I am a highly qualified expert in the manufacturing sector, with extensive leadership and management experience in the rubber, plastic, precast concrete, and infrastructure construction market

About Bernard Grégoire

In my role as President and COO for over 26 years, I led all aspects of both Hamilton Kent corporations in Canada and U.S., consisting of two manufacturing facilities with over 170 staff and hourly workers, and serving the needs of in excess of 100 North American and international OEM clients.

I have also managed round-the-clock manufacturing operations that produced over 4,000 items for the North American market, growing sales almost ten-fold. My role included leading up to 200 union and, non-union along with 50 salaried employees, developing and executing sales strategies, identifying growth opportunities, and improving processes and efficiencies.

I am proud of my humble beginnings, growing up on my family’s dairy farm and working the long hours needed to complete all the many daily tasks. This gave me the ability and skills I needed when our farm found itself in financial hardship and I had to go out to work at a young age. It’s this experience that has allowed me to work my way up in the company from maintenance and office work to President and COO—always maintaining compassionate, listening-centred relationships with all levels of employees including high management.

This fundamental ability to stay humble, bring all players at every rank on board, generate new ideas and change at a human level are some of the key attributes I bring to the table.

Available for:

Board of Directors
Consulting
Portrait of Bernard Grégoire
Bernard Grégoire

bg@bernardgregoire.com

416-918-9002

President & COO (Announced retirement date: End of May, 2021)

Wishing to contribute to forward-thinking organizations looking to incorporate cultural, entrepreneurial, manufacturing and infrastructure expertise to their experience matrix.

Bilingual | Approachable | Strategic Planning | Lean Manufacturing | Change Management | Mergers & Acquisitions | Risk Management | ESG (Environmental, Social & Governance) | Budgeting & Forecasting Innovation | Process Improvement | Operational Efficiencies | Talent Maximization | Succession Planning | Innovative Business Transformation | Strong Business Acumen | Entrepreneurial Mindset

I am a highly qualified expert in the manufacturing sector, with extensive leadership and management experience in the rubber, plastic, precast concrete, and infrastructure construction market, including serving as president and COO. I also have over 20 years of significant leadership-driven experience sitting on the board of directors for diverse associations in the manufacturing industry.

My solid track record in growing revenues and profits, redesigning business plans to deal with changing economic realities, and using data analytics to make strategic decisions has been the foundation for a long and successful career. I am recognized for my ability to utilize a "common sense" engineering background, cooperative approach, and creative problem-solving in order to promote efficiencies, generate innovative solutions, and add new perspectives within forward-thinking organizations.

I know how to translate innovative ideas into shareholder value.

  • Employer’s RRSP Review Board, Oakville, Ont.
  • TRAC (Tire & Rubber Assoc. of Canada), Cambridge, ON
    • 2016 Chair of the Board
    • 2015 Vice Chair
    • 2007- 2014 Board Member
  • ARPM (American Rubber Products Manufacturers), Indianapolis, IN
    • Founding Board Member
  • RMA (Rubber Manufacturer Association), Washington, DC
  • ACPA (American Concrete Pipe Association), Irving, TX
  • OCPA (Ontario Concrete Pipe Association), Kitchener, ON

Accomplishments

As one of the 3 founding members of the ARPM Board, I co-led the selection and actively participated in the writing of the bylaw for the agency to manage the association, developed and executed a recruitment strategy to establish a solid membership base, and wrote bylaws.

I sat as one of the non-tire members of the TRAC Board—in which over 90% of revenues are derived from tire companies—where I advocated for recycling and monitored the consumer tire recycling program. My unique approach and non-tire-specific input led to my election as Chair of the Board.

As the only supplier member of the ACPA Board, I was able to strongly recommend that other members take the supplier segment more seriously, changing tenure from 2 to 4 years to allow members to fully understand the sector and be more effective.

Increased an organization’s competitive advantage by piloting the US$10M automation of their manufacturing facility, which involved the purchase of a building, acquisition of state-of-the-art equipment, and hiring of 50 staff within the budget and timeline.

Brought profitability back to an organization going through the worst crisis in its history, as U.S. sales fell by 70%. I provided calm and focused leadership, and fully restructured the organization by selling a plant, implementing lean manufacturing, and flattening the organization structure.

Led the due diligence, acquisition, and integration of a US$4 million competitor, $8.0 million Canadian competitor, and $4.0 million sister company, adding an essential product line to compete in every segment of underground water tightness, introducing a complimentary product line for expansion of selling through distributors, and improving the geographical customer base in all provinces.

Negotiated the licensing of a new product line—the first sustainable infrastructure product line in the industry—allowing the company to get closer to end users and increase the effectiveness of marketing initiatives.

Obtained financing to add a 40,000-sq.ft. expansion to a facility to ensure manufacturing and warehousing space could accommodate their 20% yearly growth.

Took the company from 35 to over 200 employees under my leadership.

Ongoing Education and/or Mentorship Experience

Rotman School of Management, Toronto, ON - ICD.D Director Education Program

Vlerick Business School, Ghent, Belgium - Executive Business Program

TEC Canada (Vistage in USA), Toronto, ON - Continuous Leadership Development – Executive Coaching & CEO Peer Group

  • Public/private companies in manufacturing or construction
  • Private equity companies with investments or potential investments in manufacturing or construction
  • Companies in growth or consolidation
Portrait of Bernard Grégoire
Bernard Grégoire Consulting
Bernard Grégoire

bg@bernardgregoire.com

416-918-9002
  • Grow revenues and profits through redesigned business plans that take changing economic realities into consideration.
  • Facilitate and encourage relations with all employees across all levels using open, human-based communications.
  • Ensure proper Management/Quality Systems are in place and adhere to, not only for blind compliance
  • Use data analytics to make strategic decisions.
  • Incorporate common-sense dialogue, a cooperative approach, and creative problem-solving to promote efficiencies, generate innovative solutions, and add new perspectives within a forward-thinking organization.
  • Implement lean manufacturing and change-management principles.
  • Learn how to improve processing and add operational efficiencies.
  • Maximize your in-house talent and learn to hire more strategically.
  • Engage in innovative business transformation for short- and long-term growth.
  • Translate complex ideas, concepts, and conversations across all topics and levels into easily understandable and executable tasks.
  • Benefit from budget and forecasting innovation.

Work Experience

I am recently retired from Hamilton Kent Inc. and LLC, where I spent 26 years as President and COO, successfully leading two manufacturing facilities with over 170 employees. The company serves the needs of over 120 North American and international OEM clients.

I am a highly qualified expert in the manufacturing sector, with extensive leadership and management experience in the rubber, plastic, precast concrete, and infrastructure construction market.

I have also managed round-the-clock manufacturing operations that produced over 4,000 items for the Canadian market, growing sales almost tenfold during my tenure. My role included leading some 200 unionized and 50 salaried employees, developing and executing sales strategies, identifying growth opportunities, and improving processes and efficiencies.

Building long-lasting customer relationships based on partnering, innovation, service, customer intimacy which would help them grow their business.