DREW HALL, P.

ENG
416 391 1807

www.linkedin.com/pub/DrewHallPEng

drewhall@rogers.com

A dynamic leader and innovative business development professional with a passion for creating transformative
business solutions. A trusted advisor who can draw from a wide range of experience, including Corporate
Strategy, Sales & Marketing, Operations and Customer Service. A creative and enthusiastic business partner,
who is driven to contribute significant business value and achieve winning financial results.

EXPERTISE

Strategy Development, long and short range plans and tactics that create growth opportunities.
Program Management, lead large scale projects, establish custom methodologies and instruct teams.
Business Development, build product and service portfolios that increase market share and open markets.
Transformational Change, lead enterprise-wide initiatives which increase revenue, reduce costs and infuse
customer centric thinking.

PROFESSIONAL EXPERIENCE
Principal / Vice President, Strategy & Program Management
DH Management Consulting, Canada

2012 Present

Coach and lead projects inside a clients operation, formulate winning strategies and translate them into activities
that drive positive change and produce tangible results. Areas of focus include corporate strategy, sales
management, program & supply chain management, customer experience and leadership development.
Acting as the interim leader of the business development team, coach and lead the development of key account
management methodologies. Introduce tactics and teach skills around: sales management, key account
planning, bottom-up forecasting, market & competitor intelligence, proposal management, and negotiation.
Build and integrate custom tools for key account planning, sales pipeline monitoring and market & competitor
intelligence.
Lead the development and introduction of strategic planning systems. In collaboration with the President,
illustrate the full potential of the business and align the team on the priorities. Coach the leaders through the
process and facilitate the development of a roadmap of initiatives to achieve the full potential. Create simple
program management tools and key performance indicators to drive execution and create a sense of urgency.
Routinely coach and motivate the project leaders.
Transform and improve Program Management practices. After a detailed assessment of the as-is business,
draw from PMO best practices and propose ideal solutions for that organization. Develop and lead the
implementation of these plans. Clarify the roles & responsibilities, map out the processes from order-entry to
order-fulfillment and establish an action oriented culture. Routinely mentor department leaders and
indoctrinate new Program Managers into the organization. Create custom management tools and reports
integrated with ERP systems, to enable rapid management decision making and provide analytics around
performance.
Senior Director, Strategy & International Business Development
Bombardier Aerospace
Reported to the Business Unit President.

2008 2012

Provided insights that supported optimal business decision making in the Aerospace industry. Evaluated and
composed business development and commercial strategies to open new markets and create business
opportunities. Coached a team and oversaw industry and customer research and analysis projects. Led and
supported the monthly corporate governance and biannual strategic planning process.
Modeled and collaborated on industrial cooperation concepts to access sales in regions such as North Africa,
Russia and Asia. Assessed the opportunities, tested and presented the concepts and then moved them
through often complex corporate and government processes.
Streamlined and improved the strategic planning process by harmonizing the governance between monthly
reporting, Budget Planning and Strategic Planning. Improve the quality and alignment around key insights by

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uniting the efforts of cross Business Unit experts. Introduced innovative analytics for strategic markets and
internal capabilities. Led the creation and implementation of strategy workshops for the companys Annual
Leadership Seminar.
Challenged the Business Acquisition Model with both Business Aircraft and Commercial Aircraft by examining
the detailed steps from customer-prospecting to deal-closure, comparing organizational structures and testing
opportunities for synergy. This initiative became a catalyst for sales & marketing transformations in both
business units.
Director, Marketing
Bombardier, Commercial Aircraft
Reported to the VP Commercial Operations

2006 2008

Provided insight, developed strategies and managed the implementation of marketing tactics to support a broad
range of global markets and customers. Worked closely with members of the sales and marketing groups, to
proactively promote and position the business, and to seize marketing opportunities. Created and promoted a
product development roadmap that satisfied evolving customer and market requirements.
Supported numerous international and domestic sales campaigns to sell-out delivery positions for the Regional
Aircraft products. Contributed out-of-the-box thinking and practical ideas to campaign challenges. Prepared
and presented product marketing pitches, negotiated on performance commitments and defended against
competitor claims.
Grew and protected market share by managing the product development roadmap. Utilized clean-sheet
designs, product derivatives and joint venture strategies to improve the product offering, open new markets,
enhance competitive advantages and meet customer needs.
Directed and collaborated on several product line launches; CRJ1000, CRJ NextGen, Q400 NextGen and Q
ReNu. Championed internal business case approval, listened to customer steering groups, developed
marketing material for domestic and international sales campaigns and negotiated with customers and
suppliers.
Director, Program Management Office & Transformation
Bombardier Aerospace
Reported to the Group VP of Programs & Strategic Planning

2002 2006

Accountable for driving large scale transformational change in terms of differentiated customer experience,
financial benefit, quality and operational excellence. Proactively led, created and nurtured business strategies
and processes that had significant opportunity for improvement.
Entrusted to lead the creation and application of a common Program Management methodology for all
Bombardier aircraft programs. Focused on improving execution cycle time, maximizing profitability, clarifying
roles & responsibilities and embedding customer centric thinking into the management controls. Eliminated
redundant processes and reinforced this new Program Manager culture with a custom technology solution
which automated the PMO procedures. Resulted in a companywide adoption of the process and significant
improvement in management and customer confidence.
Advocated for and led the implementation of the Gallup Customer Engagement survey for Commercial Aircraft,
after market share data and customer comments indicated a concerning decline in customer loyalty. The
survey became a key source of feedback for the President and Aerospace COO and a catalyst for action
plans with the leaders of Commercial, Operations and Customer Support.
Championed
Cultural Transformation by leading projects, role modeling new behaviors and injecting innovative

thinking. Invited to be part of the Aerospace COOs transformation team responsible for the creation and
implementation of a cultural change strategy. Collaborated with external consultants, McKinsey & Co., to
create an Employee Engagement Program, introduce the Achieving Excellence LEAN initiative and the
Amazing Customer Experience program. Resulted in year-over-year increases in employee engagement,
steady improvements in customer loyalty and significant cost reductions across the enterprise.

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Program Director
Bombardier, Commercial Aircraft
Reported to the VP of Marketing & Programs

1995 2002

Led and directed the harmonization and implementation of all program objectives for the Turboprop programs.
Contributed to program P&L/profitability by controlling product change, managing customer quote requests and
negotiating with suppliers to optimize opportunities for unit cost reduction. Identified program risks and developed
contingency plans, set priorities and budgeted resources.
Led the development of price and lead time quotes for all customer requests. Challenged internal cost and
cycle time estimates and ensured a balance between fair pricing and profitability. Established the Price and
Offerability policies and procedures for the business.
Planned and implemented a multi-million dollar recall program for the Q400 aircraft. Shortened recovery time
and minimized costs of the fleet retrofit program by directing customers & suppliers to adjust priorities and
optimize supply chain logistics. Recovered significant costs from suppliers through negotiations on quality
issues and technical liability. This project created standards that Bombardier reused on future programs.
Supported numerous international and domestic sales campaigns. Prepared and presented Program
Overviews to potential customers and negotiated on option pricing.
Coached
and developed a team of 10 Program Managers.

EDUCATION & LEADERSHIP DEVELOPMENT

Certified, Change Management Leadership, Bombardier

Certificate, York Executive Program, York University, Toronto, Ontario
Certificate, PMP Comprehensive Project Management, University of Toronto, Ontario
Champion, Six Sigma Quality Improvement, Bombardier Six Sigma Acadame
Bachelor, Mechanical Engineering, Ryerson University, Toronto, Ontario