About Us

Greg McKim

McKim and Associates Principal, Greg McKim, B. Comm., has led $20 to $30M+ businesses with 900+ employees in a number of industries. He has owned and operated small businesses throughout his career. Having extensive experience in the Eastern Canadian market and in Ontario for both private and government based industries, he accomplished dramatic volume and profit increase through process development, organic growth, acquisition, and new contract development. Trained in Lean Six Sigma he has a full understanding of the process’s goals and implementation.

As Senior Director Eastern Canada for CBI (We Care Home Health) Health he led a diversified high volume business with a large employee base as a Community Based Health service provider. He has extensive change management experience through two separate company ownership changes as well as through the acquisition of three regional companies. He partnered in the creation of a unique progressive evaluation and support model. During his leadership in Eastern Canada the organizations received two exemplary service standards by Accreditation Canada.

His Community Care industry involvement included a leadership role as Co Chair for the Nova Scotia Health Association Home Care Network in addition to serving as a representative for the Nova Scotia Community Care Council. He participated in the establishment of provincial key performance indicators (KPIs) for Home Care service providers. These roles, in combination with his previous responsibilities as Co Chair for the New Brunswick Home Care Association, provide him with unique insights for the provision of community based services for both provinces.

Ross Wace

Ross Wace has led the HR function in a series of national organizations with as many as 4,500 employees. He has owned and operated small businesses throughout his career. Across a myriad of industries, there is one common element – organizations whose frontline staff interact with the public. In public, private and government based industries, he has improved the alignment of an organization’s people to the business objectives. In both union and non-union environments, he has improved performance, productivity and morale.

While Vice President, Human Resources for We Care Home Health (now CBI) he led a complete overhaul of the scheduling and billing system. Re-training users led to dramatic improvement in the data entry error rate, which led to significant savings across the organization. He also led a transformation of the hiring process, providing support and tools to local hiring managers that resulted in reduced time to hire, consistency and improved retention. He also introduced an employee engagement customer service program “Together We Care”, which led to a 23% improvement in Customer Satisfaction results.

Paula Withrow

Paula Withrow RN(Retired) is a consultant in the leadership and management of health care programs and has an extensive background in both the private and public sector.  During her 20 years in the Continuing Care Branch, Nova Scotia government Department of Health & Wellness she was employed in several roles. As Manager, Liaison & Service Support for 8 years, she had the opportunity to inform and influence strategies, standards and policies; and led the operational planning and implementation of new and/or revised programs, in consultation with internal and external stakeholders.

Paula has experience in project management, operational over site of programs including financial authorization, risk management and partnering & relationship building. Paula is a subject matter expert in Continuing Care programs and services in the Nova Scotia Health Care System and is recognized for her analytical skills and attention to detail.

Assignment Sample

Community Health Care Creation of national growth and service model for community service approach by establishing best practice operation and quality metrics with specific focus on best client care and operational sustainability. Involved in creation of provincial key performance indicators (KPIs). RFP’s, new contracts, organizational restructuring. Acquisition identification and implementation. New service opportunity implementation and development.

Consumer Goods Product development and market launch, product positioning and pricing.

Retail Development of market assessment and an entrance strategy. Assessment of market share potential for financial expansion.

Academia Phase One Review of recruitment approach to determine the core strengths of the University to position the recruitment strategy through market research and engagement with key stakeholders. Creation of a clear understanding of recruitment goals and developed the decision tree for the targeted applicants. Sales and engagement training was provided . Phase Two Created, implemented and evaluated a survey to improve student retention.

Small Business Creation of financial breakout and sales projections for presentation for expansion monies.

Customer Service Financial break out and sales forecast to be used in determining expansion strategy. Implementation of an organizational market direction and the hiring of key positions.

Education Evaluation of School District approach through survey and stakeholder meetings.

IT Created market assessment, establishment of core performance indicators, market approach, plus financial projections.