Management Process

ROBERT GARBER

**** ********** **** **., ******** Springs, Colorado 80919 719-***-**** ************@*****.***

VP – OPERATIONS

Results-focused and supportive operations leader who combines strong business acumen with new

opportunities and expanded services in the business operations, human/organizational development and I.T.

business arenas. Employ experience, continuing education and technical capabilities to support

companywide programs building teams that deliver significant increases in organizational cost reduction,

program/process improvement and profits. Spearheaded management programs developing all levels of staff

to become key company contributors while creating outstanding long-term client satisfaction.

Led market product/services development and internal client service coordination for companywide

programs. Known for supporting measurable growth and project delivery excellence on time and within

budget. Strong disciplinary background, in-depth technical knowledge and effective executive level

oral/written business communication skills that provide measurable results.

Key Skills: Diligent leader with superior leadership abilities, bringing the best in cross-functional, cross-

organizational team together to get the job done right. Effective communicator and problem-solver. Instincts

for what will work in any business scenario. Win cooperation at all levels. Train and mentor top performing

teams to foster solid internal and external relationships and provide consistent exceptional customer focus.

Ability to get things completed quickly and accurately. Consistently find innovative alternatives that work.

Executive Leadership/Staff Mentoring / Global Business Strategies / Client Management & Relations /

P&L / Full Cycle Business Analysis & Improvement / Disciplined Standards Control / Lean

Manufacturing / Integrity, Honesty & Ethics / Risk Assessments / Factory Startups / Continuous

Quality Improvement / Mergers & Acquisitions / Program & Project Management / Manufacturing

Engineering & Plant Design/Layout / Materials Management & Procurement / International Experience

EDUCATION & CREDENTIALS

MBA Degree in management Sloan School of Management-MIT, MS Degree in Chemical Engineering-MIT

BS Degree in Chemical Engineering - Purdue University . Continuing Education: Executive Mentoring,

Productivity Improvement, Business Program/Process Improvement, Operations Efficiency Increases .

CAREER HISTORY & ACHIEVEMENTS

Director of Operations, Tech for Less, Inc. a division of ModusLink Global Services, 2007 to Present.

Recruited to lead organizational/human capital development, improve lean manufacturing

programs/processes, create and implement new cost effective programs and processes that increase

company production, reduce cost and increase profitability in all key areas of the organization. Lead

continuous improvement activities, process efficiency, and product awareness efforts in production,

engineering, materials and management.

Budgets Managed: $42M P&L Division Employees: 145 Division Revenues: $42M

Increased business capacity on a fast growth plan. Implemented efficiency improvements, institution of a

hiring process, and goal setting increasing revenue by 50% and EBITDA by 100% in a 2 year period.

Trimmed expenses dramatically due to an urgent supply chain disruption. Succeeded in implementing

Lean Manufacturing principles to drive down direct labor spending by 20% in a 6 month period.

Improved the cycle time of untested material that was tying up 5 months of critical working capital.

Implemented a sort system and JIT packaging process that sustainably reduced cycle time by 80%.

Reduced shrinkage over a 2 year period that was running at $250,000 per year, 2% of COGS. Mistake

proofed the inventory control and developed a security program that resulted in a 75% reduction in loss.

Evaluated and led the start-up of a new facility due to severe space constraints in existing facilities. New

site was selected and launched 1 month ahead of schedule and 20% under budget.

Installed a new supervisor team where a leadership vacuum was evident. Reorganized some department

supervisors and externally hired others that was professional and focused on growth.

Robert Garber Page 2

Developed an employee annual review process where no structure or budget for employee feedback and

raises existed. Instituted a meritocracy and a formal review process that was fair and legal.

Led operations and IT due diligence activities for the acquisition of our company by ModusLink Global

Solutions. Led site tours, prepared and presented operations results that led to the acquisition closing.

Implemented a safety culture where none existed. Trained and role modeled the safe behaviors and

eliminated knife injuries, forklift incidents, and improper pallet put away, achieving a change in mindset.

Reduced packaging expenses in a multi-conditional, 150,000 SKU product line. Executed on a pricing

and usage reduction strategy that led to a 5% cost elimination in 1 year.

Drove a high throughput receipt process to enable revenue growth opportunities in the sub-$20 class of

electronics. Implemented a de-skilling program that improved throughput by 10 times previous results.

Analyzed customer return data that was running close to 15% for a 2 month period. Instituted an auditing

process and developed a problem list for other departments that improved the rate to less than 12%.

Led a kaizen effort where all operations activities were undocumented. Kicked off and instituted Standard

Work Instructions across 300 product categories for the testing process.

Studied company’s income statement and shipping expenses had trended out of line with revenue.

Reviewed all invoices and led to changes in ground and LTL contracts that decreased spending by 10%.

Engineering Manager/Area Leader/Process Engineer, Intel Corporation, Inc., 1996 to 2007. Implemented

strategic leadership for new operations plans of action for key company engineering teams focusing on new

process start-up, improvement and sustainment for a highly complicated, re-entrant wafer manufacturing

program/process. Forecasted staffing requirements, conducted detailed program/process analysis, provided

technical leadership and quality control for programs/processes. Prepared proposals, executive

presentations and statements of qualification, coached staff, and managed budget. Encouraged technical

expertise and collaboration from all staff to achieve goals quickly and accurately.

Budgets Managed: $10M P&L Division Employees: 70 Division Revenues: $200M

Initiated a task force for an equipment toolset with poor up-time. Drove process and equipment

preventative maintenance improvements that achieved 50% availability and 5% yield increases.

Eliminated non-value added activities to improve overall factory cycle time to get product to the market

faster. Directed two teams using Lean Manufacturing tools and reduced cycle time by 60% in our area.

Delivered an area start-up at a plant that missed all deadlines on its previous project. Built the team and

executed the start-up on schedule and 5% under budget on a $17 million capital cost in one year.

Presented the critical chain of events to senior management weekly in order secure funding and

resources to execute a construction project to schedule. Collaboration achieved on time start-up.

Reduced duration for new equipment start-up to support a ramp pull-in. Formulated a plan that eliminated

testing that generated a 15% schedule improvement and $250,000 in direct labor savings.

Led an international team on a duration reduction for factory start-ups to achieve faster TTM for the latest

microprocessor. Eliminated non-value added activities and achieved a 25% schedule reduction.

Launched two new start-ups internationally to support the increased global footprint for manufacturing.

Succeeded in starting up on schedule and training local ownership of the sustaining processes.

Researched and implemented an equipment sharing program to cut capital spending. Collaborated

across multiple functions and statistically proved a result that eliminated $10 million in capital spending.

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