Brian Hale has over 30 years of experience in both public and private sector leadership roles. He has a proven track record of improving operations and financial performance through process improvements and change management. His experience spans manufacturing, logistics, consulting, information technology and the Canadian Armed Forces where he held several command and staff positions.

1. BRIAN HALE
8 Lorne Crescent, St. Albert, AB, T8N 3R2
Telephone: 780-651-6567 Mobile: 780-270-7600
e-mail: bd_hale@shaw.ca
SUMMARY
Executive leader with extensive public and private sector background. Accomplished in manufacturing & service
operations, both unionized and non-unionized. Solid general management background with broad experience in
leading technological & organizational change, and managing multiple teams. Builds high performance teams
that achieve results under all circumstances. Leads by example with integrity and sound judgement.
PROFESSIONAL EXPERIENCE
BUSINESS CONSULTANT 2009 - PRESENT
Providing management services to a variety of organizations in the commercial and non-profit sectors.
♦ Commercial: Develop solutions in problem resolution and change management for client firms’ service issues.
Recent engagements included work in process issues; work-flow issues; and overall management processes.
♦ Non-profit: New service development & start-up, including governance issues and operational practice definition.
Develop market & business intelligence to assist in refining service strategy and defining service options.
FINNING (CANADA) 2006 - 2008
General Manager, Parts, Logistics & Inventory Management 2008
Reported to the Executive Vice-President, Corporate Services. Full managerial and fiscal responsibilities for a 130-
employee Division, including a third-party warehouse partner. This Division delivered $500 million in parts and
components as well as 3,000 machines sold through the Branch network across western and northern Canada.
Accomplishments
♦ Warehouse operations improved deliveries of parts and components by 14% over the previous year with no
additional infrastructure or people. On-time delivery metrics improved during the same period.
♦ The Transportation team made targeted improvements in service delivery. Costs for machine moves to and from
selected region were reduced by 20% or better. Annualized savings of greater than $1M were realized.
General Manager, Customer Support Division 2006 - 2007
Reported to the Executive Vice-President of Finning (Canada). Full managerial and fiscal responsibilities for a newly-
created Division, consisting of 3 departments with 150 employees. This Division generated $300 million in revenue.
Accomplishments
♦ Process improvements: Infrastructure and process improvements to the Customer Support Centre enabled Parts
Sales to grow by more than 35% in 2 years to greater than $260M annually. Customer support metrics (call
volumes, call capture) all improved over the same period. Process improvements in the Fluid Labs enabled an
additional $1.2M in revenue – 15% annual growth over 2 years – with no added personnel.
♦ New services: Our Technology Marketing team launched a new initiative in systems project delivery that
garnered additional revenues of $2.5M – $4M annually; Equipment Management Services launched a Preventive
Maintenance service that grew to $4M annually in just 2 years.
J.D. IRVING LIMITED, FOREST PRODUCTS 1995 - 2005
Manager, Business Services, Pulp & Paper Division 2003 - 2005
Reported to the Vice-President, Pulp & Paper Division. Full managerial responsibilities for strategy implementation
and business services for the Division.
Accomplishments
♦ Developed & implemented the first integrated business plan (including capital plan) for all 4 mills in the Division.
♦ Directed the continuous improvement plan for the Division, including the alignment program, balanced
scorecards for the mills and the Six Sigma process improvement initiatives. Personally directed Six Sigma
logistics initiatives (saving $350K/year) and spare parts inventory reductions ($1.4M).

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Director, Information Technology Division 2000 - 2003
Reported to the GM, Information Technology. Full managerial and fiscal responsibility for a 30-person, $3.5M cost
centre. Responsible to the Vice-Presidents of the Industrial, Retail and Transportation Divisions for all technical,
application and business process support in their 17 business units.
Accomplishments
♦ Developed critical project delivery skills in the unit managers and their teams. Processes, reporting and client
relationships were substantially improved. Project teams met key priorities and delivered on time, on budget.
♦ Successful delivery of projects to clients’ business units was quadrupled in the first year.
Manager, Business Services, Irving Paper 1996 - 1999
Reported to the Mill Manager, Irving Paper. Full managerial responsibilities for strategic planning; business
processes; budgeting; management reporting; capital planning; continuous improvement; IT services; Human
Resources & Industrial Relations; and Finishing & Shipping.
Accomplishments
♦ Reformed the business planning, budgeting and financial reporting processes for the Mill’s leadership team.
Direct, proactive control of costs and cash-flow transformed the Mill into one of the most flexible, agile and
profitable mills in North America.
♦ As Manager for Personnel & Industrial Relations, successfully rolled-out a new benefits program. Benefit costs
were capped as medical and dental expenses were rising at 12-14% annually. The Mill saved $3.5M over 5 years.
♦ As Manager for Finishing & Shipping, successfully guided the Department through major technological change.
Operating manpower was reduced by 80%, saving $2M annually. No lay-offs resulted from this reduction.
General Manager, York-Tek Precision Manufacturing Limited 1995 - 1996
Reported to the Executive Vice-President, J.D. Irving Limited. Full managerial and fiscal responsibilities for a 50-
employee, $5 million precision manufacturing and fabrication business. The business was in substantial difficulty and
needed to be turned around.
Accomplishments
♦ Improved on-time delivery from 15% to 100% and reduced cycle time by ~75% in 3 months.
♦ Increased production throughput and revenue with existing staff and equipment by ~ 275% in less than 6 months.
CANADIAN ARMED FORCES 1974 - 1995
Served in diverse command and staff positions in Europe and across Canada.
♦ Senior Staff Officer, responsible to the Army Commander for Army Restructure. Developed, coordinated and
rolled out force structure changes and reductions nation-wide. This was a very sensitive position, enabling the
Army to meet serious budgetary restrictions while maintaining field force capabilities, at a time when “peace
support” operations proliferated worldwide. Changes had also to be responsive to unique regional concerns –
Western, Central, Eastern and Atlantic Commands. This position required substantial tact and diplomacy,
assisting regional headquarters to attain reduction targets while achieving operational tasks.
♦ Army Staff Officer at the Royal Military College, responsible for officer development, professional ethics and
general military training. Academic demands on Cadets’ time took priority; sustaining an overall climate of
professional and ethical behaviour was essential. Periodic class lectures, high-impact activities and constant
personal example kept the professional military ethos central to the Cadets’ daily life.
♦ Squadron Commander in the Special Service Force, responsible for the operational readiness, deployment,
training and administration for officers, soldiers and combat vehicles under my command. The unit was reserve
force for the Army operation at Oka-Akwesasne. Effective civil-military relationships with local and provincial
police, community leaders, and citizens were critical. Comprehensive planning, effective liaison, regular
communications, public speaking and “active listening” were all necessary for a smooth deployment.
♦ Deputy Commander of an independent tank squadron, responsible for all administration, personnel management,
resource management and leadership development. This Squadron’s provided training support to multiple
formations. Conflicting demands were a regular event. Deploying strictly limited assets – people, tanks and
support elements – required resourcefulness, detailed planning and imaginative execution.
♦ Regular Support Officer to a Militia Armoured Regiment. Major new equipments were introduced, along with a
change of role for the regiment. The demands on this part-time organization were enormous, including new
doctrine, new skills and new training standards. Innovative thinking and flexibility were regularly required.
Turning “change” into “challenge” kept morale and motivation high, and led to unprecedented successes.

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EDUCATION
♦ Masters in Business Administration, York University School of Business
♦ Bachelor of Arts (Honours), The Royal Military College of Canada
♦ Six Sigma Process Improvement (Green Belt) Alignment StrategiesR
♦ General Staff, British Army Command & Staff College
♦ Army Staff, Canadian Army Command and Staff College