Pierre Capistran

“ Operating in the field, we continually measure the financial, operational and organizational results generated by each initiative. Our approach is designed to be participative and thought provoking while creating a consensus on priorities for improvement and a momentum for change.


Strategic Planning, Balanced Scorecards, Execution/Alignment
Continuous Improvement, Lean Management & Organization
Senior Leadership Development & Employee Engagement
Management & Communication Systems
Process Optimization
Psychometric & 360 Assessment


  • Technology
  • Mining
  • Telecom
  • Financial Services
  • Manufacturing
  • Food
  • Retail


Pierre Capistran founded Mobilis Performa in 1998. Operational Excellence Executive, Pierre advises and coaches business leaders on improving their company bottom-line and overall performance. With more than 25 years of experience assisting companies off all size overcome their organizational & operational challenges, Pierre Capistran provides a world-class expertise.


As a professional certified International Coach Federation (ICF) coach and trainer, Pierre Capistran champions a global perspective on your organization’s real issues and priorities, establishing the cause and effect relationships between strategy and the 4 dimensions critical to its execution: client perspective; process efficiency, innovation & learning, financial results.

Recent Projects

Providing interactive diagnostics and customized solutions for impactful, sustainable results, Pierre Capistran works in your environment, partnering with you and your management team to implement and measure solutions targeting your specific challenges, such as:

  • augmenting operational results: productivity, quality, health & safety;
  • increasing sales & optimizing systems;
  • rapid growth;
  • new plant start-ups & expansions, raising operational readiness;
  • leveraging efficiency prior, during or after mergers & acquisitions;
  • succession planning & activation;
  • assuring leadership, depth of culture & teamwork.

Algoma Steel

Leadership & Supervision Analyst

  • KCB Consulting mandate to assess Leadership & Supervisory skills and behaviors in the context of improving operational effectiveness.

Lisette L Montréal

Interim COO

  • Define a clear strategy and objectives;
  • Re-design the organizational structure;
  • Ensure all departments have comprehensive goals and timely reporting against those goals;
  • Create cohesiveness between departments in terms of priorities, decision-making and problem-solving;

BDO Canada

Vice President, Operational Excellence Consulting Services

  • Mentoring and coaching of process improvement teams for a professional services firm;
  • Strategic consulting for a clean-tech start-up;
  • Diagnostic of a BI project for an international transport company;
  • Interim COO for a fashion manufacturer.


Operationnal Efficiency Consulting

  • Improve Health & Safety systems and practices;
  • Develop active supervision;
  • Analyze the efficiency of the Cream division.

Eagle Mine

Consultant & Coach

  • Assist Operational Readiness team to transit from the construction phase to operations start-up of the new mine and plant.
  • Develop all KPI’s, management systems, performance reporting and intra-inter departmental communication structure.

Raglan Mine, a division of Glencore

Consultant & Coach

  • Design and implement an Operational Excellence program for all of the mine sectors to create a Continuous Improvement structure and culture;
  • Review and optimize the service offering of the Continuous Improvement function;
  • Deploy a management and supervision skills development program;
  • Improve drilled meters per day by 45% in the development of a new underground mine;
  • Develop a Lean Accounting approach and tools.

By leading us through focused discussions and action assignment on several of our top priorities, you gave our team a process to follow for both current and future success. As you know, our leadership team has spent a lot of time working on improving soft skills. By applying soft skills to “hard” improvements we have a mix that will propel the team forward.

Charles Wall, Vice-President, Structural Steel Division