- Oversee Night and Sub-Same Day (early morning delivery) operations at DYV1 accounting for up to 24300 packages in a single delivery day, overseeing the development and advancement of salaried leader.

- Served as the Lean Advocate and Practitioner for DVY7, where I rolled out sustainability and safety related process improvements such as piloting a composting program that has since been expanded across the network, and measures to improve van audit accuracy and precision through the point and inspect technique common in Japanese train operations, and the creation of a VIN to License Plate tracker to shave 20 seconds of time waste (120 second average inspection time) from cross referencing VIN’s on the van dashboard/doorjam.- Worked with Delivery Drivers and Delivery Service Partners (Third party contractors) to ensure operational excellelence, and the timely removal of performance barriers.- Project Manager for On Time Dispatch in Western Canada. This metric is a key quality and cost metric as late dispatches lead to missed deliveries, and preventable overtime. Dispatch punctuality for the region increased from 90.26% in November 2021, to 98.21% for all of Western Canada, exceeding the network target of 98%. By creating an overflow loading area, the site also improved on time dispatch for flex drivers (third party contractors delivering in personal vehicles) from 27.11% to 99.97%.- Launched Same Day Shipping for DVC4 (Canadas largest delivery station), which at its peak has processed 3700 same day shipping packages within a 4 hour window (receive, sort, dispatch). Subsequently provided coverage for their returns department (reprocessing undelivered packages and running same day shipping), simultaneously auditing existing processes, leveraging feedback from team members to guide process improvements escalated to site leadership. Identified work hour deficit resulting in consistent overtime, suggesting the team to re-negotiate task list with other departments to minimize annual leakage from overtime ranging between 1460-2920 hours, or $39420-$78840 annually.- Assessed as Raises high bar (top quartile) in 2022 and 2023 performance review

- Launch team member for DVY7, a delivery station that opened in Q1 2021, subsequently becoming the #1 site in North America for Q2 2021.- Ran the RTS (Return To Station) Department, chiefly responsible for the processing and dispatch of Same Day Shipping Packages. RTS also ensures that packages delivery drivers could not deliver are properly reprocessed for the next day.- Streamlined the same day shipping package sortation reducing required headcount by 2, and processing time by half an hour, netting savings of over $52560 and 2920 labour hours annually.- Established a more comprehensive mechanism to hold Flex Drivers (independent contractors), and their respective support teams accountable by establishing a ticket tracker for Flex driver offences to confirm correct resolution.- Worked with Regional management, Flex Program Managers, and Operations Excellence to target incorrect information passed by Driver Support (a call centre that Delivery Drivers use to escalate issues). To expedite resolution of this issue, Flex Project Managers were given access to a dashboard to monitor correspondence.- Facilitated the implementation of an initiative to improve upstream visibility of undeliverable packages being sent back to Fulfillment Centres. This included implementing the one open pallet at a time policy for returns, and preparing a custom SOP that eliminated confusing, US-specific materials to ensure quick uptake and comprehension.

- Worked with the department to brainstorm new events, and programs to engage and delight guests.- Inspected performance and back of house spaces to ensure that environments aligned with safety guidelines.- Designed COVID-19 signage to help performers physically distance from guests for COVID-19 operations.- Crafted and recorded English COVID-19 announcements for auditoriums in the theme park to ensure guests maintain physically distanced during shows.

Rotated between departments in the Operations Division (Entertainment, Traffic Management, General Services- i.e. cleaning, Ticketing, and Rides Operations) fulfilling front line and middle-management capacities to gain a full picture of each departments operations.During the time, I periodically prepared reports when I noticed opportunities for operational improvements, specifically in Traffic management following a new road layout which rendered the original weekend queue layout unviable, and the potential automation of the ticketing process seeing as E-Tickets were generated as PDFs that guests had to zoom in on for the reader, and annual passes still mostly relied on paper forms that were filled in by hand.During my rotation with the Entertainment department, I also prepared the English training materials, and onboarding for Halloween performers, in what was then Hong Kongs largest halloween event (pre-COVID)

I taught local adults and high school students English from beginner to advanced levels. As a teacher, I also facilitated opportunities for students to practice English skills with their peers in hobby-based events. I also assisted the sales team in assessing proficiency levels of prospective students, determining the students needs, interests and learning priorities.

- Customer Service- Stock taking and visual merchandizing for the footwear department

As President of the Residence Hall Association (RHA), I represented the RHA to our international association: The National Association and College and University Residence Halls, which at the time collectively represented 411 universities worldwide. As a senior leader, I helped train new council members and served as a mentor giving guidance throughout the year. To ensure that council procedures remained relevant, my team took the lead in updating council constitutions.

Prior to filling in the vacancy of RHA President, I served as their VP Administration and Finance. Prior to my departure, I made it exceedingly clear that the standardization of bookkeeping and communication practices was a priority to improve council accountability and streamline the treasurer role. After leaving this post for the presidency, I ensured that my new VP was adequately briefed, and she subsequently followed through, and improved my plans..

As treasurer of the FFRA, I managed a budget of $13000 used to cater to the needs of the 800 students living in the area. This was also my second year running the Residence Whistler Shuttle, and noticing the continued popularity of the service, I prepared transition materials (a guidebook) to ensure that this program would be able to continue under the lead of my successors.

As a Talent Team Member, I was responsible for set up and take down of audition and recruitment locations across Hong Kong for Ocean Parks Halloween Event. Ocean Park boasts hosting Asias largest Halloween event since 2004, recruiting around 900 staff and performers for the event.

As the President of the Fairview Fraser Residence Association (FFRA), I represented the 800 students living in the residence area to the RHA, and the University. I was also responsible for leading my team in hosting community building events such as a welcome barbecue, crafts nights, as well as larger events such as an end of year Boat Cruise for 400 students. As an avid skier, I sought the support of the RHA and its respective area councils in launching The Residence Whistler Shuttle. This was a bus service that took students to Whistler during the ski season, and I started it in response to a lack of affordable transportation options to the town for students at the time. This was a service that very much catered to students needs, focusing on keeping costs low for students, via its revenue neutral framework, and convenience, through multiple pick up points on campus. The service proved highly popular, and continues to operate under my successors.

As a Junior member of the RHA, I managed a council of 200 students, working with my area council, the Totem Park Residence Association (TPRA) to host large events such as a dance night for the 1800 students residing in Totem Park. I also led a house council in this position which focused on hosting events specifically for my house, and was responsible for managing funding allocated by the TPRA.

As an intern at Ocean Park, I was tasked with assisting the Education Department in conducted Summer School courses. I taught students aged 8-10 in a classroom/animal-exhibit setting, where they learned about animals, habitats and conservation over 4 days. As a facilitator, I also liaised with parents ensuring their concerns were addressed, and worked with the instructors to ensure that the program ran smoothly.