AIM CONSULTING AND COACHING, Vancouver, BC (2003 - Present)

As Business Partner, Werner's role is to co-develop the business and work directly with clients in the role of consultant, coach and mentor.

OPACES OPERATIONAL PERFORMANCE ANALYSIS CONTROL AND EVALUATION SYSTEM, Ottawa, ON (2001 - 2004)
While supporting NAV Canada, Werner Hofstatter was responsible for a team that implemented a three-module program to provide the world's first scientific air-traffic control human resource allocation system. The system was based on an activity-level rostering and tracking module, a log-on module and a state-of-the-art workload determination methodology developed in conjunction with York University. The team developed an objective way to determine how many air-traffic controllers are required, when they are required and how much air-traffic they can handle at various times. Werner also revamped the operational budgeting process to mirror the data collected by the rostering system thereby permitting activity level variance tracking, analysis and resulting improvement.

WORKMAP BUSINESS INTELLIGENCE SYSTEM, Ottawa, ON (2002 - 2003)

DAILY OVERTIME TRACKING SYSTEM, Ottawa, ON (2001)

COMPREHENSIVE ANALYSIS SYSTEM, Ottawa, ON (2000)

MEASURING AND MANAGING AIR NAVIGATION SERVICE PERFORMANCE TRAINING COURSE, Montreal, QC (2003)

SHIFT EXAMINER SYSTEM, Ottawa, ON (2002)

OPERATIONAL RESOURCING DATABASE AND SYSTEM, Ottawa, ON (2004)

NAV CANADA, Ottawa, ON, (2000 - 2000)
As Director - Human Resource Finance and Systems, Werner’s primary objectives were to support the first private round of collective agreement negotiations between NAV Canada and the nine bargaining agents. This required the development of multiple, flexible models that would support the ongoing needs of company negotiators, financial planners and executive inquiries. He also directed a payroll operations group responsible for 5,400 accounts and was in charge of the company's Human Resources Management System (ORACLE).

CORPORATE RENAISSNCE GROUP, Ottawa, ON (1996 - 2000)
As Principal and earlier as General Manager - Value Creation Services, Werner co-Managed this international management consulting firm. He developed and managed the value-based consulting, performance measurement and business intelligence practices, co-Managed a team of 17 professionals, developed and implemented marketing programs and was responsible for the overall strategy resulting in three-fold growth over 4 years. Brief descriptions of the initiatives he was in charge of are listed below:

BELL CANADA - COMPUTER-BASED FINANCE FOR NON-FINANCIAL MANAGER TRAINING PROJECT, Ottawa, ON (1996)

DOMTAR INC. VALUE-BASED MANAGEMENT PROJECT, Montreal, QC (1998)
To enhance its competitive position and create shareholder value, Domtar Inc. needed to effectively communicate value-based management principles and their application to key operational personnel. Werner led an analysis of the historical and planned value creation performance of each of its operating divisions, including benchmarking with its industry peers and a complete value-driver analysis. Werner organized and helped deliver a series of "Creating Shareholder Value" workshops to senior management and key operational staff. Participants identified and evaluated 30 new value creating initiatives during the workshops.

DOMTAR MERCHANTS - VALUE-BASED COMPENSATION PROJECT, Toronto, ON

KENHAR CORPORATION - VALUE-BASED ANALYSIS PROJECT, Guelph, ON (1997)

KLEYSEN TRANSPORT - VISION 2000, Winnipeg, MA (1999)
To hold itself accountable to measurable goals and strategies Kleysen's management committed to create maximum transparency throughout the strategic planning process at the both corporate and business unit levels. Werner Hofstatter led the project that entrenched the key insight that the overall corporate goal of management is to balance the needs of all stakeholders in order to maximize shareholders wealth (create value). Werner led the process of determining the wealth creation performance of each business unit and developed a comprehensive business planning process and workbook titled "VISION 2000 - Road to the Future". The workbook directed each business unit to assess its strategic alternatives, measure their strengths and weaknesses and develop a comprehensive strategy and plan to improve their value creation performance. Separate tactical plans for revenues, expenses, working capital and fixed asset management were amalgamated to create comprehensive plans for each business unit. The project also involved a two-day value-based management workshop and individual presentations of their strategic and tactical plans by each business unit manager.

GEORGE WESTON LTD. SHAREHOLDER VALUE, Toronto (1996)
To ensure that subsidiaries in the multi-national George Weston conglomerate undertake decisions to maximize shareholder value, Werner Hofstatter led an assessment of each subsidiaries contribution to overall performance and designed and delivered an executive and senior management training plan. He also provided valuations of selected subsidiaries and potential acquisition targets and completed a comprehensive analysis of their capital acquisition requisition and financial planning processes. George Weston managers were left with an integrated tool enabling them to continue to practically apply value-based management concepts without outside assistance.

CANADIAN FORCES PERSONNEL SUPPORT AGENCY - BALANCED SCORECARD PROJECT, Ottawa, ON (1999)
The CFPSA provides family, financial, recreational and health services to Canadian military personnel around the world. Werner Hofstatter led a team that developed a comprehensive set of balanced performance measures for each group. Based on numerous workshops with all six key operational groups, his team provided the results in an automated tools that dynamically organized and presented the results periodically. This led to a new appreciation of how each group could succeed in their objective of delighting their clients.

CANADIAN FORCES PERSONNEL SUPPORT AGENCY - BUSINESS INTELLIGENCE PROJECT, Ottawa, ON (1998)
The CFPSA operated fitness centres, hockey arenas and mess halls on 26 different military bases across Canada, each with a stand-alone accounting system. Using COGNOS's PowerPlay and Visual FoxPro, Werner Hofstatter led a team that developed an automated system that provided consolidated monthly financial results, including drill-down, slicing and dicing and ad hoc analysis capabilities. He also developed and delivered customized training for all head quarters users.

CANADIAN COAST GUARD - NAVIGATION PROTECTION PROGRAM - REGIONAL PROGRAM REVIEW, Ottawa, ON(1998)
The Coast Guard's Navigation Protections Program is responsible for ensuring that Canada's waterways remain unobstructed. As its continuing commitment to improve its focus on the needs of its stakeholders, the NPP was interested in assessing its ability to deliver its key services and how it can best meet the needs of all customers. Werner Hofstatter led a review using a holistic, stakeholder-based framework, in which he consulted with representatives from the Regional NPP offices, applicants, marine users and NPP’s key partners at the Regional Habitat Branch offices. His analysis provided sufficient evidence of common views among stakeholders to prompt action on his report's key recommendations.

NATIONAL RUBBER - BUSINESS INTELLIGENCE SYSTEM, Toronto, ON (1998)

DEPARTMENT OF NATIONAL DEFENCE - CONSTRUCTION ENGINEERING - BUSINESS INTELLIGENCE PROJECT, Ottawa, ON (1997)

PWGSC -ARCHITECTURE AND ENGINEERING SERVICES - PERFORMANCE MEASUREMENT INITIATIVE, Ottawa, ON (1999)
This organization had gone through a period of unprecedented change and had a vision being recognized as adding value to achieving client and government objectives through the delivery of the most timely and affordable real property programs and services. Using an innovative methodology that he co-developed while at CRG, Werner Hofstatter interviewed all key stakeholders. Based on a comprehensive review of the inputs, activities and outputs of the 8 major groups. He developed a balanced scorecard of performance measures that effectively identified the most tangible areas for improvement.

Enterprise Scorecard Software Project Management

CANADA POST CORPORATION, Ottawa, ON, (1989 - 1990)

As Director - Investment and Evaluation Planning...
• Streamlined $1/4 billion capital expenditure program by 50% by developing and implementing a tiered segregation program with the Executive Brief descriptions of the initiatives he was in charge of are listed below:Committee
• Reduced project tracking team from 24 to 4.
• Managed the labour costing team that
• quarterly quadrant analysis

CANADA POST CORPORATION, Ottawa, ON, (1989 - 1990)

As Manager, Financial Evaluation (and initially as an Officer in the same area) Werner was responsible for the benefit/cost analysis of close to 100 projects and contracts. Brief descriptions of some of the initiatives he was in charge of are listed below:

PUROLATOR COURIER ACQUISITION, Ottawa, (1990)
Leading a team of operational, engineering, marketing and IT experts, Werner developed a comprehensive model to determine the $225 million negotiating price for the acquisition of Purolator Courier from the ONEX Corporation. The analysis included a complete, individual assessment of each of the potential synergies from merging Purolator's operations with a complementary business.

GLOBAL DELIVERY EXPRESS WORLDWIDE - JOINT VENTURE ANALYSIS, Ottawa, ON (1991)

IBM OUTSOURCING CONTRACT BENEFIT/COST ANALYSIS

SYSTEMS INTEGRATION OUTSOURCING BENEFIT/COST ANALYSIS

COST BASE PROGRAM BENEFIT/COST ANALYSIS

INTEGRATED COMMUNICATION NETWORK BENEFIT/COST ANALYSIS

LOGISTICS AND PARCEL SERVICES BUSINESS ANALYSIS

VEHICLE OUTSOURCING BENEFIT/COST ANALYSIS

$7 BILLION HIBERNIA OFF-SHORE DEVELOPMENT BUSINESS CASE AND OTHER RESOURCE SECTOR MEGA-PROJECTS
• Conducted a comprehensive business evaluation of this $7 billion project including development costs, revenue and expense forecasts, royalty, tax and tax credit calculations in order to determine the costs and benefits to the Canadian taxpayer, Provincial Governments and each of the five private sector oil companies lobbying to become involved.
• Werner conducted similar analysis for the Syncrude Tar Sands Project, Lloydminster Heavy Oil Upgrade Project and other projects.

QUARTERLY PERFORMANCE SYSTEM
• Developed an automated, quarterly system to monitor the state of 47 Canadian industries. Created a fully automated, tested and documented analysis system using data from Statistics Canada via the I.P. Sharp international network.

ANALYSIS OF THE STATE OF HEALTH OF THE CAPITAL STRUCTURES OF INDUSTRIES IN THE CANADIAN PRIVATE SECTOR, Ottawa, ON (1986)

KEMPTVILLE CHAMBER OF COMMERCE, Kemptville, ON (1982)
In order to attract more commerce into this statellite village 20 kms south of Ottawa, the Kemptville Chamber of Commerce engaged Werner Hofstatter and his team to conduct primary market research of Ottawa area consumers. The team developed and tested a mail survey that specifically addressed this issue. Werner coordinated and analyzed the results and provided specific recommendations to the Chamber of how to make Ottawa area consumers aware, interested and enticed to travel to Kemptville to shop.

SANROB DEVELOPMENT - ROCKLAND PHASE 1, Ottawa, ON (1982)

CAMP FORTUNE SKI HILL - MARKETING RESEARCH, Chelsea, QC (1981)
Before the advent of mechanized snow-making, local area ski hills were at the mercy of the natural snow falls. Werner Hofstatter led a team that was engaged to conduct a primary market research analysis of the local skiers market. Werner developed and tested a telephone survey questionnaire, managed the collection of data and provided a comprehensive analysis of the results. Based on the team's recommendations, the owners and managers of the Camp Fortune Ski hill were able to target their promotional and advertising efforts, increase the level of awareness and distinguish themselves from the competition of other operators in the area.

ARTICLES, PUBLICATIONS, TRAINING COURSES

Throughout his career, Werner has been actively involved in writing, presenting, teaching and sharing his views and insights on finance, business and management. Brief descriptions of some the initiatives he has initiated are listed below:

• "Managing Corporate Value: Measuring the Potential Impact of Management Decisions on Share Price", November, 1998
• "Wealth and Value Creation in Canada", Canadian Investment Review, Fall, 1997
• "Wealth and Value Creation in Canada", Canadian Investment Review, Fall 1998
• "Recommended Labor Cost Modeling Framework", December, 1997
• "Canada's Top 50 Wealth Creators", Canadian Investment Review, Fall, 1999
• "Measuring and Managing Air Navigation Service Performance", for International Air Transportation Industry - Certificate in Air Navigation Services Management course, Summer 2002
"Intermediate Corporate Finance" - Carleton University/Sprott School of Business, 1998, 1999