Dispatch 01 / Canada · Global perspective
The hand-off is often the operating problem
Functions can meet their own targets while customers experience delay between them.
Read this dispatchChief Operating Officer · Canada · Global perspective
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Start a conversationThe work behind the notes.
Explore the career →
2020 — Present
Chief Operating Officer
Aldermoor Group2016 — 2020
Vice President, Operations
Fairhaven Holdings2012 — 2017
Vice President, Supply Chain
Harrow & Vale Industries2006 — 2012
Plant Director
Calder Logistics
The journal
Further reading.
- 02
Capacity is a commercial conversation
Demand commitments and delivery capacity belong in the same discussion.
- 03
Productivity without a quality blind spot
A local cost improvement can create rework elsewhere or move effort to the customer.
A leadership conviction
Operations should make dependable delivery repeatable. I make ownership and constraints visible, listen to frontline evidence and improve the whole workflow rather than optimise one function at another's expense.
- On-time delivery
- 97.6%
- Up from 81% across the network
- Cost removed
- ₹1,150 Cr
- Without reducing service quality
- Sites run
- 64
- Plants, warehouses and service centres
- Safety incidents
- −48%
- Over three operating years
Beyond the page
The record behind the perspective.
Recognition
- Operations Leader of the YearThe Operations Excellence Awards · 2024
- Supply Chain Resilience AwardCapital & Governance Quarterly · 2022
In conversation
- “From 81% to 97% on-time without a single new plant”The Operations Excellence Journal · 2025
- “What boards should see in an operations review”The Boardroom Review · 2024
- “Episode 109 — Keeping the promise to customers”The Leadership Ledger podcast · 2023
Formation
- B.E., Industrial EngineeringNational Institute of Technology · 1999
- MBA, Strategy & FinanceWestbrook School of Management · 2004
- Lean Six Sigma Master Black BeltThe Operational Excellence Institute · 2011
Turns ambition into an operating system people can actually run.
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