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Supportive Partner
At Juna, we refuse to believe that a non-control shareholder should always remain passive. In fact, we think that the management teams of our portfolio companies should have access to the operating and financial expertise that our principals have built over decades, notably the 60 years of combined experience in the management techniques of GE. In partnership with management and our co-investors, we have sought to improve operations and profitability at our investments. Whether it is serving on boards or getting into the details of projects day-to-day on site, we enjoy working with engaged teams to deliver quantifiable results. After all, that's where, to use the cliché, the value gets created.

Case Studies
Operational Improvement Case Studies
INDUSTRY ISSUE SOLUTION RESULT
Personal Care Products Contract Manufacturing Automated production lines taking too long to changeover Lean process analysis, facilitation, and leadership 30% reduction in line changeover time
Metal casting Product quality and operational issues driving costs across multiple plants Delivered Six Sigma defect reduction training and managed improvement projects. 15 projects delivered $1mm in cost savings
Large fiberglass structure manufacturing Long product molding cycles impacting factory capacity Lean analysis to reduce cycle time 60%+ cycle reduction avoided cost of multimillion dollar mold acquisition and facility expansion
On line retail Spending profile for transmission of content not understood Developed analytics around spending to support supplier negotiations $10mm+ savings
Call Center operations Agent productivity Developed call listening analytics to drive productivity $500k+ savings
Personal care products logistics Shipping cost profiles for package delivery not known Developed shipping zone/weight analytics to support negotiations $1.6mm logistics cost savings
Direct Sales Sales commissions not recaptured when products returned Project planning and leadership $800k savings
Skin care and nutrition products No process to introduce new products Implemented “stem to stern” stage gate process, down to the operating procedure level Process in place for multiple product families
Food and beverage Production forecasting process relied exclusively on historical performance Developed and installed forward looking processes with predictive analytics Reduction in stock outs and excess inventory
INDUSTRY
Personal Care Products Contract Manufacturing
ISSUE
Automated production lines taking too long to changeover
SOLUTION
Lean process analysis, facilitation, and leadership
RESULT
30% reduction in line changeover time
INDUSTRY
Metal casting
ISSUE
Product quality and operational issues driving costs across multiple plants
SOLUTION
Delivered Six Sigma defect reduction training and managed improvement projects.
RESULT
15 projects delivered $1mm in cost savings
INDUSTRY
Large fiberglass structure manufacturing
ISSUE
Long product molding cycles impacting factory capacity
SOLUTION
Lean analysis to reduce cycle time
RESULT
%60+ cycle reduction avoided cost of multimillion dollar mold acquisition and facility expansion
INDUSTRY
On line retail
ISSUE
Spending profile for transmission of content not understood
SOLUTION
Developed analytics around spending to support supplier negotiations
RESULT
$10mm+ savings
INDUSTRY
Call Center operations
ISSUE
Agent productivity
SOLUTION
Developed call listening analytics to drive productivity
RESULT
$500k+ savings
INDUSTRY
Personal care products logistics
ISSUE
Shipping cost profiles for package delivery not known
SOLUTION
Developed shipping zone/weight analytics to support negotiations
RESULT
$1.6mm logistics cost savings
INDUSTRY
Direct Sales
ISSUE
Sales commissions not recaptured when products returned
SOLUTION
Project planning and leadership
RESULT
$800k savings

In addition to the above, the Juna team has a track record of establishing strong working relationships with Board teams, C-Level suite, and assimilating with operating leaders and their teams to become trusted members of business operating teams. We have provided advice on leadership team recruiting, business systems upgrades, operations budgets and initiatives, and organizational issues.
Bob Lobley
A 34 year GE veteran, Bob has led operational teams in manufacturing and technology, designed and implemented supplier quality and ISO9000 systems, implemented Lean/flow methodologies, developed information technology solutions, developed marketing plans, and led financial/business process audits.

Before joining the Juna team, Bob most recently supported GE Capital’s Equity team and was responsible to increasing portfolio value by facilitating portfolio company access to the GE network of suppliers, operating businesses, and process improvement methods.

A certified Master Black Belt, Bob worked with the Capital Equity team since late 2007, and helped portfolio businesses improve operations and financial performance, adding over $300MM in enterprise value for his clients. Bob started his career with GE through the Manufacturing Management Program. An alumnus of GE's Corporate Audit Staff, Bob has held operational, technology, quality, and commercial leadership roles at GE Aerospace, Industrial Systems, GE Financial Assurance, and GE Trading/Licensing. Over the course of his career, Bob has led operational teams in manufacturing and technology, designed and implemented supplier quality and ISO9000 systems, implemented Lean/flow methodologies, developed information technology solutions, developed marketing plans, and led financial/business process audits. Bob has also developed and delivered training modules associated with GE’s Lean, Six Sigma, CAP processes.

Bob holds an MBA from Binghamton University, and is a graduate of Manhattan College, where he earned a Bachelor's of Electrical Engineering.

Areas of Expertise:

Operations and Technology Leadership :
  • Six Sigma (certified MBB)
  • Lean, multigenerational product planning
  • Sourcing cost out
  • supplier quality improvement
  • ISO9000 implementation
  • Technology licensing
  • Intellectual property development
Process Improvement :
  • Manufacturing
  • Call centers
  • Warehouse operations
  • Certified GE MBB, GE WorkOut and CAP (change management) facilitation
Financial Audit :
  • Balance sheet verification
  • Environmental, health and safety, and compliance
Training Program Development and Delivery :
  • Lean
  • Change management
  • Six Sigma Black Belt training modules
  • GE Support Central community development
  • Workflow process implementation
  • Relational database design/implementation
  • MRP/ERP systems
Commercial/Business Development :
  • Market analysis
  • Business plan development