Georges Berbari

Reporting to the CEO, Lead the plants for the achievement of financial objectives, corporate restructuring, productivity, sales & development in North America, quality, and health and safety while respecting environmental standards, for a plant of 130 employees, managing the departments of accounting, sales, human resources, procurement, operations, IT, technical services, continuous improvement, and R&D.

•Actively participated in the restructuring of the company, implementation of a governance system, training, and management of 5 committees (executive, management, operations, sales, R&D) and contribute to the optimization of performance by implementing an improvement plan composed of 7 teams.
•Increased the productivity of the old factory by 25% in 6 months and improved the annual production record.
•Increased the productivity of new plant by 75% in 4 months and improved the production record and exceeded the objectives planned by the management.
•Automation of the new factory. Reduction of the workforce by 12%, reduction of losses by 55%.
•Set up 2 new production lines. Projects value, $8.5M.
•Developed project management processes to establish processes, budgets, and risk assessment and to meet deadlines and budgets while reducing risks.
•Negotiated and concluded new sales contracts in the United States ($14 million in annual sales), with major customers such as Walmart, Food lion, Giant, BJ, Kruger, Ahold delaze...
•Expand the sales network in Canada and the United States. Negotiated and concluded representative contracts with 4 major brokers across North America.
•Set up a new R&D department, create and put on market 6 new products across Canada and the United States. Generated $8M in sales in 6 months.
•Developed new production models to balance production capacity, sales, and raw material needs. ($2.6M savings).
•Led an exercise to reduce manufacturing costs to ensure the profitability projected by management in the annual budget.
•Lead a best cash flow optimization exercise to ensure good liquidity to support the growth plan. The team managed to achieve a Net Working Capital of 3%.
•Proposed and implemented the strategic development plan (marginal contribution) to facilitate the alignment of priorities while covering the 8 axes of development and to achieve the financial objectives of the company (EBITDA). Increase in sales by 45% with an increase in profit margin of 8%.
•Participated in two (2) renewals of collective agreements as well as a reorganization leading to a reduction in the workforce of 3%.
•Set up an ERP system and an MRP system. Optimization of traceability, good collection to give for a better analysis of costs, improvement of warehouse management and Min&Max.

Reporting to the President and CEO, ensure the achievement of financial, productivity, sales & development, quality, and health and safety objectives while respecting environmental standards, for a plant of 130 employees, managing the accounting, sales, human resources, procurement, operations, IT, technical services, continuous improvement, and R&D departments.

•Actively participated in the restructuring of the company, implementation of a governance system, training and management of 5 committees (executive, management, operations, sales and R&D) and contribute to the optimization of performance by implementing an improvement plan composed of 12 teams.
•Led an exercise to reduce manufacturing costs to ensure the profitability projected by management in the annual budget.
•Led an exercise to optimize best cash flow to ensure good liquidity to support the growth plan. The team managed to achieve a Net Working Capital of 6%, which represents 5% reduction compared to the previous year.
•Proposed and implemented the strategic development plan (marginal contribution) to facilitate the alignment of priorities while covering the 8 axes of development and to achieve the financial objectives of the company (EBITDA). Increase in sales of 30% with an average marginal contribution of 42%.
•Implemented Lean Practices, to solve major problems, improve performance by changing the mentality at all levels of the organization and developing teams to identify opportunities and implement solutions. Increased production by 18%, and reduced costs by 13% (record in Q4 2019, including an increase of $15 million since 2016). TPM, 5S, SMED, 6 sigma, Jidoka and Kaizen implementation
•Implement a Jidoka system for quality management, 300% reduction in complaints.
•Implemented the best practices in Health & Safety. Record OSHA rate in 2021, zero accidents, zero incidents.
•Lead a purchasing cost reduction exercise. 2% reduction in total costs.
•Proposes and implements a VSM exercise. Process optimization in departments, sales, finance, operations, quality and purchasing. Improved efficiency, reduction in the number of staff by 4%.

Paper mills and printing factories (25), 5000 employees, turnover of $2 B

International company, 3 factories, printing of security documents, 380 employees, turnover $280M.