companies in the Ontario market we provide construction project management and blower truck products and services to the ICI, Condominium, and residential markets. Our strong brand is known for high quality products and industry leading customer service centred around “green” organic solutions. - Oversaw daily operations for Hermann's Contracting Limited, ensuring efficient project management and service delivery. - Implemented strategic initiatives to enhance customer service and promote “green” organic solutions in landscaping. - Collaborated with cross-functional teams to maintain high-quality standards across ICI, Condominium, and residential markets.

CEVA Logistics is a global logistics and supply chain company providing end-to-end solutions in freight forwarding, contract logistics, and transportation management. With operations in over 130 countries and a workforce of more than 110,000, CEVA serves industries including automotive, healthcare, technology, and consumer goods—delivering agility, reliability, and innovation across the supply chain. Key Impact - Managed 3PL operations across two major facilities for Chrysler's BAP platform, overseeing 70% of parts for key models. - Led a workforce of 300 in a successful turnaround, achieving zero downtime and zero errors per million within one year. - Enhanced site classification performance, attaining the highest rating among CEVA’s Canadian operations. - Secured a 10% contract expansion through exceptional KPI performance and customer satisfaction.

Ri-Go is one of Ontario’s largest independent material handling equipment dealers. Headquartered in Concord, Toronto, Ri-Go provides new and used lift trucks, warehouse solutions, rentals, parts, and certified training. Known for fast response times and customer-focused service, Ri-Go supports industries across the GTA with tailored forklift and equipment solutions. Key Impact - Worked with sales, service, rentals, parts, and training for a 100-person company managing a fleet of 4,000+ trucks across Ontario and Quebec. - Strengthened financial performance and customer service metrics through operational process redesign. - Introduced performance dashboards and coaching frameworks that improved team efficiency and accountability.

Aggressively recruited to take on a new role as a specialist to drive the amalgamation of three (3) older/obsolete facilities into one new facility (~$85 Million annual sales). Required development of baseline shop floor systems, training programs, and leadership development initiatives to quickly merge the 3 divisions into a single team and bring business practices up to modern day operational standards of excellence. - Completed the merger and built the facility from scratch is less than 10 months (previously delayed for two years) utilizing existing resources with no additional financing required. - Established baseline systems for production scheduling, standardized work, material handling/flow, efficiency tracking, maintenance work cycle, and performance escalation. Brought division from 8.5% Production Costs (labour and material) to less than 6% in 12 months.

Managed multifunctional department of 270 production specialists (CAW), tradesmen (CAW), engineers, and management staff to support LH and LX model programs. Responsible for all Production, Maintenance, Engineering, Logistics, and IT functions of the $65 Million state-of-the-art Press and Assembly operations - Only department manager to come in under budget year over year with a total cost savings of $4.4 Million (over 5 years). - Implemented TPM (Total Productive Maintenance) in the maintenance department and lean manufacturing in the production department resulting in 11% reduction in labour (CAW environment) and 22% reduction in consumables and purchased services.

Led a staff of 7 supervisors, planners, and engineers with a team of 61 CAW skilled tradesmen in a highly automated, robotic paint shop in the heart of the Brampton Assembly Plant. Broke the bottleneck in less than 12 months and improved Polish Deck FTC to over 99%. Developed a program and received approval for a $2.5M training and capital spending program to equip the team with new skills and upgrade the paint booths. Partially offset the $2.5M by restructuring a $7.3M contract with Team Industrial through process improvements in the robotic paint operations and colour batching. Continued my leadership development and team building by, again, bringing together cross functional groups to define “great performance”, build consensus for processes/procedures, and transfer ownership to the people doing the job.