1. Justin E. Janaro
3 Elm Street
Essex Junction, VT 05452
(802) 238-5992
jjanaro@yahoo.com
OBJECTIVE: Seeking to combine professional experience in people management, project management,
business operations and information systems in a career that will challenge my leadership,
communication and technical skills while contributing to overall success and company growth.
BUSINESS SKILLS: Ÿ Demonstrated Team Leadership & Collaboration
Ÿ Project Management
Ÿ Strong Analytical Skills
Ÿ Communication (oral/written)
Ÿ Negotiation
EXPERIENCE IBM
1000 River Road, Essex Junction, VT 05452
10/12 - Present
9/09 – 10/12
Materials Manager
• Support manufacturing sites with spare parts (Burlington, VT, East Fishkill and Albany, NY)
o Manage teams in Vermont, New York and Guadalajara Mexico that plan 150,000
part numbers using MRP and procurement systems
o Responsibility for 15 reports (4 in VT, 7 in NY, 4 in Mexico). Responsibilities
include achieving department metrics, delivering employee evaluations, executing
tactical and strategic business needs, motivating employees in a contracting
business environment
o Participated on the leadership team that built the Mexico team to expand our
support into a low cost growth geography with demonstrated success
• Manage special projects
o Project managed an initiative to consolidate our supply base across procurement
teams in Vermont, New York, Mexico and Canada. Managed cross functionally
with influence to achieve objectives (reduce direct supply base from ~1800
suppliers to ~200 in order to strategically utilize procurement resources in a
contracting environment)
o Participated in special sizings for business opportunities, identified as “go to guy”
for critical operations and engagement with outside entity
o Developed business processes to assist manufacturing outsource partners
• Problem solving
o Interfacing with internal clients, external customers, management and executives to
drive business issues to resolution and implement corrective actions, often
involving cross functional engagement and leadership
o Interpreting data, providing analytics and recommendations that are essential to
business operations, often presenting to business executives
Operations Lead for Brand Vice President
• Act as principal liason with brand executives, cross functional managers and stakeholders (ie
– marketing, sales, manufacturing, etc) to provide operational status to brand VP
o Involves daily interaction with executives and closing executive demands
o Clearly prioritizing objectives, defining their scope and deliverables, managing their
cross functional teams
• Chair weekly Brand Operations meeting
o Identify tasks and checklists to successfully complete on agreed, or often
accelerated, deadlines
o Facilitate team deliverables for Operations reviews with General Manager
• Facilitate quarterly 5 year planning process
6/14/2015

2. 10/07 – 9/09
8/06 – 10/07
o Drive schedule across stakeholders (sales, brand, manufacturing, finance)
o Clearly identify task dependencies, critical paths, and required resources to ensure
smooth execution
o Present strategic revenue plan to executives
• Coordinate executive interlocks to ensure operational issues are resolved
o Provide leadership to resolve/execute/report back
o Manage across the enterprise teams
• Engage in special projects as required
o Example: “Smart Silicon” ramp up into a contributing business (ie - $600M in
potential revenue through 2020)
o Transforming the spring strategy and fall planning process into a quarterly strategic
outlook of revenue / fab loading / GP out 5 years
• Contribute to quarterly VP and GM “All Hands” materials presented to employees as a “state
of the business”
• Generate executive presentations “on demand” for clients, internal needs, etc.
• Facilitate required executive interlocks among the executive team
Brand Operations Strategy Lead
Ÿ Lead Spring Strategy / Fall Plan for IBM Brands
Ÿ Collaborate across Executive teams (Sales/Manufacturing/SupplyChain/Finance) to
implement 5 year strategy outlook (~$2B Revenue)
Ÿ Analyze product offerings, quantify demand, ensure adequate supply by engaging
Supply planning team (200mm/300mm Fab’s and outsource partners)
Ÿ Interlock and Present Strategy metrics and status to IBM Executives
Ÿ Lead Business Executives to work toward business and corporate objectives
Production Start Tracking
Ÿ Report status of deals converting from design win to production
Ÿ 2008 Tactical Plan $151M, 2009 Plan $174M
Ÿ Engage cross functional teams to ensure end to end tracking
Ÿ Report weekly in operations reviews
Ÿ Report monthly in executive leadership review
Services Operations Lead
Ÿ Report P&L for IBM Services Business (ASIC’s, Foundry, Standard Products)
Ÿ Developed Business model for tracking & reporting Revenue/Expense/Gross Profit
Ÿ Model was first of a kind to track at project level (bottoms up approach to forecasting)
Ÿ Collaborated across sales and expense areas to understand full P&L impact
Ÿ Advocate for deploying SAP Project Systems in parallel with SAP Ledger
Ÿ Report Services GP to Management and Finance
10/03– 8/06 Operations Team Lead – Logistics
Ÿ Production Support for SAP Purchasing (Responsible for ensuring business requirements
executed properly across multiple systems – Xelus Planning Engine, Legacy Inventory /
Warehousing Systems, Financial Ledger - as well as end user support)
Ÿ Responsible for daily MRO/Spares material/logistics processes Provide customer interface
for daily operations (main customer is manufacturing)
Ÿ Organize/provide leadership for 8 colleagues
Ÿ Team Lead for spare parts logistics/inventory
Ÿ Analyze business needs/requirements and establish ‘best practices’ to ensure serviceability
Ÿ Provide daily/monthly metrics to management
Ÿ Responsible for ensuring systems support daily operations (interface with systems architects,
programmers, business area team leads)
6/14/2015

3. Ÿ Provide operational support/leadership worldwide for BTV/EFK/POK/India Ops Ctr
5/02 – 10/03
Business/Systems Analyst - Team Lead for SAP Deployment (Purchasing Module)
Responsible for integration of MRO/Spares material/logistics process into an ERP infrastructure,
achieve division savings of $6m (2002-2003).
Deployment in US North East Region and India
Supported start up of procurement operations center in India
Ÿ Business Process Re-Engineering Lead:
-Lead defining strategic direction
-Business and functional requirements gathering
-Process Documentation/quality assurance
-Facilitate cross-site/cross-functional communication
(planning/procurement/finance/warehousing)
-Facilitate cross-site/cross-functional training
Ÿ Systems Re-Engineering Lead:
-Lead defining strategic architecture
-Xelus/SAP Integration/data mapping/testing
-Database Design/testing
-Ensure design integrity through ASCA audit
-Planning for SAP IM/WM deployment
-Phase out of legacy systems
-Facilitate cross-site/cross-functional communication & training
Ÿ Provide metrics/measurements to upper management
6/99 - 5/02 Procurement Professional – Capital Equipment
Ÿ Purchase Front End of Line Metrology Equipment/Back End of Line Test Equipment
Ÿ Negotiate Worldwide Contracts with Suppliers (currently negotiating for 300mm)
Ÿ Leverage opportunities to gain competitive advantage
Ÿ Secure best deals for IBM over equipment life cycle (5 years)
Ÿ Savings of $25m since 6/99
Ÿ 1999 - 2002 spend - $170m
Ÿ Engage suppliers in competitive equipment evaluations/competitive supplier selection
-Coordinate through cross functional Focus Teams
Ÿ Responsible for worldwide negotiations (US, Canada, Ireland, Singapore)
Ÿ Direct Report into Strategic Equipment Council
Ÿ Actively engaged suppliers in EDI business relationships
Ÿ Department Web Master
8/98-5/99 Internet Consulting Group (ICG)
Clarkson University - Potsdam, NY
Business Manager of student run organization
Ÿ Doubled annual revenue
Ÿ Coordinate technical and commercial business operations
Ÿ Market e-Business solutions to clients
Ÿ Responsible for 12-15 employees
Ÿ Coordinated technical and business teams to meet project deadlines
Projects included:
-Dynamic web site creation for local and state organizations
-Providing education services through on-site training and community workshops (Microsoft and
Cold Fusion apps.)
6/14/2015

4. -Partnered with local ISP to provide internet solutions/opportunities for community
6/96 - 8/98 Digital Equipment Corporation / Compaq
200 Forest Street, Marlboro, MA 01752
Buyer / Demand Planner
Ÿ Procure material to support worldwide manufacturing
Ÿ Forecast worldwide PC and Server build
Ÿ Assist in managing worldwide EOL inventory
EDUCATION:
SPRING 2013
SPRING 2007
IBM manager training
Champlain College
Burlington, VT
Financial Accounting (refresher course)
4/2005 Leading@IBM Manager Candidate Training
8/98 - 5/99 Clarkson University
Potsdam, NY
Master’s Degree
Ÿ Management Information Systems
Areas of Study include:
-Project - Implementing SAP into business curriculum
- Database Management (Oracle/MS Access)
- Visual Basic Applications Programming
- Networking (Novell/WIN NT)
8/92 - 5/96 Clarkson University
Potsdam, NY
Bachelor’s Degree
Ÿ Manufacturing Management
Areas of study include:
- Materials Management
- Business Strategy
- Operations Production Management
TECHNICAL SKILLS: Ÿ Brio
Ÿ Lotus/Microsoft Applications
Ÿ DOS/UNIX/Legacy systems
Ÿ Web design
Ÿ SAP R/3
Ÿ Oracle/DB2
Ÿ Xelus Planning
ACHIEVEMENTS: • 2012-present Established global team in Guadalajara Mexico to support IBMUS operations
• 2011-present Coach Coordinator & Coach, Essex United Soccer Club
• 2010 President & Coach, Essex United Soccer Club
• 2007-2009 Vice President & Coach, Essex United Soccer Club
• 2005-2012 Youth hockey coach, Essex Youth Hockey and Glades
• 10/2008 Completed Module 2 Mini MBA @ IBM
• 10/2007 Completed Module 1 IBM Mini MBA @ IBM
6/14/2015

5. • 4/2005 completed Leading@IBM manager candidate training
• 11/2004 enrolled in LEADing@IBM enterprise-wide learning continuum for developing
leaders
• 2/2000 received CTOP teamwork recognition
• Cash awards for contributing to overall division savings
• Team recognition for negotiating commercial terms of strategic vendor contracts
• Management recognition of critical skills through granting of stock options
• Various informal awards for meeting project milestones
REFERENCES: Available upon request
6/14/2015

6. • 4/2005 completed Leading@IBM manager candidate training
• 11/2004 enrolled in LEADing@IBM enterprise-wide learning continuum for developing
leaders
• 2/2000 received CTOP teamwork recognition
• Cash awards for contributing to overall division savings
• Team recognition for negotiating commercial terms of strategic vendor contracts
• Management recognition of critical skills through granting of stock options
• Various informal awards for meeting project milestones
REFERENCES: Available upon request
6/14/2015