Christopher C. Brandy is an operations manager with over 23 years of experience managing large operations at Canada Post. He has consistently maximized productivity and minimized costs while overseeing large teams and complex processes. Brandy is skilled in process improvement techniques like Lean, Six Sigma, and value stream mapping. As manager at Canada Post, he oversaw 600 employees and reduced costs by implementing lean practices. Brandy has strong leadership, problem solving, and communication skills developed through management training programs.

1. CHRISTOPHER C. BRANDY OPERATIONS MANAGER
ccbrandy63@gmail.com  https://ca.linkedin.com/in/christopher-brandy-024399109 647.544.8284  Mississauga. Ontario L5V 2E8
Influential, innovative manager with 23+ years of extensive experience managing operations within Canada Post.
Have a processed based back ground have consistently maximize productivity and minimize cost year over year.
Enthusiastic professional skilled in overseeing large teams and complex processes to meet KPI’s, standards,
requirements, and goals. Collaborative communicator continually focused on building relationships and improving
processes to develop strong teams and enhance profitability.
Areas of Expertise and Core Competencies
 Process & Change Management  Value Stream Mapping / Kaizen  Decision Making
 Plant Productivity /5S  Supply Chain Management  Safety & Health Certified (HRSDC)
 Lean Manufacturing / Six Sigma
 Problem Solving & Analysis
 Negotiations
 Customer Orientation
 Conflict Resolution
 MS 2013, MS Project, SAP
EXPERIENCE & NOTABLE CONTRIBUTIONS
CANADA POST CORPORATION  Toronto, Ontario  1993-2015
MANAGER OF OPERATIONS, 2008-2015
Oversaw plant productivity and ensured all cutoffs were met. Resolved conflict by removing staff from floor and
involving union when necessary. Held weekly grievance reviews with labour relations and CUPW. Held biweekly case
file reviews as part of disability management program and WSIB process.
KEY ACCOMPLISHMENTS:
 Managed 600+ employees, including 6 Superintendents and 45 Supervisors.
 Reduced costs using lean practices.
 Interpreted and enforced 3 different collective agreements (APOC, CUPW and PSAC).
 Supervised plant leaders through HRPD process in SAP to develop all direct and indirect reports.
 Served as Management Co-Chair of Joint Health and Safety Committee, reporting directly to HRSDC, and held
monthly union meetings and monthly 24-hour safety inspections.
MANAGER, PRODUCTION CONTROL & REPORTING, 2007-2008
Monitored Strategy for Operational Compliance weekly, monthly, and yearly hours against actual performance plan.
Forecasted expected receipts and ensured operations had resources to meet commitments. Produced weekly, monthly
reports pertaining to budgeting, scheduling, strategies, process execution and project status.
KEY ACCOMPLISHMENTS:
 Slashed costs $7.8M/year by reducing labour hours by 6k/week.
 Met national KPIs by liaising with national headquarters and ensuring integrity of plant financials and data.
SUPERINTENDENT, PRODUCTION CONTROL & REPORTING, 2004-2007
SUPERINTENDENT, OPERATIONS, 1998-2004
SUPERVISOR, OPERATIONS, 1996-1998
ANALYST, PRODUCTION CONTROL & REPORTING, 1993-1996
EDUCATION & TRAINING
Alternate Dispute Resolution, Strategy & Analysis, Comm. & Interpersonal Skills | CANADIAN MGMT CENTRE
Problem Solving and Decision Making | TRAIN CANADA
Facilitative Leadership / Strategic Management | SCHULICH EXECUTIVE SCHOOL OF BUSINESS (YORK UNIV.)
Project Management and Leadership | MCMASTER UNIVERSITY AND NEXIENT
Project Leadership, Management and Communication | GEORGE WASHINGTON UNIVERSITY SCHOOL OF BUSINESS
Architectural Sciences | CENTENNIAL COLLEGE