I started my career here and quickly moved into a leadership role focused on turning around an underperforming division. By addressing operational issues and rebuilding structure, we achieved strong growth.

Over four years, we acquired 48 farms, built three processing plants, and created hundreds of jobs.

I built the company from the ground up, from identifying partners and negotiating terms to launching operations and developing strategy.

At the same time, I worked as a business consultant for Nestlé Romania, leading projects focused on process improvement, organizational change, and performance optimization.

This role marked a major transition in my career after moving to Canada. I built and developed the team by hiring, training, and organizing shop operations, while also expanding the business.

Over time, we significantly grew the customer base, tripled sales, and increased wrench time by 80%.

I developed and implemented a full maintenance program aligned with industry best practices. Over time, I introduced structured maintenance and safety systems that improved reliability and reduced downtime.

The focus was on building consistency and long-term stability across operations.

I applied advanced maintenance and reliability practices, including vibration analysis, RCA, BDA, TPM, and Lean Six Sigma. At the same time, I built a strong maintenance and safety program with both short- and long-term objectives.

Key improvements included increasing PM compliance from 6% to 84% and reducing downtime to 1.13%.

I implemented structured maintenance systems, including breakdown analysis, root cause analysis, TPM, and strong planning and scheduling processes. Working closely with operations, I helped align maintenance with production goals and long-term performance.

The results were significant: downtime reduced from 27% to 4.6%, contractor costs dropped by 65%, planned maintenance increased from 36% to 68%, and wrench time improved by 20%.

I led maintenance operations across three sites, managing over 300 employees and overseeing multiple engineering initiatives. By implementing systems like Manager Plus and CMMC, I improved maintenance structure, inventory control, and preventive programs, reducing procurement and parts costs by 20%.

I also supported innovation initiatives aimed at improving overall operational performance.

I led the maintenance team in a fast-paced production environment where consistency and responsiveness were critical. The focus was on stabilizing operations, improving equipment reliability, and managing maintenance costs without slowing production.

By aligning the team and processes, we reduced interruptions and supported the plant’s performance under constant demand.

I drove a shift toward predictive maintenance by introducing digital systems and moving away from paper-based processes. Through the CMMC program and structured PM strategies, I supported the team in working more effectively, reducing downtime by 20%.

At the same time, I evaluated assets and managed budgets with a focus on long-term operational performance.

I led maintenance and facilities operations to support safe, efficient, and reliable plant performance. Working closely with production, the focus was always on uptime, meeting schedules, and making sure systems performed consistently under pressure.

I also supported key projects tied to profitability and strategic goals, while maintaining strict compliance with regulatory and organizational standards.

I lead maintenance operations with a clear focus on reliability, efficiency, and structured performance. My work centers on building strong preventive and corrective maintenance systems, supporting the team, and reducing downtime without compromising safety or quality.

At the same time, I ensure full compliance with health, safety, and environmental standards, while managing budgets to keep operations both effective and cost-conscious.