WAYNE GREENBERG

240 Saint Devon Crossing * Duluth, GA 30097

Tel: (678) 417-9766

VICE PRESIDENT / GENERAL MANAGER

Technology Operations Leader with a track record of delivering new products to m
arket on-time, at cost target, while yielding process and material cost reductio
ns over 25% with quality improvements exceeding 50% annually. Performance achiev
ed through deployment of JIT, TPS, Lean and Six Sigma principles in companies wi
th revenues ranging from small ($3m), to medium ($60m) to large ($263m to $1b),
including Nortel and Glenayre Technologies. Expertise includes assembling and le
ading world-class operations teams, significantly improving quality throughput a
nd customer deliveries, and streamlining inventory while reducing purchasing cos
ts. Proven skills at negotiating supply agreements and benchmarking practices t
o achieve process improvement. Successfully managed community relations and me
dia relations for two different companies and awarded the "Key to the City". W
on two awards similar to the Malcolm Baldrige Award (Lincoln Award and Canadian
Award for Business Excellence). Reputation for mentoring staff and developing hi
gh performance teams. BSEE, MSEE, P.Eng, MBA, PMP, MCP, MCTS, MCT.

Selected Operations Accomplishments:

* Leveraged lean manufacturing techniques to cut inventory turns from 155 days t
o 73 days, shear linear feet of product flow by 79%, and slash expediting costs
from $550,000 to $50,000 within 12 months of starting at Glenayre
* Reduced inventory liability for a leading telecom company by implementing a mu
lti-national factory consolidation initiative; converted $4 million in excess in
ventory to cash following consolidation with zero customer shipment oversights
* Conceptualized, developed and implemented world class operations to reduce inv
entories by 66%, increase on-time delivery up to 98%, and quality up by 300% thr
ough 5s, kaizen, quality metrics (6 sigma), SDWT, and supplier partnering
* Negotiated supply agreements achieving more than 25% cost reduction with 45% q
uality improvements within 3 months of starting at an early stage company. Late
r achieved 65% savings on custom materials through win-win negotiations.
* Recognized as the corporate leader (Nortel) for new product introduction proce
ss and benchmarking practices which led to key roles to deliver time-to-market (
down 64%) and profitability leadership (up 5 points in margin) (15% cost reducti
on/year)
* Delivered world class performing business units from organizations at risk (No
rtel & Glenayre) and won external awards for results by deploying continuous imp
rovement, training, mistake proofing, and effective communications.

PROFESSIONAL EXPERIENCE

College Professor and Corporate Trainer:

WNG SERVICES INC. 2009 to Present
* Corporate training: PMI PMP Exam Prep & Microsoft Project 2007
* Students achieving 98% 1st time pass rate on PMI exam that has more than 50% f
ail rate!
* Student evaluations rate Wayne as the best instructor they have ever had; rati
ngs average exceeds 95%.
* Curriculum development based on certification requirements
ITT TECHNICAL INSTITUTE, 2007 to Present
Technical post secondary education institution
Adjunct Instructor, Duluth, GA
* College level Electronics, Math, Accounting, PC technology
Program Chair, School of Electronics Technology, Kennesaw, GA
Provided leadership in implementing electronics curriculum with a focus on custo
mer (student) satisfaction
* Provided structure, support and organization for electronics labs, instructor
hiring, and general education courses
* Raised student satisfaction by 7% in first quarter of impact. Provided benchm
ark performance in support of Sales Reps measured by improved re-entry and rete
ntion metrics as well as testimonials

Executive Leadership:
CRAVEN MANAGEMENT CONSULTING, Atlanta, GA 2003 to Present
A consulting practice that organized to stimulate profitability through Operatio
ns Excellence & Product Innovation
Principal
Concentration in process areas of outsourcing, product design management, manufa
cturing efficiencies, inventory reduction, and supply chain management. Busines
s assessment performed for improvements and / or acquisition. Major projects in
cluded:

Interim Director of Product Management, Network Management Division, Ipswitch In

c
Recruited to implement Product & Program Management processes and deliver profit
able products to market
* Increased revenue by 15% year to date with an average 14% EBIT
* Delivered 6 product releases with 6 more ready for 2008 versus 2 completed in
2007 through functional deployment
* Established pricing strategies based on customer inputs and deployed with Sale
s team resulting in profitable launch
Interim Vice President Operations, ADTECH GLOBAL SOLUTIONS, Alpharetta, GA
Recruited to stimulate culture change and professionalize Operations for a syste
ms integration house
* Implemented team building: Introduced capacity planning, and material forecast
ing, yielding 20% inventory reduction. Partnered with Sales to enhance forecast
ing and planning BOM's by introduction Sales & Operations Planning
* Established daily production meeting to deliver on time shipments (from 10% to
83% in 4 months)
* Identified $750K E&O inventory and recouped over $230K for sales in 3 month

Interim Chief Operating Officer, IML CORP LLC, Marietta, GA

Design and manufacture loudspeaker systems for the military & emergency service
providers
Organize a fast growing early stage company in areas of finance, marketing, manu
facturing, materials management, engineering, order management, quality, IT, cus
tomer service, HR and administration.
* Immediately identified budget needs and production metrics, then implemented f
or quantitative quick gains. Implemented inventory management. Implemented org
anization structure of responsibilities by deploying value mapping.
* Structured Engineering activities for productivity and project completion. Re
solved priorities yielding custom solutions timely for customer needs. Defined
& implemented field failure investigation process using kaizen events.
* Introduced sales forecasting (S&OP) for material supply and budgeting. Resolv
ed constant shortages and introduced on time shipments without overtime (5S). A
chieved major cost reductions and improved supply lines through supplier partner
ing.
* Introduced financial management for warranty, scrap, (Lean) and marketing ince
ntives as well as defining chart of accounts required. Definition and selection
of ERP system to replace Quick Books and paper.
* Resolved and defined HR practices for payroll, attendance, performance improve
ment, and policies.
* Enabled 3 fold gains in revenue by preplanning production, material, and capac
ity, not previously done, by deploying TOC.
Interim Executive: Director of Engineering for OEM custom power supply company (
Tectrol Inc)
* Increased profitability by introducing quote guidelines. Drove Engineering re
venue up by marketing services with focus. Recovered delivery schedules and est
ablished process that delivered designs on time at cost target.
* Implemented a new product introduction process that teamed Design Engineering
with Sales and Manufacturing that achieved efficiencies in design and Manufactur
ing. (Stage-Gate Process)
Consultant, HVAC Distributor (Diversitech)
* Resolved stock out and supply chain issues through inventory management and in
troduced S&OP reviews
Consultant, Glenayre Electronics
* Created and led a cross-functional team to produce savings exceeding $500K, th
rough outsourcing strategy, analysis, and selection

NXTPHASE, INC., Vancouver, Canada / Winnipeg, Canada / Phoenix, AZ

2002 - 2003
Provider of fiber optic technology, optical transducers, relays and recorders fo
r the electric utility Transmission and Distribution industry.
Vice President, Engineering & Operations (Vancouver, Winnipeg, and Phoenix)
Recruited during company's transition from R&D to product development and produc
tion for expertise in: Product Development, Operations, Safety, Customer Service
, Quality, Information Systems, and New Product Introduction while effecting pro
duct and revenue growth. Led nine direct reports, 54 total employees and contrac
tors at three locations plus multiple EMS suppliers, with a $4 million annual bu
dget. Deployed total quality control & JIT to achieve:
* Developed contract manufacturer for 25% cost improvement and 45% quality impro
vement in first 3 months.
* Planned and implemented product line planning and new product launch processes
yielding high communication teams with timely deliverables
* Recognized supply chain issues and negotiated win-win solutions for 65% materi
al cost savings
* Implemented New Product Introduction methods for ROI based product management
and development launch
* Recruited 4 people from 4 previous locations by leveraging my personal reputat
ion as a creator of a high performance fun environment
GLENAYRE TECHNOLOGIES, INC., Atlanta, GA / Quincy, IL
1996 - 2001
Leading designer and manufacturer of paging and voice messaging infrastructure f
or telecommunication service providers in the US, Canada, and 52 countries world
wide.
Vice President, Strategic Projects (2000 - 2001) Atlanta
Appointed and promoted to plan and launch a highly lucrative new product line.
Responsibilities included R&D, product management, program management, Applicati
ons Engineering customer service, and supply chain management. Supervised a dire
ct staff of 79 with an annual budget of $18 million and additional matrixed staf
f.
* Developed and sold the new platform architecture business case, assembled the
total business team, and lead the planning and development
* Introduced structured processes for new product introductions to reduce time-t
o-market
* Matrix managed total business organizations to deliver beta trial to the custo
mer's delight
* Sheared time-to-market by 64%, from 3 years to 13 months through product intro
duction process & project management
* Negotiated software licenses ($2MM savings), offshore software development con
tracts, and new supply contracts to reduce costs; successfully negotiated a 12%
reduction in supplier pricing

Vice President, Operations, Quincy, 1999 - 2000

Promoted to run global operations with responsibility for Order Management, Prod
uction, Engineering, Supply Management, Planning, Logistics, Facilities, and Qui
ncy community & media relations. Supervised five direct reports, 500 total staf
f and a $150 million annual budget
* Reduced inventory liability by implementing a multi-national factory consolida
tion initiative; converted $4 million in excess inventory to cash following cons
olidation with zero customer shipment oversights
* Conceptualized and implemented a new shipping logistics methodology to reduce
costs; cut global shipping costs 10%
* Presented with the Key to the City of Quincy for business leadership and commu
nity relations
* Implemented Lean Six Sigma, achieved results below, and received the Illinois
Lincoln Award for Business Excellence

Vice President / General Manager, RF Products & Wireless Messaging Group, Quincy
1998 - 1999
Promoted to increase profitability in a declining market. Responsible for Opera
tions, Customer Service, Product Management, R & D, Human Resources, Information
Systems, community / media relations, and Finance. Led a total staff of 525, c
ontrolled a $160 million annual budget with $263 million in revenue
* Executed a product management reengineering initiative to increase margins and
market intelligence; improved profit margin 5 percentage points through portfol
io rationalization
* Reorganized R & D through value analysis and setting priorities to ensure tim
ely, cost-effective and viable product launches
* Dramatically reduced factory cycle time from 6 weeks to 3 days and increased o
n-time delivery rate from 85% to 95% by deploying short cycle manufacturing, poi
nt of use stocking, 5S, and continuous improvements with reduction of variations
* Led the RF Business through merger & acquisition activity as the target entity
* Sheared quality defects 71% by implementing six sigma principles and communica
tion processes
Vice President, Manufacturing, Quincy, IL 1996 - 1998
Recruited to develop poor performing RF factory, and turnaround quality, cost, a
nd service. Oversaw seven direct reports (materials, production, service, engin
eering, facilities, training), 425 total staff, and a $120 million annual budget
while engaging in community and media relations. Instituted process improvemen
ts to reduce floor space, time, handling and costs.
* Implemented a company wide Oracle ERP system to improve efficiency
* Established supply chain partnering and matured procurement from traditional t
o world class, introduced S&OP methods
* Reduced inventory from $52 million to $27 million in one year; eliminated 49%
of production associated storage space, and eliminated production stopping short
ages by introducing 5S, SMED, Poke-yoke, kanban pull systems, team development
* Leveraged lean manufacturing techniques to cut inventory turns from 155 days t
o 73 days, shear linear feet of product flow 79%, and slash expediting costs fro
m $550,000 to $50,000 in the span of the first twelve months utilizing Kaizen ev
ents
* Trimmed product shipping lead time 37% in 8 months through planning methods wi
th Sales & suppliers
* Reduced costs of the Quincy site by $4 million, surpassing expected target by
33% utilizing value engineering concepts
* Enhanced outsourcing of non proprietary activities generating speed and saving
s in manufacturing
NORTHERN TELECOM LTD. (NORTEL), Toronto, ON / Calgary, AB 1980 - 1996
Top 5 worldwide telecommunications equipment designer and manufacturer
11 performance based promotions. Career experience included multi-site, multi-n
ational manufacturing (supply chain management, production, manufacturing engine
ering, customer service, Quality, EH&S, and community relations), supplier partn
ering & negotiations, business process reengineering, best practices, new produc
t introduction, corporate Quality, strategic planning, account management, and c
omponent engineering Oversaw up to 550 total staff with an annual budget up to
$280 million.
* Conceptualized, developed and implemented world class operations to reduce inv
entories by 66%, increase on-time delivery up to 98%, and quality by 300% throug
h JIT and TQC methods
* Led improvements to self directed work teams to achieve 30% improvement in pro
duction efficiencies, in employee satisfaction, and in delivery performance (98%
) by deploying kanban, bar coding, point of use stocking, daily deliveries, and
value mapping
* Utilized supplier partnering to exceed 15% cost reduction annually, 100% deliv
ery, and guaranteed supply in allocation
* Set up remote satellite factories, and managed factory migrations with improve
d customer service and employee satisfaction by setting metrics, expectations, d
eveloping teamwork, and utilizing effective honest communications
* Led the New Product Introduction of a new architecture for Integrated Service
Peripherals. Drove the business case development across four sites and made the
key recommendation to change the program completely.
* Drove new product yields to 95% from 80% by facilitating concurrent design and
manufacturing (Kaizen).
* Launched a five year strategic manufacturing initiative while successfully tur
ning around inter-company account management
* Reduced inventory from 65 to 22 days, improved service to 99%, and reduced cyc
le time by 80%, using JIT and teamwork
* Teamed with Engineering, Operations, Marketing, and Product Management to deli
ver $63 MM in annual savings against a $46 MM target on a $765 MM sales business
- 8% margin improvement!
Director, Manufacturing/Supply Chain, Norstar Business Unit, Calgary 1995 - 1
996
Director of Quality, Marketing Operations Customer Satisfaction 1994 - 1995
Director of Order Capture Process, Switching 1993 - 1994
Director of Operations Research, Public Networks 1991 - 1993
Director of Product Cost & Business Process, Switching 1989 - 1991
Director of New Product Introduction, Switching 1988 - 1989
Director of Quality Assurance & Product Safety, NTC Headquarters 1987 - 1988
Intercompany Account Executive, Switching 1986 - 1987
Manufacturing Module Manager, Switching 1985 - 1986
Manager of Component Engineering, Switching 1982 - 1985

EDUCATION
Masters of Business Administration
Rotman School of Management (Canada's Wharton), University of Toronto
Masters of Applied Science, Electrical Engineering
University of Toronto
Bachelors of Applied Science, Electrical Engineering
University of British Columbia
Certifications
Certified Agile Scrum Master, Microsoft Certified Professional, MCTS, Microsoft
Certified Trainer, PMP

PROFESSIONAL AFFILIATIONS
Board of Directors member of multiple non-profit and charitable organizations
Invited by special invitation from the Canadian government to the Prosperity Ini
tiative Quality Consortium
Association of Professional Engineers of Ontario Kettering Executive Network
Microsoft Certified Trainer Atlanta Telecom Professionals
Project Management Institute (PMI), PMP Wireless Technology Forum
FORMER AFFILIATIONS OF NOTE
The Strategic Leadership Forum (formerly The Planning Forum)
Society for Competitive Intelligence Professionals
IEEE
Board of Directors, Quincy Chamber of Commerce
Board of Directors, Calgary Corporate Challenge
Board of Directors, Junior Achievement of Peel (Toronto)
SIGNIFICANT AWARDS
"Key to the City of Quincy", presented by the Mayor, for business leadership and
community relations 2000
Illinois, Lincoln Award for Excellence - State business excellence award 200
0
Canadian Award for Business Excellence, Digital Switching Division, Nortel 19
91
Wayne N. Greenberg