Pier-Andre Rancourt

GENERAL MANAGER for the North American Division of Capacitors (LV - MV - HV) Portefolio. Under the authority of the President of ABB Canada and the Hub NAM manager, he ensures the implementation of corporate objectives defined by the management team. To meet those objectives, he works closely with the sales force; he supports the directors in their responsibilities and ensures the satisfaction of the customers and employees. He has the responsibility to develop the international markets for the technology of externally fused capacitors. Furthermore, he has the entire responsibility to plan, to develop, to organize, to coordinate and to control the operational activities of the company with a budget of more than 75 millions $. In this position, I: • Establish a system of management by objective and ensure the good functioning of all the operations of the company. • Identify and analyze the market segments, the customers and the targeted customers. • Define the strategy of market penetration. • Establish valuable strategies and sales targets. • Steer the conception of marketing tools. • Draft strategic communications. • Represent the company with the current and future customers. • Steer and coordinate with each directors, the short and long term activities of the company for sectors related to production (1 assembly units in Canada, 4 outside of Canada: a unit located in Youngwood, Pennsylvania and the other unit located in San Luis Potosi, Mexico and 2 3er parties in USA), maintenance, quality control, engineering, research and development and human resources. • Introduce, maintain and improve the management processes: organizational structure and development, strategic planning and management philosophy. • Control and monitor capital and operating budgets and regularly advises the Host Society, in consultation with the Director of Finance, on all financial activities. Analyze periodically the budgetary variance and make necessary changes when required.

Responsible for the Sales/Marketing/Engineering departments. PRODUCT MANAGER for the distribution transformers and the power capacitors, having the whole responsibility of management of an important $85 million business sector in a world organization having more than 100,000 employees. Person in charge of the departments of sales/marketing, engineering, R & D, continuous improvement (ISO 9001) and environment (ISO 14001) for both divisions. Responsible for financial activities of his business sector. In this position, I have: • Increased the sales by 80% and profits by 107% for transformers. • Increased the sales by 100 % and profits by 454% for capacitors. • Set up a new organizational structure for the departments of sales/marketing and engineering to facilitate the teamwork and increase sales and profits. • Launched several new products: a new transformer with solid insulation for the international market; switches of 15 and 25 KV and dry capacitors (Dry Q) for the North American market. • Developed a new process to eliminate the failures of transformers during lightning strokes. • Integrated important programs subject to the politics and the financial controls of the company. • Developed a business and development plan for the launch of new products. • Elaborated and supervised the strategies and the sales targets. • Managed the productivity of the sales/marketing team as well as the planning of the activities being connected with it. • Supervised a team of 35 executive employees amongst which there are 7 directors.

ENGINEERING MANAGER for the distribution transformers and the power capacitors as well as the continuous improvement for both divisions. In this position, I have: • Decreased the costs by 15% for capacitors. • Developed a new capacitor (normal/heavy duty) to compete on the international market. • Developed a new capacitor bank with smaller dimensions and a greater value. • Participated in various committees for the elaboration of the Canadian standards (CEA and CSA), Americans standards (IEEE and ANSI) and international standards (IEC and ISO) for capacitors and its applications. • Supervised a team of 15 executive employees.

ENGINEERING MANAGER for the distribution transformers division and the continuous improvement for both divisions. In this position, I have: • Decreased the costs by 20% for transformers. • Developed a new transformer with solid insulation to conquer new markets. • Developed a universal tank for transformers using oil which reduced time of assembly at the customers’ location. • Developed a new electric process which eliminated the effect of corona on transformers, at high voltage level. • Participated actively for profits and losses activities in an important business sector. • Participated in various committees for the elaboration of the Canadian standards (CEA and CSA) and the American standards (IEEE and ANSI) for transformers. • Supervised and managed a group of mechanical and electrical engineers. • Supervised a team of 7 executive employees and 8 unionized employees.

Continuous improvement MANAGER for both divisions. In this position, I have: • Decreased the costs of the non-quality by more than 50% a year for both divisions. • Increased deliveries on time at the customers’ location from 60 % to 99.6 % for the transformers division and from 15% to 98% for the capacitors division. • Created and implanted ISO 9001.94 quality system for both divisions. • Obtained ISO 9001 and ISO 14001 certifications for both divisions. • Implanted performance measures. • Implanted a customer complaint management system which is now used through ABB Canada. • Set up a multidisciplinary team which managed to reduce the total cycle time. Cycle time was reduced at: 66 days in 1993, 30 days in 1994, 25 days in 1995 and 18 days in 1996. • Developed a supplier’s evaluation program based mainly on their technique, their production, their quality, their finance and their management. • Creation of total quality system review based on the American « Malcolm Baldrige Quality Award ». • Involved with the continuous improvement senior management of ABB Canada to develop the quality strategy from 1994 till 1998. • Contributed to the development of the strategic plan for both divisions. • Supervised the improvement team and the reengineering process. • Supervised a team of 2 executive employees and 7 unionized employees.

PRODUCTION MANAGER. In this position, I have: • Decreased the costs of raw materials by 15%. • Increased the productivity by 15% the first year and by 10% the following year. • Decreased the time of cycle by 30% over two years. • Decreased the number of suppliers to facilitate partnerships. • Created and implanted a quality assurance control system (Manual Z299.1 / ISO Z299.1/ISO 9001 for Plant 1 and Manual ISO 9002 for Plant 2). • Obtained ISO 9001 certifications for both plants. • Created a production planning system as well as a project for the costs reduction. • Set up a management system by team, a communication plan, a preventive maintenance system, a manager measurement system and a system of capture by bar code. • Audited various suppliers’ quality systems. • Prepared semi annual budgets. • Translated customers' specifications. • Created inspection, engineering, production, special processes and tests procedures. • Supervised a team of 17 executive employees and 418 unionized employees.

MANAGER Quality Assurance Control and plant maintenance. In this position, I have: • Decreased the costs of the non quality by 38%. • Decreased the cycle time by 27% over three years. • Obtained Z299.2 certifications for the plant. • Implanted a preventive maintenance system. • Created a quality assurance control system (Manual Z299.2 aiming towards Z299.1). • Created inspection, production, special processes and preventive maintenance procedures. • Innovated and created various test systems. • Analyzed statistics and quality assurance and eliminated wastes of time and money. • Created and organized quality circles. • Implanted processes steering the whole company towards the collaboration instead of the competition. • Trained employees on basic knowledge in electricity. • Supervised a team of 3 executive employees and 9 unionized employees.

SUPERINTENDENT IN ELECTRICITY for the quality control at the receiving and shipping department.. In this position, I have: • Created procedures and instructions for the quality control of the department. • Organized a follow-up system for the calibrations of devices being used on the construction site. • Supervised a team of 27 unionized employees.

GROUP SUPERVISOR for the quality control. Technician for the electrodynamics tests and for the instrumentation and control. In this position, I have: • Conceived and implanted a program allowing a complete follow-up of each contract, from their conception to the shipping. • Supervised a team of 15 unionized employees.

APPRENTICE ELECTRICIAN, designer, tenderer, buyer and customer service.

Module 1: Leadership within the Middle Management Module 2: Strategic-, Customer- & Market Orientation - Value Pricing Module 3: Personal Leadership Module 4: Result Orientation & Change Leadership , Working Capital Management

Thesis: Partial Discharge in Composites Material at Medium and High Voltage

Accounting/Economics/Finance/Marketing/Organisational Behaviour/Project Management/Strategic Planning/Negotiation/Sales Force Management/Alliances and Partnerships/Leadership/Marketing Channels/International Marketing/Performance Management