Kent Zinger

Recruited to lead a consistent approach to contractual adherence and client needs through 7 key geographical areas. Ensuring operations objectives align with financial requirements.

BUSINESS DEVELOPMENT ADVISOR Approached Company Owner with the intent of expanding coverage to existing clientele and uncovering business opportunities amongst new & existing clients. Key Accomplishments: * Catapulted recurring revenue stream 74% in 2013 from 2012. * Boosted pre-existing October 2013 client base by 13% with no increase whatsoever in direct or contract labour — by evaluating and optimizing workflow & business automation process. * Initiated security & automation service offering.

GENERAL MANAGER - BOBCAT & JCB DEALERSHIPS (reported to the Regional General Manager) Recruited for this newly-revamped role to transform the leadership culture of a 9-person management team from a dictatorial style management to that of inclusion, empowerment and collaboration. Held P&L accountability for a $90M budget. Key Accomplishments: * Directed a 5-person sales force that attained record-setting 2011 annual sales of $57.6M. * Introduced a focus on whole goods aged inventory that lowered asset holdings 60% (from $5M to $2M). * Guided 3 branches to attain COR Safety certification in 5 months — faster than the typical 12-month period. * Improved overall employee satisfaction from 65% in 2011 to 78% in 2012. * Coached a veteran Manager who went on to earn a promotion to Branch Manager. * Reviewed, recommended, and executed the closure of a branch in 2012; as well, I implemented a Parts Runner for clients impacted by this shut-down.

DIRECTOR OF OPERATIONS - LEDCOR LEASING LIMITED (reported to the Senior V.P. of Finance) lured away from the mining industry for this newly-designed role & corporate entity to centralize all of Company's assets (collectively valued at $600M), finance, insurance, and licensing across 8 independently-operating divisions throughout Western Canada and the U.S. Key Accomplishments: * Developed strategy and tactical plans for roll out of new entity across all western Canada & US operating divisions. * Hired and developed the team to facilitate all entity delivered processes. * Refinanced the Mining Division's asset mix to free up $12M being redeployed to other projects. * Established all in-rates so that assets were properly funded for prominent and diverse industry projects. * Assembled a collaborative inter-divisional team consisting of all 8 transportation groups to manage National Safety Code Compliance. After 12 months of development and audits, Alberta's Transportation partner invited Ledcor Industries into the elite "Partners in Compliance" membership. * Was chosen by the senior executives to lead a team aimed at evaluating knowledge capture and share to guarantee that vital data would be distributed and retained across the organization when primary candidates retired.

MAINTENANCE MANAGER (reported to the General Manager) Was promoted from the role of Maintenance Superintendent receiving vital cross-training in operations — while concurrently leading 8 direct, numerous indirect reports and overseeing an annual budget of $30M. In addition, I was deemed the alternate General Manager when he was absent. Key Accomplishments: * Was appointed Co-Chair of the OHS Committee for 3 years, where I played an active role in moving TRI (Total Reportable Incidents) rate to less than 1.0 — down from the previous 1.3. * Led Planned & Scheduled Maintenance initiatives across all western Canada mine sites. * Led a $12M major dragline upgrade project, which was completed on schedule and 5% under budget; this initiative included extensive electrical / mechanical upgrades and site facility design. * Structured a Preventive Maintenance program to bring total congruency to corporate assets. * Led the development of a 40-year long-range forecast for draglines and support equipment fleet; * Helped to reach consensus amongst union and non-union officials in signing a 2-year contract.

MAINTENANCE SUPERINTENDENT (reported to the General Manager) Responsible for overall Mining Maintenance Function Key Accomplishments: * Amalgamated 2 maintenance groups into 1, which led to personnel, facility, equipment, and process synergies. * Slashed equipment financial reporting and forecasting module turnarounds from several weeks to mere days.

MAINTENANCE SUPERINTENDENT (reported to Mine Manager) Responsible for overall Mining Maintenance Function Key Accomplishments: * Promoted the Dragline Spoil Side Stripping and 360 Degree Swing to boost dragline productivity 8%. * Implemented ‘True Cause Tracking’, which resulted in a downtime reduction of 5%.