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John Peterson, CPA CMA

208 Deer River Place SE Calgary, Alberta T2J 6Y8

(587) 438 – 1125 johnsheryl@shaw.ca

PROFILE I’m a strategic Senior Sales, Finance & Operations Professional with over twenty years of

successful business experience in sales, distribution and manufacturing roles. My expertise spans all facets of the business cycle; including business development, strategic sales planning, project management, manufacturing and distribution operations as well as change management.

HIGHLIGHTS

Team leadership: utilizing goal alignment and structured communication systems. Over 10 years

of experience building, developing and leading multi-functional teams. Driving profitable growth: making use of both market knowledge & negotiating techniques to

achieve market share grow, develop pricing models and deliver higher profitability in multiple industries.

Communicator: translating the economics of business to every role in an organization not only

aligns the team but also assists in discovering efficiencies and breaking down silos. Business acumen: having hands on experience in all key functions within an organization gives

a leader the opportunity to leverage those experiences to not only build creative solutions but also empower the team to do so. These solutions have involved team development, financial strategies, human resource changes and technological.

ACHEIVEMENTS .

Improved net profit by +5% year over year while increasing top line sales by +10%. (Blue Grass Ltd.)

Achieved a -5% reduction in variable costs for an onsite production facility by revamping purchase order controls. (Newalta – Long Lake)

Increased top line sales by +66% while moving EBITDA from -3% to +4% year over year by pursuing new business segment in market place. (CE Franklin)

Developed and presented national buy programs with multiple level discount and volume

structure for all buying groups in the building material industry. (Knauf) Hired and developed national sales team to penetrate existing residential insulation

marketplace and support existing C& I insulation market. (Knauf)

Increased EBIT from 0.4% to +4.5% by implementing shipping process changes. (Broadleaf Logistics)

Established new safety record for a 50 year old plant with 345 days without a recordable injury. (Owens Corning)

Achieved +7.6% overall equipment efficiency gain, highest in the division for the year by leveraging the overall teams collective knowledge. (Owens Corning)

Maintained largest market share for western region while exceeding both gross sales and IFO contribution targets for 2 straight years. (Owens Corning)

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WORK HISTORY Blue Grass Ltd. 2013 – 2015 General Manager Retail & wholesale garden center distributor; with commercial operations in trucking & landscape construction.

Oversaw the profit and loss statement for the business; total revenue +$21MM in 2015. 10% growth over plan and highest revenue ever recorded for business.

Created first ever sales forecast by business stream as well as developing key metrics to track success.

Implemented new payroll system to improve labor forecasting and the ability to control the largest fixed cost component of P&L.

Established a cost accounting model for all product offerings including landscape construction and distribution activity resulting in accurate gross margin data.

Improved Net Profit by 5% in 2015 through utilizing an extensive sales plan and a redesigned sales team, including onboarding new hires.

Developed and implemented senior manager bonus plan tied to specific KPI’s for each business unit.

Newalta 2012 – 2013 District Manager, Oil sands North Service provider to the oil & gas sector specializing in slop oil & waste water stream management.

Oversaw the profit and loss statement for district; total revenue +$40MM in 2012.

Responsible for employee reviews and development; 20 direct reports. Also coordinating resource requirements for 4 short term projects.

Developed improved cost controls and monitored existing purchasing order procedures via SAP resulting in a 5% reduction in variable costs for Nexen Long Lake facility.

Part of leadership team for final construction and startup phase of the Syncrude project. This involved assisting with trouble shooting process, managing sub-contractors and coordinating construction activity.

Toolbox Business Development & Consulting 2009 – 2012

Contract Roles Listed Below

Astec Safety Inc. – Process Improvement Oil & gas sector service provider specializing in safety training and equipment supply.

Created a concise business/strategic plan that reflected the market potential for the next 3 years. This included identifying key market opportunities and reviewing the competitive landscape in an effort to predict the market shifts going forward.

Completed an in-depth analysis of historical sales data including a SWOT; established new margin targets and defined key product advantages.

Evaluated existing staffs complement and recommended necessary staffing changes and realignment.

Developed “key performance indicators” for all staff and revamped job descriptions.

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CE Franklin – Business Development Oil & gas sector service provider specializing in the distribution & development of pipe valves and fittings. The operation also included a heavy duty mechanics shop and on site assembly of power skids for well operations.

Oversaw the profit and loss statement for a +$25MM distribution and mechanical services business in the energy sector. Top line sales increased by 66%; while EBITDA moved from -3% in 2009 to +4% in 2010.

Revamped the organizational structure within the business unit. This included developing a leadership team that could assist in aligning the necessary resources to achieve specific business outcomes and developing new business metrics to achieve profitability.

Reduced 12 month non-moving inventory by 73% as well as reducing overall inventory levels by 10%.

Spearheaded the winning of a $3.5MM contract for a new product never before marketed by the company.

Knauf Insulation – Business Development Privately owned global manufacture of fiber glass insulation and gypsum board product.

Developed a presence in the residential insulation market in Canada; while expanding the existing market share in the commercial/industrial Canadian market.

Established first contact with all key buying groups in the building material industry in Canada. At the same time identified early adapters within the market place to trial the Knauf product.

Gathered market intelligence regarding both current pricing structure as well as potential market share targets.

Led annual negotiations with key buying groups; by presenting a competitive pricing structure Knauf was able to gain access to 10% of the Canadian building insulation marketplace.

Broadleaf Logistics 2008 - 2009 General Manager, Northern Alberta

Distributor of building materials ranging from dimensional lumber, shingles, insulation and hardware.

Oversaw the profit and loss statement for $150MM business unit in the wholesale building material distribution business.

Significantly impacted the businesses’ EBIT over a 9 month period; taking the performance from 0.4% to 4.5%. This translated in to exceeding the first half target in 2008 by 16%

Co-led the development of a lumber hub for commodity distribution both in the Prairie Provinces and eastern Canada.

Owens Corning Canada 1998 – 2008 Global manufacturer of building materials including insulation, cultured stone and shingles.

Interim Plant Manager, Edmonton Facility

Overall leadership responsibility for a 150 employee manufacturing facility, operating on a 24/7 basis. This included the control of both financial and production metrics for the operation.

Promoted Six Sigma methodology by leading Kaizen events focused on improved production efficiencies and safe conduct of all employees. The tools used included 5S, Single Point lessons and standardizing procedures. A number of analytical tools were also utilized, such as Value Stream mapping, Gantt charting and Pareto.

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Operations Leader, Edmonton Facility

Achieved 345 days without a recordable injury, a new record for the Edmonton facility. This represented a significant change in safety awareness from 2004 when Edmonton had a 4.05 ORIR rate and a 2.7 CODI rate. For 2005 our ORIR was 2.02 and our CODI was 0.67.

Improved Overall Equipment Efficiency (OEE) by 7.6%, highest gain in the ISB division. The improving employee engagement resulted in a 24% improvement in productivity by removing line limitations on R40 and SAB.

Area Sales Manager, Manitoba, Saskatchewan, N.W. Ontario

In 2002 established and sustained largest market share for Owens Corning in Western Canada. Also exceeded sales plan both on top line sales and IFO contribution for both 2002 & 2003.

Assumed the lead role on managing planned availability of batt insulation product in Canada in 2004. This involved combining sales forecasting with production capacity. Customer volume and value where key considerations to avoid damaging long term customer relationships.

Leveraged market intelligence on price, supply & economic activity to assist key customers with forecasting and growing their business.

Worked multiple channels with distribution partners to create pull through business. This involved building partnerships with everyone in the channel, from home builders to trades and the consumer.

EDUCATION

The Chartered Professional Accountants of Alberta 2015 o Chartered Professional Accountant

The Society of Management Accountants of Canada 2009 o Certified Management Accountant

University of Manitoba 1991 o Bachelor of Arts – Economics

PROFESSIONAL DEVELOPMENT Queens University Executive Training Centre 2007

o Strategic Leadership Program

Queens University Executive Training Centre 2005 o Operations Leadership Program

Canadian Management Centre of American Mgmt. Assoc. 2002 o Managing Field Sales Personnel

Canadian Management Centre of American Mgmt. Assoc. 1999 o Strategic Planning

Canadian Management Centre of American Mgmt. Assoc. 1999 o Finance and Accounting for Non-financial Executives Level II

The Canadian Professional Sales Association 1998 o Certified Sales Professional Designation

The Canadian Securities Institute 1996 o Canadian Securities Course

COMMUNITY ACTIVITY

President, Board of Directors – Sustainable Food Edmonton 2011 Golf, Cycling & Hockey

REFERENCES AVAILABLE UPON REQUEST