Kara L. Slemko

• Established a culture of continuous improvement, leading by example to drive operational excellence across the organization.
• Strengthened relationships with key stakeholders, fostering trust and collaboration across the organization.
• Established and maintained strong relationships with customers, vendors and strategic partners.
• Monitored key business risks and established risk management procedures.
• Cultivated company-wide culture of innovation and collaboration.
• Created succession plans to provide continuity of operations during leadership transitions.
• Collaborated with executive leadership team members on long-term strategic planning that ensured sustainable success for the company.

• Cultivated strong relationships with key stakeholders, including Joint venture partners, vendors, regulators, and community leaders to promote collaboration and long-term success.
• Led cross-functional teams for the successful completion of major projects, resulting in increased efficiency and client satisfaction.
• Demonstrated proficient leadership skills to motivate employees and build competent teams.
• Collaborated with senior management to develop strategic initiatives and long term goals.
• Identified opportunities to improve business process flows and productivity.
• Leveraged technology to automate workflows and streamline processes, resulting in increased productivity and cost savings across the organization.
• Delivered strong financial performance despite challenging economic conditions by executing prudent risk management strategies throughout all aspects of business operations.

• Negotiated high-value contracts that maximized profitability while mitigating risks for the organization.
• Managed financial planning and budgeting processes, ensuring fiscal responsibility and maximizing return on capital investments.
• Developed cost saving / cost avoidance strategies by identifying strategic vendor opportunities and forging strategic partnerships with key industry players.
• Implemented advanced data analytics tools to drive data-driven decision-making across all levels of the organization, leading to better business outcomes.
• Established and directed successful programs focused on technology and innovation (BOTs, process automation).
• Oversaw business-wide changes to modernize procedures and organization.
• Established business intelligence tools to improve visibility to industry trends and tracked competitor activities to inform decision making.

• Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
• Established and streamlined inventory management processes, reducing waste and ensuring optimal stock levels were maintained.
• Enhanced team collaboration through regular communication, goal setting, and performance evaluations.
• Established a culture of continuous improvement by fostering open communication channels and empowering employees to voice their ideas.
• Cultivated a positive work environment that fostered employee engagement, increased retention rates, and boosted overall team morale.
• Strengthened internal controls by establishing clear policies and procedures, ensuring compliance and governance.

Re-established and led Ernst & Young LLP's Supply Chain & Operations practice in Calgary

Responsibilities included: new transload facility development in Western Canada and the day-to-day operations of existing CN Mulit-Commodity, and Cargoflo Transload facilities.

• Implemented innovative solutions to solve complex problems, resulting in increased productivity and streamlined operations.

- Managing CN personnel that focus on Oil Sands Business Development, and selling business into CN facilities that ultimately deliver end-to-end logistic services through leveraging CN’s rail service and delivering value-added end-to-end logistics solutions to customers and large scale projects.
· Business and market development, customer proposal / RFP development and submissions, and directing a team of managers and analysts in day-to-day facility operations and logistics management.
· In 2008 was nominated for CN President’s Award of Excellence for winning the PetroCanada Fort Hills Aggregate project worth approx. $100M between CN, CNWW and Standard General.
· Developed “Transformation Mapping” approach for developing department strategic direction through facilitating and leading business transformation workshops with senior staff.
· Clients ncluded: PetroCanada Fort Hills (Aggregate Project), Standard General, Suncor, ICEC, Hallmark, Tenaris, MacKenzie Pipeline Project, Kearl Oil Sands Project, Tamerlane Mine Project Hay River, NWT, Government of Nunavut; Imperial Oil.

Responsible for jointly delivering CN annual revenues of $5m for logistic services through leveraging CN’s rail service and delivering value-added end to end logistics solutions to customers.
·Initiated “Transformation Mapping” approach for developing Logistics Solutions strategic direction through facilitating and leading business transformation workshops with staff.
·Business and market development, customer proposal / RFP development and submissions, and directing a team of managers and analysts in day-to-day logistics management.
· Key customes included: Imperial Oil, Toronto, ON; STUPP Corporation (Steel Manufacturer) Baton Rouge, Louisiana; Hapag Lloyd, Montreal, PQ; Irving Oil, Saint John, NB.

• Established strong relationships with key stakeholders, facilitating effective communication across departments and teams.
• Various Client Assignments:
  Client: Department of Public Enterprise (DPE), Strategic Development of Passenger and Freight Railway Service in Ireland (Dublin, Ireland)
  ·This project was part of the delivery of the overall objectives of Ireland’s public transport policy.
  
  Confidential Client: Asset Information Strategy & Change Management Program, London, UK
  ·Assessed the Client’s current strategy for asset knowledge and provided recommendations for further articulation of the strategy, change management implementation program, program management, organisational restructuring, and risk identification and mitigation.
  
  Freight Directorate (UK Government)
  ·Developed / co-ordinated the UK Freight Rail requirements for the UK Government’s 10-Year Plan.
  ·Worked with key industry groups, Railtrack (Network Rail), UK Freight Operating Companies, and Suppliers on developing future policy schemes and recommendations.
  
  Passenger Refranchising
  ·Advised on the UK Passenger Rail Franchise Replacement Programme
  Client: European Bank of Reconstruction and Development (EBRD) / Ukraine Railways, Ukraliznytsia (UZ) - Privatization of Ukraine Railways Non-Core Businesses, Kiev, Ukraine
  ·Critically appraised 5 non-core rail business sectors for potential privatization in Kiev and surrounding areas, formulated business plans and extensive change management programs for each business unit deemed to have potential for both privatization and medium term commercial viability.
  Client: UIRR, the International Association for Combined Transport in Europe, Brussels
  ·Analysed international intermodal operations in Europe and developed strategies to improve the quality of combined road-rail transport.
  ·Developed analytical framework for assessing the impact of railway operational problems in a number of key European combined transport corridors and recommended technology requirements.

• Started CN as one of the First MBA new grad groups and just prior to CN's IPO as a Project Officer that rotated around the organization.
• Self-motivated, with a strong sense of personal responsibility.
• Worked effectively in fast-paced environments.
• Skilled at working independently and collaboratively in a team environment.
• Proven ability to learn quickly and adapt to new situations.
• Roles: Costing & Network Rationalization (1995); Project Manager - Transportation (Apr. 96-Feb.97); System Mgr - Interline Management - Operations Planning (Mar. 97-Oct. 98); Sr. Mgr - Operations Planning (Oct. 98-May 99); Manager - Business Planning (Eastern Canada Division) (May 99-May 2000)
• Key accomplishments;

Directed a business management team mandated to evaluate and improve operational efficiencies, and reduce costs by $10m in the last part of 1999.

· Established and published Mac Yard operational standards, benchmarks, and defined yard processes. Note: Largest hump yard in North America switch over 3000 rail cars per day.

· Reported directly to the Sr. VP Eastern Canada and acted on his behalf as required in all divisional matters including operations, marketing, finance, public affairs and staff.

· Co-ordinated, evaluated, and implemented corporate initiatives & strategies at a Divisional level. (i.e. Customer 1st Crew Training Program)

Previously - Directed a team of 21 employees responsible for process re-engineering various freight operations across CN’s Network. Included redesigning all operational procedures necessary to support the continued integration of new technologies. Resulted in annual savings greater than $10m and 150 job reductions.

· Facilitated and led workshops at every level of the organization. Analyzed TMC, Yardmaster and Trainmaster processes, ensuring reporting processes were clearly defined and established between field operations and supporting functions.

· Directed and implemented the re-structuring of processes and procedures for workforce and workload realignment of more than 350 positions across Canadian and US rail operations.

Negotiated and implemented North American new cross-border operational contracts and electronic communication (EDI) processes to improve the flow of operations and traffic handling between CN and US Railroads.

· Elected as Industry Team Leader responsible for directing an industry team representing five Class I Railroads in the development and implementation of EDI, e-commerce capabilities and the correlating measurement processes for use in railway operations across all five railroads.

· Authored an industry white paper on the definition, structure and application of Interline Service Agreements, implemented at an industry level.

· Seconded to CN Corporate Team as a result of CN announcing merger with IC Railway, responsible for the implementation of electronic communication and exchange of real time customer information and end-to-end forecasting of trip plans (EDI 421).