More Related Content
Similar to Tony Andrews Resume (20)
Tony Andrews Resume
- 1. TO N Y AN D R E W S , P h D , H o n s B S c 2488 Parkglen Avenue § Oakville, Ontario § L6M 5B3 Phone: 905.825.1010 § Email: aandrews.global@gmail.com http://ca.linkedin.com/pub/tony-‐andrews/55/794/34b SENIOR BUSINESS LEADER Multidisciplinary mining industry leader and advocate, consensus builder and facilitator, initiates action focused on maximizing collaboration and community, seasoned mineral deposits geologist Responsible Mineral Development ¡ Corporate Social Responsibility ¡ Government Relations Resourceful, builds collaboration across a wide spectrum of international stakeholders, minimizing cultural diversity and scepticism, building bridges and open dialogue. Intellectual and inclusive leader, shrewd business strategist and tactician set on initiating processes and practices to increase productivity, decrease costs and utilize talent to the optimum. Avid listener, tactful and diplomatic communicator, acts with integrity and confidence, maintains a calming influence during periods of high work load and stress. Forward thinker builds synergy and secures mutual agreements in a diverse multicultural population. Core expertise includes: § Executive Leadership § Advocacy § Government Relations § Corporate Social Responsibility § Stakeholder Management § Issues Management § Strategic Planning § Government Policy & Regulations § Relationship Management § Business Development § Program Management § Risk Assessment § Corporate Administration § Resource Management § Budget / P&L PR O F E S S I O N A L EX P E R I E N C E The Centre for Responsible Mineral Development (RMD) Inc., Toronto, Ontario 2012 – present § Provides expert opinion on sustainable development and corporate social responsibility for the mining, oil and gas industries, and advice on responsible governance, management and development of natural resources for national and regional governments. PRINCIPAL & CO-‐FOUNDER § Conceived and co-‐founded the business in a competitive market while the global mining industry experienced a dramatic downturn. § Built the USP, mission and vision creating marketing messaging conducting business development and defining the competitive edge of RMD, generating notable engagement from clients across the world. § Combatted the economic downtown capturing business from the competition, gaining a notable foothold as a respected consulting firm generating quarter of a million per annum in first year of operations. § Selected to play key roles in Canadian Embassy led mining events and initiatives in Argentina, Peru, Bolivia, Dominican Republic, Trinidad-‐Tobago, and Greece, strengthening the global footprint. Key contracts include: HEENAN BLAIKIE § Retained with a mandate to assess the potential to expand their global mining industry practice into responsible mineral development and corporate social responsibility in both the private and public sectors. § Collaborated with 30 lawyers at various offices across Canada to gather information for the business plan, generating enthusiasm and engagement. § Presented the plan to the Managing Director resulting in an employment offer to implement the project. SNC LAVALIN § Selected to provide expert advice on an integrated approach to sustainable mine development as the engineering firm considered adding a new value-‐add service to their offering. § Worked closely with the VP sustainable mine development and a 15-‐person senior management team to take the concept through to full engagement. § Imparted knowledge and expertise to the development process, helped build coherence and team focus, introduced and drove a strategic planning approach, supported selling the project to company executives and the other business units, and provided advice on marketing the practice to mining clients.
- 2. T O N Y A N D R E W S , P h D , H o n s B S c P A G E I I The Centre for Responsible Mineral Development…….continued § Navigated through complexity despite broader sector challenges to successfully launch the business unit, now generating financial and reputational benefits. RYERSON UNIVERSITY MINING MANAGEMENT CERTIFICATE PROGRAM § Appointed as a member of the Mining Management Advisory Committee by the Dean of the Ted Rogers School of Management, Ryerson University to provide advice as the institution decided to establish the institution as a centre for education and training for mining and mining management. § Collaborated with committee peers to develop the concept and approach for a post-‐graduate continuing education certificate program, a Bachelor of Commerce majoring in Mining Management, and an MBA specializing in Mining Management. § Assumed the Academic Coordinator role for the continuing education certificate directing program development and identifying suitable mining industry professionals to develop and instruct the courses. § Accumulated 101 registrants in 2.5 years with 30 enrolled in the full certificate program and first student cohort about to commence the final Capstone course. Prospectors and Developers Association of Canada (PDAC), Toronto, Ontario 1987 – 2011 § Provided vision and leadership in all facets of the association, steering through multiple challenges and adversity to position it as one of the leading mining associations in the world with a reputation for effective advocacy, progressive approach and leading programs. EXECUTIVE DIRECTOR § Nominated as the Executive Director when the association was small, regional, supported by 2.5 staff, 2,000 members, a $500,000 annual budget with limited capacity to influence the Canadian mining industry and totally dependent on volunteers for advocacy work and to organize the annual convention. § Recognized the untapped potential of the association, led the Board through a series of sweeping, transformational change plans with ambitious and challenging goals. § Executed the plans securing buy-‐in for change with the staff, members and a wider mining audience. § Departed of own volition in 2011 with a dedicated 28-‐person staff complement, an $8 million annual budget, 8,000 members and an international reputation for leadership and innovation. § Recognized, during initial evaluation that the association’s government relations and advocacy efforts were significantly below potential and needing redirection. § Charged with rebuilding and enticing the image and delivering impact to support advocacy efforts. § Raised the standards of written and oral communications to governments and stakeholders, gradually securing their attention and respect along with foreign governments and other sector associations, civil society organizations, and international institutions and elevating the reputation of the PDAC. § Initiated a PDAC project to ensure members understand the requirements and effective practices of corporate social responsibility (CSR), developing e3 Plus, an online good practice guidance system with comprehensive guidance compendiums on social responsibility, environmental stewardship, health & safety. § Amassed seed capital from industry members and Canadian governments to fund the development, eventually costing $2.5 million and appointed a senior staff position to drive the initiative globally. § Advanced CSR in Canada and globally with e3 Plus now used by industry, governments, communities, indigenous peoples and civil society organizations in 85 countries. § Piloted the non-‐profit organization through complexity with a 48 member Board of Directors, 50 dedicated volunteers serving on 10 active and meaningful committees. § Created alignment, collaboration and engagement with constructive internal and external relationships, effectively serving the membership with advocacy, multiple programs and a collective voice. § Transformed the association’s annual conference from a small Ontario-‐based annual event at the Royal York Hotel to one of the world’s most successful international mining convention and trade shows occupying both the north and south facilitates of the Metro Toronto Convention Centre. § Recognized the event as a notable economic driver for the association, uncovering significant potential for brand enhancement, membership drives, collaboration, and networking across the mining industry. § Convinced the PDAC Board to transform the convention into an international event securing a new budget allocation to start a global convention marketing campaign. § Connected with country-‐based mining associations to gain support and share marketing collateral.
- 3. T O N Y A N D R E W S , P h D , H o n s B S c P A G E I I I Prospectors and Developers Association of Canada…….continued § Consistently grew convention attendance each year from about 2,300 mostly Canadian attendees in 1990 to more than 32,000 attendees and 1,200 exhibitors from 150 countries in 2011. § Managed the challenge of phenomenal growth through continuously amending strategies and processes without compromising quality or brand. § Persuaded the Board to conduct regular strategic planning exercises to provide guidance and coherence through rapid growth, organizational and governance changes and the expansion of the association’s mandate from solely Canadian to Canadian and international. § Advocated to extend the PDAC mandate into the international arena to allow for advocacy on behalf of Canadians in foreign countries and international members in their own countries. § Navigated through difficult discussions to achieve consensus on an expanded Canadian-‐international mandate, solidifying the association’s position as a knowledge base and advocacy partner internationally. § Expanded mandate elevated the PDAC’s reputation and increased international membership by 25%. § Led the association and the Canadian natural resources industry into innovative, new ways of thinking about land use planning and land management based on an integrated approach, including integrated governance and integration with land users to reduce the environmental footprint and costs. § Founding member and Co-‐Chair of the Canadian Coalition for Integrated Landscape Management, with representatives from forestry, energy and mining sectors, and officials from federal, provincial and territorial governments, environment groups, aboriginal people, and academia. § Contributed to an evolution in the concepts and practices of land use and management in Canada, driving diverse natural resource industries, conservationists and land-‐owners closer to reducing land use conflict. Ontario Geological Survey, Toronto, Ontario 1980 – 1987 SENIOR PROJECT GEOLOGIST – Mineral Deposits Section § Created, led and managed multi-‐disciplinary field studies and applied research projects on mineral deposits in Ontario for the purpose of delivering high quality data and guidance to mining industry clients, improving their chances of making new discoveries. POST-‐DOCTORAL RESEARCH FELLOW, Scripps Institution of Oceanography, La Jolla, California 1978 – 1980 HO N O U R S , AW A R D S & PU B L I C A T I O N S Recognition of Contribution to the Global Mining Industry, Fraser Institute 2011 Merit Award, Natural Resources Canada 2007 Distinguished Lecturer Award, Canadian Institute of Mining and Metallurgy 2002 Twenty-‐five technical publications Numerous articles and reports on government policy and mineral industry issues SE L E C T AF F I L I A T I O N S & FO R M A L ED U C A T I O N Board of Directors, Canada – Southern Africa Chamber of Commerce 2011 – present Chair/Member – World Economic Forum: Global Agenda Council on Mining and Metals 2009 – 2014 Member – Earth Sciences Sector Advisory Committee, Natural Resources Canada 2010 – 2011 Member – Dean’s Advisory Council, Ted Roger’s School of Business, Ryerson University 2010 – 2011 Member – Governing Council, World’s Mines Ministries Forum 2004 – 2010 Scripps Institution of Oceanography, University of California San Diego 1978 -‐ 1981 POST-‐DOCTORAL RESEARCH FELLOW – Marine Geology, Sub-‐Sea Floor Ore Forming Processes University of Western Ontario PhD – Geosciences, Deep Ocean Floor Hydrothermal Processes 1978 HONOURS BACHELOR OF SCIENCE – Geosciences (Gold Medal Winner) 1973