RICHARD W.

LEBER
1037 Swathmore Drive Cell: (404) 735-3173
Atlanta, Georgia 30327 Home: (404) 262-2984
E-mail: rleber@shortboardadvisors.com Fax: (404) 869-5188
LinkedIn: RichardLeBer

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 hands-
on 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.
• Helped execute spinoff of Acuity Brands from NSI, and helped review and select post-spinoff .
• Executed numerous acquisitions and alliances for NLS, to increase market share and customer penetration.
• Upgraded NLS senior management team, and upgrading key staff in Operations, Engineering, Sales and IT.
• Increased revenue retention to 92% and revitalized revenue growth.
• 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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Chief Executive Officer, Equibase Company Lexington, Kentucky – 1994 to

1996
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.
Personal 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.

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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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