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BRIAN W. LABORDE - PAGE 1 OF 4
BRIAN W. LABORDE
MANUFACTURING EXECUTIVE – PRESIDENT
Leading “impossible” change in complex organizations
Dynamic leader who is equally adept at working on the business, as in the business, to drive competitive
manufacturing in the face of global markets. Lead
through constant, massive change in support of high-profile corporate initiatives. Combine technical,
analytical, strategic & tactical expertise with creativity, deep product development and manufacturing
understanding to unearth & launch improvements and
solutions. Deep manufacturing experience in various types of products and processes. Highly skilled in
IT/technologies with the ability to leverage them for process improvements.
Core competencies: Operations management
Utilizing technologies as an agent for change
Coordination and Communication with Team
Members
Financial analysis
Driving operational improvements utilizing:
o Lean
o Strategic Deployment o Six Sigma MBB
o Transactional process improvements Strong analytical and statistical capabilities
Integrity
Change-management
SELECTED ACHIEVEMENT HIGHLIGHTS Built Mexican rail car manufacturing operations and grew capacity from $180M to $.5B-$.75B, while meeting profit targets. Revamped quality processes and organizations in multiple roles though Root Cause / Countermeasure focus on key cost of
poor quality issues. Improvement ranging from 5% to 60%. Determined significant overhead drain and drove cost and process improvements through technology. Developed the
Single Data Model technology framework that would reduce overhead by 15%. Extensive experience in capital expansions. $20M+ in Mexico and $11M in Pennsylvania. Put safety first and created safety focus driving TIRR/DART rate improvements of up to 60%. Implemented multiple ERP systems greatly improving financial reporting accuracy. Refined methodology to determine
Estimate-To-Complete improving project and business forecasting capabilities. Utilized new technology to drive process and business improvements by focusing on actionable data and making systems work for the team.
Increased barge manufacturing capacity from $40M-$75M through Lean implementation in an engineered to order, one-off environment.
Achieved 30% average efficiency improvement in production areas making rail cars in the US plant. Developed and implemented improved forecasting and manning models improving the ability to predict production timing
accuracy from months to days through web based solutions.
PROFESSIONAL EXPERIENCE
VIGOR INDUSTRIES (Privately held, Private Equity) 2016-Present
Vigor is the leading provider of shipbuilding, complex fabrication and ship repair and conversion in the Pacific Northwest and Alaska.
Senior Vice President – Fabrication ($200M), Portland, OR
Operational leader for all fabrication in the greater Portland area with full P&L responsibility.
THE HIGH COMPANIES (Privately held) 2013 - 2016
The High Companies: A privately held company with both manufacturing and real-estate operations in the northeast.
President, High Steel Structures LLC ($225M), Lancaster, PA, 2013 – 2016
While acquiring and executing largest contract in business history, renovated front office systems to reduce waste, improve accuracy and lower overhead cost with an estimated 15% improvement.
High Steel manufactures very large and complex steel structures, primarily for the bridge industry. Managed full P&L for four plants in two locations in central Pennsylvania. Reporting to President & COO of High Industries.
BRIAN W. LABORDE - PAGE 2 OF 4
Led sales and marketing in the acquisition, signed contract, and execution of single largest project in
company’s history, $150M Tappan Zee Bridge. Included execution of $11M expansion of plant.
Drove implementation of Policy Deployment and Lean initiatives to engage and empower team to achieve
results. Implemented a comprehensive quality improvement program to reduce cost of poor quality, achieved 5%
reduction in COPQ / improved efficiency.
Championed safety improvement programs driving down TIRR and DART rates.
Drove overhead improvements with estimated 15% reduction through transactional lean and one piece flow in
the office processes along with Single Data Model technology in office systems to minimize waste. This framework resulted in a $5M High Industries corporate systems initiative.
President, High Structural Erectors LLC, Lancaster, PA, 2015 – 2016
High Structural Erectors is a spinoff company consolidating resources from two current operating units. Managed
full P&L for this startup. Reporting to President & COO of High Industries.
Consolidated resources and formed operational structure of new business.
THE GREENBRIER COMPANIES (NYSE:GBX gbrx.com) 2006 - 2013
Greenbrier: $1.2B multinational supplier of transportation equipment & services to railroad industry. Gunderson GIMSA: joint venture with Grupo Industrial Monclova fabricating rail cars in Mexico for the export market.
General Manager, Gunderson GIMSA ($400M), Monclova, MX, 2008 – March 2013
Grew from $180M-$400M, with projected growth to $.5B+, while meeting profit targets. After starting up tank car operations with $20M expansion, promoted to lead organization through major change.
Manage $400M P&L for 3 production lines building highly regulated rail tank cars and hopper cars. Lead 12 direct
staff/16 direct reports. Report to Greenbrier President Manufacturing Operations.
Risk management:
1st division to implement new ERP system. Dramatically improved financial accuracy, budgeting and Sarbanes-
Oxley compliance. Increased inventory accuracy to within 2% on cycle counting. 60% reduction in OSHA recordables in past 7 mos. by implementing comprehensive safety training program.
Worked with and negotiated contracts with government railroad for services.
Productivity, process & profit improvement:
366% production increase (from 6-28 cars/day): organic growth, plant turnaround, additional production lines.
33% reduction of payroll costs/hours per unit on lagging hopper line. Also negotiated supplier contracts.
Numerous process innovations including Lean [Kanban, Visual Management, Strategy Deployment - Key
Performance Indicators (SD-KPI’s)].
Human resources:
Directed HR as employee population grew from 400 to 2,000; personally hired 10 direct reports.
Trained and groomed a young management team, and developed managerial structure/strategic goals -
building leaders and a strong organization. Created and implemented performance appraisal and succession management tools and processes.
Led manufacturing floor through Visual Management and empowered to identify cost saving processes.
Maintain productive labor relations, with zero labor time lost due to union issues.
Quality assurance / customer satisfaction:
60% reduction in overall quality issues for very handmade, labor intensive products: realigned staff and
implemented automotive type, customer based, root cause countermeasure system (RCCM) quality program.
Routinely host successful customer visits and quality inspections of products and processes.
Played key role in rescuing mission-critical customer contract via stringent quality assurance.
Project Director & Production Manager, Gunderson GIMSA, Monclova, MX, 2007 - 2008
Directed $25M startup to manufacture tank cars as strategic new product that diversified Greenbrier’s portfolio. Delivered production start on schedule and on budget.
BRIAN W. LABORDE - PAGE 3 OF 4
Retrofitted empty buildings for this brownfield project. Directed acquisitions and operations with $25M expense and
capital budgets. Led production management, facility, personnel, schedule, etc. Used product-development tollgate process to overcome substantial regulatory and production hurdles, and ensure on time delivery.
Lean Consultant, Marine & Rail, Gunderson Portland, Portland, OR, 2006 - 2007
Drove barge manufacturer sales from $40M-$75M through Lean implementation. Achieved 30% average efficiency improvement in production areas making rail cars.
Through team engagement educated leadership in Lean principles for non-repetitive barge product, converting
skeptics to believers. Delivered challenging results in the face of adversity. [Retained by Greenbrier as a full time consultant (with advancement in subsequent roles on a consulting basis, full time, with a high degree of autonomy
and de facto employee status).]
DANAHER CORP (NYSE:DHR danaher.com) 2000 - 2006
$16.1B global science & technology leader that designs, manufactures & markets innovative products/services to professional, medical, industrial & commercial customers in Test & Measurement, Environmental, Dental, Life Sciences & Diagnostics, Industrial Technologies.
VP Engineering, Hennessy Ind. ($150M) Nashville, TN, 2003 - 2006
Redirected a languishing, strategic project to deliver a solution to Big 3 automotive that is now the largest part of the business. Delivered 166% more new products in 3 years than produced in prior 5 years, while reducing costs. Championed offshore engineering.
Led worldwide design of all new products in highly competitive market: electromechanical & electronic automotive service equipment, with sourcing from Europe and China. Managed multi-departmental budgets. Managed 15+
high level technical direct reports (product & mfg. engineers) in US, 12 engineers in India. Reported to President.
$20M (100%) increase in business in 10 mos. for Bada division via turnaround of project to deliver stainless
wheel weights. PPAP & Product Approval for Ford & GM in 10 mos.; adopted by Chrysler and Honda.
50% reduction of ECO backlog: implemented web driven process and integrated offshore resources.
Deployed product-development tollgate process generating:
25% improvement in product time to market: less than 1 year from concept to launch.
120% increase in product development in 2 years, development time cut 60%.
$2M savings in 9 months in cost reduction programs.
Collaborated with corporate president in due diligence of strategic acquisition.
Collaborated with sales on “sales funnel” Lean tool to identify, cultivate and acquire new business.
Director of Global Marketing / Director of Global Engineering Jacobs Chuck ($100M) Clemson, SC, 2000 - 2003
Recruited to speed time to market, driving 50% increase in products launched in 1st 18 months. Championed & optimized business-sustaining new product development. Created strategies that fostered customer trust and retention, increased revenue and positioned company for future growth.
Selected by new president in 2002 to leverage strong customer relationships in move from engineering to
marketing leadership driving VOC through engineering & marketing. Led strategic planning and product
management, with heavy customer interface. Reported to VP Sales.
As engineering leader, directed global design of all new products, with manufacturing and sales organizations in
China and UK. Led product lifecycle definition & positioning in strategic planning as well as budgeting. Managed 6-10 high level technical direct reports based in US and UK.
Engineering:
50% increase in products launched in 1st 18 months via product-development tollgate process.
Led development of multiple new product platforms with leading edge technologies and 10-15 new patents
that grew revenue and provided competitive advantage to safeguard market share.
Reduced costs on existing products including China sourcing of key components.
Implemented Six Sigma & Design for Six Sigma (DFSS) incl. base tool creation, training, enterprise deployment.
Marketing:
Created customer strategy and interfaced extensively with customers to align product strategies.
BRIAN W. LABORDE - PAGE 4 OF 4
Created marketing tollgate process that ensured product design & delivery per customer specifications.
Retained share in highly competitive market; launched new product platform that grew revenue 10%.
Played key role in long term strategic planning in highly forward-looking corporate culture.
GENERAL ELECTRIC COMPANY, Appliance Park, Louisville, KY 1998 - 2000
Design for Six Sigma Master Black Belt - e-Business, 1999 - 2000
Promoted to leverage engineering/development/IT expertise to support corporate global e-Business initiative. Product Data Management (PDM) manager leading implementation of multimillion-dollar international programs
delivering workflow globalization systems. Managed staff, budget, timing, design, delivery.
Used DFSS tools to define PDM specs for e-Business facilitating productivity in global boundaryless initiative.
Leveraged QFD and Work-Out sessions to drive customer focused solutions on PDM process definition (7 Big
Y's - 14 CTQ's). Developed & drove scope, timing and definition of PDM system through MGPD for maximum
impact on competitiveness by utilizing GE India Research Center. Worked with Corporate / CR&D on tough, successful PDM system negotiations with 3 vendors in boundaryless
landmark GE wide collaboration.
Involved with New Product Introduction (NPI) speed initiatives for time to market reductions: delivered
improved ECR system in PDM tool (Matrix-One’s eMatrix).
International Program Manager / Six Sigma Master Black Belt, 1998 - 1999
Recruited to support corporate initiative to improve product quality; assigned to range product line. Developed consumer driven product specifications and design. Developed analysis applications for service call rate.
Extensively trained in Six Sigma design, DFSS, DFR; flagged for expertise in Six Sigma and statistics.
Executed model NPI speed program, Warming Drawer for Free Standing Gas, in record time (4 months), within
budget, meeting all CTQ's. Mitigated liability and solved highly sensitive consumer issue with Pulte Homes using Six Sigma.
Developed and deployed park wide tools to find failures 4-8 weeks faster using Exponentially Weighted Moving
Average technique. Development nominated for Weibull Award.
Promoted to Six Sigma Master Black Belt. Helped speed new international product development.
EDUCATION / PROFESSIONAL DEVELOPMENT
MBA, University of Florida, 1998 (Emphasis in statistics in design and management, business systems)
MSME, University of Arizona, 1994 (Emphasis in composites and FEA)
BSME, Louisiana Tech University, 1989
Danaher & GE training:
Six Sigma Master Blackbelt DFSS 3P Transactional Process Improvement (TPI)
Product Road Development Value Stream Mapping (VSM)
Standard Work Voice of Customer (VOC) Policy Deployment / Strategy Deployment
Measurement Systems Analysis (MSA)
SMED
Danaher Materials Process Kanban Kaizen Change Management Trainer in all tools
