Richard Leber Resume March 2009

RICHARD W. LEBER 1037 Swathmore Drive Atlanta, Georgia 30327 E-mail: [email protected] LinkedIn: RichardLeBer

Cell: (404) 735-3173 Home: (404) 262-2984 Fax: (404) 869-5188

SUMMARY Senior executive, with over 20 years of operating, consulting and financial experience. Track record of growing businesses and improving operations. Deep interest in technology and its application to business. Experience in acquisitions, spin-off and going private transactions, private equity transactions, alliances and divestitures. Operating experience includes general management of public and private companies, post-merger integration, sales and marketing, Lean and Six Sigma process improvement. Active and committed participant in community organizations with unique and far-reaching impact. BUSINESS EXPERIENCE

Consultant, Shortboard Advisors LLC

Atlanta, Georgia – 2007 to present

Consultant to small and midsize manufacturing and service companies. Richard has assisted clients to redirect their strategies, improve marketing and streamline operations.

Managing Director/Founder, Forge Capital, LLC

Atlanta, Georgia – 2003 to present

Investor in small and midsize manufacturing and service companies. As an investor, Forge provides direct handson guidance and management assistance to portfolio companies. Investments include a commercial printer and a manufacturer of proprietary cooling components.

Executive, National Service Industries (NSI)

Atlanta, Georgia – 1996 to 2003

President, National Linen Service (NLS), and Executive VP (NSI) 2000 to 2003 P&L responsibility for $320 million division of public company, providing textile rental services to over 45,000 restaurant, hospital and hotel customers in 16 states. Executive member of NSI Board of Directors. •

Helped execute purchase of NSI by a private investor, at 80% premium to shareholders.

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Helped execute spinoff of Acuity Brands from NSI, and helped review and select post-spinoff .

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Executed numerous acquisitions and alliances for NLS, to increase market share and customer penetration.

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Upgraded NLS senior management team, and upgrading key staff in Operations, Engineering, Sales and IT.

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Increased revenue retention to 92% and revitalized revenue growth.

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Reduced over $20 million in costs. Introduced Lean Manufacturing programs.

Senior Vice President, Regional Operations, National Linen Service 1998 to 1999 Ran $90MM operating region. Led all regions in profitability, profit improvement and growth. Six Sigma. Senior Vice President, Sales and Marketing, National Linen Service 1997 to 1998 Responsible for all sales and marketing activities. Increased sales force productivity by over 20%. Vice President, Business Development, National Linen Service 1996 to 1997 Responsible for restructuring, and process improvement. Divested non-performing plants, resulting in a $70 million gain and improved operating earnings.

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RICHARD W. LEBER

Chief Executive Officer, Equibase Company 1996

Lexington, Kentucky – 1994 to

Upgraded staff, renegotiated customer contracts, restructured finances, expanded product line and revenues.

Consultant, MCKinsey & Company, Inc.

Atlanta, Georgia – 1986 to 1994

More than 20 consulting engagements across diverse client, including software, telecom, utilities, manufacturing and media. Helped clients increase profits by more than $100 million. Developed clientele, negotiated engagements, managed engagement teams. Practice Leader in Media Industry, Corporate Finance and Strategy.

Summer Associate, Bain & Company

Boston, Massachusetts – 1985

Consultant to a large industrial manufacturer. Identified major cost reduction and operating improvements.

Project Manager, Systemhouse Inc./Ltd.

Various locations, U.S. and Canada – 1976 to 1984

Managed teams and developed commercial computer systems for a variety of clients. NON-PROFIT EXPERIENCE

Board Member/Chairman, Atlanta Community Food Bank

Atlanta, Georgia – 2000 to present

The Atlanta Community Food Bank distributes 25 million pounds of food annually to over 700 member agencies across North Georgia. Richard has held a number of roles with the Food Bank, including Treasurer, Vice Chairman and Chairman (2007-2009). He helped the Food Bank raise $11 million to build a state of the art distribution center. He led the effort to define a new 5-year Strategic Plan for the organization. As Chair, he helped the Food Bank win the Atlanta Community Foundation’s award for Management Excellence in 2008.

Board Member/Chairman, Georgia Shakespeare

Atlanta, Georgia – 2000 to 2007

Georgia Shakespeare is one of Atlanta’s leading theater companies and among the top classics-oriented theaters in the country. Richard helped Georgia Shakespeare to expand its programs, including driving the development of Shake at the Lake, an annual free public performance in Piedmont Park. He was also active in strategy development, operational planning and fund-raising. OTHER INFORMATION Education

MBA, Harvard Business School, 1986. First Year Honors. B. Mathematics, University of Waterloo (Canada), 1981. Dean's Honor List, all years.

Publications

“Managing for Shareholder Value - From Top to Bottom.” Harvard Business Review, November-December, 1989. Co-author with David L. Wenner.

Organizations

Member, Atlanta Web Entrepreneurs, 2006-present Director, U.S. Textile Rental Services Association, 2001-2002. Born October 29, 1958. Married with 2 children at college. Canadian citizen and U.S. permanent resident. Interests include running marathons, reading, movies and theater.

Personal

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RICHARD W. LEBER Representative Consulting Engagements Operational performance improvement – food products Developed internal performance benchmarks, assessed operations and management, and identified opportunities for performance improvement for a food manufacturer. Helped coordinate implementation and measure impact. Strategic plan – electronics Analyzed market segments, assessed trends and competition, and reviewed growth prospects and financial performance to create a strategic plan for a major diversified electronics manufacturer. Strategic plan - media Reviewed industry strategies and trends to develop a strategic plan for the cable division of a media company. Strategic plan – electronics Analyzed market segments, assessed trends and competition, and reviewed growth prospects and financial performance to create a strategic plan for a major diversified electronics manufacturer. Growth strategy – media Analyzed market segments, assessed trends and competition, and identified potential acquisition candidates as part of an entry strategy for new markets for a major media company. Software marketing strategy – computer manufacturer Conducted market research and segmentation analysis, performed competitive assessment and developed marketing strategies for systems and applications software. Strategic plan – electric utility Evaluated strategic outlook, regulatory environment, and operational benchmarks to develop a multi-year strategic plan for a major multi-state electric utility. Post-merger integration – electric utility Planned post-merger activities and led joint client/consultant teams to integrate two utility companies Operational performance improvement – electric utility Developed internal performance benchmarks, assess all operations, and identified opportunities for performance improvement for a major electric utility. Helped coordinate implementation of plans and measure impact. Strategic plan – electric utility Evaluated strategic outlook, regulatory environment, and operational benchmarks to develop a multi-year strategic plan for a major multi-state electric utility. Strategic plan - media Conducted a comprehensive strategic assessment of the outlook and economics of major media lines of business for a diversified media company, leading to a complete re-evaluation of the strategic priorities of the company. Operational improvement plan – pulp and paper Evaluated financial and operational performance of all local branch operations for one division of a major pulp and paper company, and created operational improvement plans for each branch. Post-merger integration – pulp and paper Planned post-merger activities and led joint client/consultant teams to integrate two major pulp and paper companies after a merger. Growth strategy – pulp and paper Identified and evaluated growth options, including potential acquisitions. Market growth strategy – construction materials Analyzed market trends, developed demand and pricing forecasts, assessed investment economics and developed implementation plans for a product line expansion and related plant investments. Investment analysis – pulp and paper Developed economic forecasts, pricing models and investment analyses to assess plant investments and develop a strategy for future investments. Marketing and customer strategy - retail Conducted extensive market research, segmentation and analysis of consumer purchasing patterns to develop a new marketing and customer service strategy for a major national pharmacy chain.

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