Review our Executive team biographies by clicking on the plus sign beside each member’s name.
Nick started with Perimeter in 2001 as a part-time Ramp Agent while obtaining his Pilot’s license and studying Aviation Management. Over the next 16 years, Nick was promoted internally to various management positions with increasing demands and responsibilities, including Operations Manager and the Vice President of Operations; until landing his current position of President and CEO of Perimeter Aviation, which he has held since 2014. Nick is responsible for day-to-day operations of the company, while ensuring the well-being of all Perimeter customers and employees.
Starting with Perimeter Aviation in 2002, Michael has been the Director FP&A since 2016. Prior to becoming the Director of FP&A, Michael held various management and non-management positions with Perimeter, including roles in finance, accounting and materials procurement. Michael holds a Bachelor of Commerce degree and is a Chartered Professional Accountant and Certified General Accountant. In his current role with Perimeter, Michael is responsible for all aspects of financial planning and analysis.
Initially starting in 2004, Carlos has been the Vice President of Commercial Services for Perimeter Aviation since 2012. Prior to becoming the VP of Commercial Services, Carlos held various management and non-management positions including Thompson Base Manager, Ramp Agent, etc. In his current role as the VP of Commercial Services, Carlos is responsible for all aspects of the customer experience, including Customer Service, Customer Support, Community Relations, and Northern Stations.
Dave has been the Vice President of Maintenance for Perimeter Aviation since 2017. Prior to becoming the VP of Maintenance, Dave held various senior Maintenance Management positions with other large airlines in Canada and has over 25 years of direct maintenance experience in the aviation industry. In his current role, Dave is responsible for ensuring Perimeter aircraft are mechanically sound and maintained according to established maintenance schedules and the Canadian aviation regulations.
Initially starting his aviation career in 1989, Doug flew commercially for a variety of northern air operators. Doug then transitioned to flight operations management holding the positions of Chief Pilot and Operations Manager before taking a position with Transport Canada as an inspector of Commercial Aviation Regulatory Oversight. In 2013, after more than 13 years with Transport Canada, Doug returned to the industry in the role of Director of Flight Operations (Transport Canada certified Operations Manager) for an affiliate of Perimeter Aviation, eventually moving to Perimeter Aviation in early 2017 as the Director of Flight Operations (Transport Canada certified Operations Manager).
Trevor joined Bearskin Airlines as Director of Operations in 2015 bringing 20 years of flying and Flight Operations management experience to the Bearskin and Perimeter Aviation team. This was a return to Perimeter for Trevor as he had flown the Metro aircraft for Perimeter in the late 90’s before leaving to fly the Dash 8 and CRJ aircraft with the largest carrier in Canada. Trevor also decided to expand his management skills by completing his MBA at the University of Manitoba in 2012. Trevor is responsible for managing the Eastern operations of Perimeter.
Initially starting with Perimeter Aviation in 2008, Debbie has been the Medevac Operations Manager since 2015. Prior to becoming the Medevac Operations Manager, Debbie held various positions within Perimeter including Medevac Flight Dispatcher, Flight Follower, etc. Debbie is now responsible for all operational aspects of the Perimeter Aeromed air ambulance division.
In 1992, Ron joined Bearskin Airlines as Director of Marketing and Sales and following the merger of Perimeter Aviation and Bearskin Airlines was appointed Director of Marketing and Revenue Management. He is responsible for leading the Marketing Department in achieving the company’s sales/revenue objectives including but not limited to: planning revenue budgets, marketing budget, fares strategies, development and implementation of marketing strategies and promotions to maintain and drive revenue growth.