Jeff Plante

Mansfield, Massachusetts
Cell: (508) 212-6700
Email: jeff.plante1@mac.com

EXECUTIVE SUMMARY
Operating and Board level executive with a proven record of success and demonstrated leadership in strategic
planning, and execution to expand the business and create shareholder value for both centralized and globally
distributed organizations. Results-oriented leader with a history of delivering significant financial performance
improvements through leadership accountability, customer focused culture, new product creation, and metric
driven operational excellence. Experience growing a wide spectrum of businesses, from an entrepreneurial
middle market sized company to large-scale business units inside of publicly traded companies, with annual
revenue ranges, which have spanned from $8M to $129M.

PROFESSIONAL EXPERIENCE
Executive Vice President, Board of Directors
2010 Present
PTB Sales Azusa, California
Elected to Board of Directors of a privately held, middle market equipment services company to assist the President and
ownership to develop and grow the company. Provides advisory services to Ownership and Board to develop the longrange strategic plan to differentiate the company in the market. Perform in an operating role to facilitate creation of
Annual Operating Plans and lead the organization to accomplish those plans, meeting or exceeding objectives. As a
change agent for the company, drive the culture change of the organization to one focused on achievement,
accountability and customer satisfaction.

Implemented formal Board of Directors agenda to drive long term growth strategy and related investment decision
making, resulting in creation of a State of the Art remanufacturing facility for the main core product line, almost
doubling sales in four years.

Introduced a structured Annual Operating Plan accountability system and drove culture change to focus on
achievement resulting in annual revenue run rate growth from ~$8M to ~$12M and profit growth from $1.8M to
$2.5M in just two years.

Professionalized the marketing and sales team and activities resulting in growth of market share with over a
dozen large key accounts, delivering growth of revenue from key accounts of over 95% in two and a half years.

Drove company culture focused on customer satisfaction, quality and service levels, resulting in greatly improved
first pass yield, demonstrative warranty returns percentage reduction and key customer engagement programs
leading to consistent additional 8% to 12% incremental sales on an annual basis.

Developed several new strategic partnerships, expanding both horizontal and vertical integration of products
served and services offered and greatly enhancing both the companys brand in the market and ability to gain
incremental market share.

Founder
Synergetiq Mansfield, Massachusetts
Management Consulting Firm:

2008 Present

Middle-Market Vacuum Equipment Refurbishment Company: Advised the Ownership and Management to
Professionalize and grow the company. Drove Customer Focused Culture Change, development of a Strategic
Plan, and creation of Annual Operating Plan accountability system resulting in significant operational, engineering
and financial improvements. Revenue run rate growth of 46% and profit growth of 35% over a two-year period.

Publicly Traded Instrumentation Company: Advised the Executive Management Team of an $800M annual
revenue company, performing crisp in-depth analysis of the companys Global Service Business resulting in
several business development Strategic Initiatives, Operational Efficiency Improvements and Organizational
Changes oriented on creating a higher return from greatly enhanced value propositions for customers.

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Jeff Plante

Middle-Market Electronics Repair Services Company: Guided the Ownership through Corporate Vision and
Strategy Development, thorough Market Analysis, detailed Product Roadmap Development and definition of
Annual Operating Plan accountability system resulting in market leading Service Delivery via improved Operating
Efficiency, Penetration of New Markets and quicker Product Development Cycle Times.

High Tech Vacuum Pump Equipment Manufacturer: Advised Executive Management of a $200M Service
Business, performing a comprehensive Global Service Market Assessment, improved Product Development
Roadmap and Operational Strategy Transformation. Provided an extensive multi-faceted plan to create and
deliver differentiated Service Products, resulting in a ~50% revenue increase over a 3-year period.

President, Legacy Support Group

2013
US Technologies Fair Lawn, New Jersey
Recruited by Private Investment firm to grow commercial segment of a middle market niche engineering and repair
services company and establish professional operating methodologies. Responsible to lead company in formation of a
Strategic Plan, Annual Operating Plan and culture change to facilitate long-term growth of the company.

Established, staffed and led an Automation Remanufacturing facility located in Marlboro, MA to professionalize
repair operations serving the semiconductor and related industries automation equipment, resulting in almost
double unit volume in second half of 2013 compared to first half of the year.

Implemented an Annual Operating Plan accountability system and initiated Strategic Plan creation.

Drove accountability and customer focused culture within the commercial segment of the business leading to
recovering three strategic customers from extreme dissatisfaction and declining business to significant
satisfaction increases and increased product qualification and business growth.

Senior Vice President and General Manager

2005 2008
Brooks Automation Chelmsford, Massachusetts
Selected as the General Manager of the former Helix and Brooks joint Customer Support Business Unit following Brooks
acquisition of Helix. Responsible to integrate the two organizations, totaling approximately 500 employees, carve out
multiple related activities and incorporate them in forming a separate business unit and to implement a mature customer
service business model as part of the integration. Corporate responsibility to marshal culture change within Brooks to a
customer focused culture and to drive corporate initiatives to restore Brooks customer service reputation. Financial
responsibility for a $129M P&L and $60M in assets.

Integrated and built a centralized and distributed marketing organization, increased focus from sales
management, and introduced several new service products shifting commerce from transactional to relationship
oriented, produced 2005 to 2007 revenue growth from $98M to $129M. This was primarily driven by solutions
based commerce with 23% growth in service agreements and 38% growth in factory automation upgrade
packages.

By increasing operational efficiency increased gross margins from 25% to 29%, netting $36M in 2007 compared
to $25M in 2005:
o Maintaining direct material and variable labor cost percentages flat
o Consolidating hardstand facilities, reducing facilities cost by 35%
o Decentralizing logistics and focused regional accountability increasing net turns from <2 to 3.4
o Increased field labor absorption to >75% direct funded, 8% cost reduction on a 23% contract increase

Trimmed fixed costs with a more focused marketing and sales accountability and directed engineering activities
leading to increased contributed profit from 11% to 18%, growing from just over $10M in 2005 to almost $23M in
2007.

Instilled a leadership focus on operational excellence, defined policies and processes and forced investment in
capabilities leading to demonstrative improvements in service delivery:
o Technical calls resolved in 59 minutes or less improved from 6% to 68%
o Containment and resolution of technical problems by the local teams rose from <40% to 90%
o Hard down resolution time was slashed by 2/3
o Repair Cycle time reduced from an average of 14 weeks to 3.5 weeks

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Jeff Plante
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International order transactions reduced from 4 days to same day

Order fulfillment percentage increased from 78% to 88%
Global spares service level for same day ship increased from 20% to 87%

Drove accountability, organizational structure and customer focused culture within the business unit leading to
transitioning over a dozen strategic customers from extreme dissatisfaction and low or no business to dramatic
satisfaction increases and both significant share and/or contract gains for the company.

Vice President and General Manager

2002 2005
Helix Technology Mansfield, Massachusetts
Restructured and led the companys customer support activities into a stand-alone business unit with 190 employees
globally. Operational responsibility for support of installed base of over 50,000 vacuum components, including field based
technical support, repair operations, global logistics management and distribution, applications support, call center
technical support, inside sales, and e-diagnostics. Financial responsibility for a $50M P&L, $20M in assets.

Implemented a proactive relationship oriented and solutions based business model, changing the break-fix
mentality of the companys service delivery to a business growth engine, increasing the service percentage of
overall company revenue from <25% to almost 40%.

Changed and enhanced the nature of our customer relationships by creating the companys TrueBlue Service
Agreement products, achieving accelerated growth to just short of 100 agreements prior to the companys
acquisition.

Drove organizational focus on customer satisfaction, responsiveness, and on solving customer problems, service
revenue grew from $33M in 2002 to just under $50M for 2005.

Modified logistics distribution to be based on market and customer current needs, netting an increase in order
fulfillment percentage from under 80% to a sustained 98.5%, turns increase from 2.2 to 3.4, and international
inventory reduction of approximately 35% from 2002 to 2005.

Streamlined the organization in terms of hard stand and human infrastructure, netting a contribution margin
increase from break even in Q2, 2002 to 38% in Q3, 2005.

Created and implemented the companys first escalation policy for customer technical issues, focusing on cycle
time reduction and capability close to the customer.

Initiated a partnership strategy to become the certified service provider on other companys components as part of
an overall growth strategy, ended 2005 with seven such contracts in place .

Senior Director and General Manager

2000 2002
Lam Research Fremont, California
Created, and led the companys service labor business unit by integrating regional matrix operations of over 1000
employees and over 100 headquarters employees. Operational responsibility for an installed base of over 9000 modules
to include labor operations, product marketing, technical support, engineering change management and knowledge
management. Financial responsibility for a $64M P&L and $10M in assets.
Other Position: Director, Customer Productivity Operations
Field Operations Manager
1996 2000
Applied Materials Santa Clara, California
Grew and developed a product unit technical support organization from 16 to 35 employees. Operational responsibility for
product support to include global on site technical support, installation and qualification, new product introduction,
continuous improvement programs, documentation and web based support. Financial responsibility for accounts
receivable, installation and warranty reserves, and an annual budget of $7M.
Other Positions: Engineering Manager, Total Product Support Manager

Jeff Plante

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MILITARY

Battery Commander
1987 1996
th
th
United States Army 9 ID (MTZ), Fort Lewis, Washington 25 ID (L) Schofield Barracks, Hawaii
As a commissioned officer, held key leadership positions in tactical units with ever increasing roles of responsibility in
scale and scope, culminating as the commander of a 100-soldier Battery with rapid response worldwide tactical
deployment responsibility. Led units, which consistently outperformed expected standards in tactical and training
execution. Almost all of the nine years served were in line leadership positions, with very little staff time. Airborne,
Pathfinder and Ranger Qualified. Graduate of the Officers Basic, Officers Advanced Course and the Combined Armed
Services Staff School. Departed at the rank of Captain.
Other Positions: Assistant Operations Officer, Instructor, Liaison Officer, Executive Officer, Platoon Leader

EDUCATION

Executive Certificate, Corporate Strategy, 2007, MIT Sloan School of Management, Cambridge, MA
MBA, Finance and Entrepreneurship, 2001, Santa Clara University, Santa Clara, CA
BS, Mechanical Engineering, 1987, US Military Academy, West Point, NY

OTHER

Member of Board of Directors, Treasurer, Vice President and then President of the Association of Vacuum
Equipment Manufacturers International, 2005 - 2008
Member of the Association for Services Management International, 2001 - 2008
Leadership Mentor for Womens Unlimited, 2007 - 2008
Hold two US patents for liquid flow calibration methods