A-Bay Engineers

Building a more resourceful and resilient tomorrow through helping businesses optimize their resource use.

Founder

Veolia

Within the Performance Team, our Operational Excellence team (OPX) developed an in-house continuous improvement program for Veolia North America from scratch, built on the following principles: Strategic Goals and Alignment, Performance Management, Project Management, Communication, Mindsets and Behaviors, and Knowledge and Capabilities. With each standard, we were able to build self-assessments, concentrated training's, best practice guides, and dashboards to track results.
We innovated our offering to be customizable for all our facilities.  Using our own best practices of building a trusting and open culture, we were able to continually improve our offering and build a program that works for the site staff.
Piloted onsite transformation at two sites, collaboratively prioritized initiatives with onsite staff.  
Built a operational excellence platform for Veolia using Salesforce

Sr Project Manager, Performance_Operational Excellence

Within the Technical & Performance, T&P Group, the mission of the Performance Team is to be a catalyst for efficiency improvement and business growth across Veolia North America (VNA). We support all Business Units and Corporate Functions with a rigorous and analytical approach to project and performance management combined with a unique skillset in change management and continuous optimization. As Senior Manager, lead special projects around streamlining overhead costs, improving throughput and reducing risk for VNA.
Collaborator on an award winning site transformation, leading the performance management efforts for the project.
As part of the team, I developed and ran our Project Management Office (PMO) for our newly formed Performance Team

Sr Manager, Performance_Special Projects

Veolia North America

Effectively and efficiently leading and supporting public clients in their use of performance contracting to drive the implementation of sustainable and high impact initiatives.  In charge of managing the implementation process for optimizing Wastewater Treatment Facilities, water/sewer maintenance crews, and Water Treatment Facilities.  Leading a team of experts through the initial assessment of public clients operating procedures to sustainably handing over the initiatives for client ownership.  
-Leadership of project and client staff in the implementation of professional behavior and performance processes.
-$14million of annual savings implemented through the development of more cost effective operating scenarios utilizing onsite knowledge with Veolia expertise.  Leading and coaching operations staff through the change process, ensuring new SOP’s and rigorous performance management systems are in place
	Development of data management best practices utilizing existing available systems (Hach wims, Excel, Owam, Operator10) and staff capabilities.  
-Expertise in reduction in operational electrical costs through both the reduction in energy usage and the optimization of billing structure (demand reduction, demand response and real-time price management).
-Development of over 50 business cases, each with impact calculation methodology and rigorous baseline analysis that needed agreement with client for business payment methodology.  
-Development of a Maintenance Control Group (Planning and Scheduling Maintenance) to realize $2 – $3 million of insourcing potential. 
-Training: Responsible for the development and implementation of Veolia’s performance transformation and change management practices across all current PPS projects, trainings include: Change Management, Effective Problem Solving, Proper Feedback, Effective Communication, Efficiency Tips and Tricks (Excel, Powerpoint, Windows, and Hach Wims), and Performance Management.

Process Improvement Manager

Leading the development of an operational excellence program at wastewater treatment facilities for one of the largest Public–Private partnership in the industry.  The program involves complete change management of their operating regime, coaching and training all leveling of the organization on new approaches while leading the change management approach. 
- Development and implementation of initiative scorecards to track, trend and monitor progress with rollup functionality to utilize for reporting at all managerial levels.
- Assessment of potential utility-wide improvements in areas including labor productivity, asset management, process optimization, and overall operations and maintenance.
- Scoping initiatives, rigorous data analysis, base lining performance and developing analytical tools to achieve a savings target of $37 million/year and sustainably reducing the cost of compliance;
- Lead training effort on DEP process engineers on performance management and excel utilization
- Continual development of structured and effective presentations to clients at all levels of staff and management.

Civil Engineer

R.W. Beck

On-site Project Representative serving as an intermediary between Design Engineers and Contractor protecting the client’s best interests while maintaining flow of efforts to complete award winning project.  Supervising subcontractors to ensure delivery of project to be on time, within budget and with the quality and performance parameters agreed upon in the Contract Documents

Civil Engineer, On-site Owner's Representative

Projects primary contact working in conjunction with Electrical Engineers, Structural Engineers, Mechanical Engineers, Architects, managers, drafters, and clients on all aspects of design for solid waste facilities
Preliminary conceptual analysis and sampling for a Landfill Gas project 
Design of storm water collection and structural systems with supporting technical reports and calculations
Field supervisor of environmental study of a county’s waste stream, including training and motivating laborers
Create technical specifications and cost estimates for project design submittals
Collect onsite data for the design process and reports
Perform AutoCAD drafting and Land Development Desktop grading

Building Tools that Build Teams | Keeping Score in Craft Beverage | Utilize Data to Create Optimization & Continuous Improvement | Realize Additional Value in Your Brewery | Increase the Cashflow & Combat Rising Costs

★ Brewery Scorecards, Real Time Dashboards that Enable You to Effectively Track & Monitor Your Brewery’s Performance Against Targets ★ Helping You Build High Performing Teams★ 

★ Clients include Dru Bru, Resurgence Brewing Company, TommyKnocker Brewery & Pub, New Terrain Brewing Company & More! ★ 

√ What would you do with another 5% profit margin?
√ What will you tell your peers on how you made it through stronger in 2024?

At A-Bay, we provide consultancy services tailored specifically for brewery owners and CFOs of small to medium-sized breweries. 

Our primary objective is to help you solve key challenges to your operations and financial management. By leveraging data-driven strategies, culture and team building best practices, we assist in optimizing your brewery's performance to drive profitability. 

Ultimately, our goal is to empower you to achieve another 5% growth in profit margin.

Building out the systems you need to continually drive down your costs, we ensure you have the best customer facing opportunities, allowing you to stay open and thrive for years to come. 

★ NEXT STEP ★ 
Please contact me at jamie@A-bay.co or schedule directly at 
https://link.captivationhub.com/widget/bookings/30-min-mtg-jamie-schild
For more information visit http://www.a-bay.co/

★ Outstanding Outcomes Include ★
√ 10% profit margin increase.
√ Estimated 60% reduced time in internal and external reporting.

★ What Makes Us Different ★
Our goal is to bring out the best in your existing operations by addressing the root causes of any issues you are experiencing so you can continue to thrive even during tough financial times.  

★ Specialties Include ★
Tracking the Profitability of My Brewery, What are the Best KPI-s to Track, Dashboards, Data Driven Decisions, Increase the Cash Flow of My Brewery, How Can My Brewery Combat Rising Costs? How Can My Brewery Survive and Not Struggle

There are 3 fundamentals needed to drive your craft business forward.

I've been underestimating how they build off each other, are you making the same mistake I was?

The 3 fundamentals are: 
Defining a clear why and goals tracking against it, 
Building trust and visibility into your numbers, and 
Performance dialogues. 

Tune in today at 2:30est with the Craft Beer Professionals Virtual Conference as I discuss how they work together and build off each other.  

Here's a link to my live seminar: 
https://lnkd.in/eM6nHtFj

All of these seminars are available after the fact too.  

Thank you Craft Beer Professionals and this amazing community that Andrew Coplon built.  

Jamie Schild

No Pain no Gain. The back of my high school football shirt.

Now the motto I feel we need on Trust and Vulnerability.

It's going to be uncomfortable,
It's going to hurt,
It's going to be worth it!

But which comes first? We build trust first then we can be vulnerable?
Nope, being vulnerable will build trust and does it quickly.

Don't wait, share your faults, 
Share your deepest business fears with new team members.

Moments of vulnerability create chemistry,
They create trust, and 
They create COHESION!

____________

Use these three conversation starters with your team: 

1️⃣  Name one "elephant in the room" that we should discuss

2️⃣  What's the typical response to a big mistake on our team? And why?

3️⃣  Of our most trusting relationships within our team, what habits and actions make them so strong?

Please share what has worked well for you to share vulnerability and build trust with your team and in your career?

Remember, we DON'T need to wait for trust to be built to be vulnerable!

See 📌📌📌 Comment for a 4th conversation starter with an incredible tool for you to leverage (trying to keep the post short). 

Taplio

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