Bob Drapeau

• Introduced automation technologies—including AGVs and smart racking systems—across apparel, footwear, and bag factories to streamline movement and workflow. Supported these efforts with targeted deskill/reskill training to ensure workforce adoption and promote a culture of continuous improvement. • Delivered on-site technical presentations and proof-of-concept demos to OEM and brand stakeholders, securing leadership buy-in and aligning cross-functional teams around sourcing, logistics, and delivery integration. • Acted as Southeast Asia lead for Smart-Loop, launching the initiative with key partners such as Fashion Garments (FGL). Led strategic communication, centralized planning, and phased MES/WMS integration to align factory and warehouse goals while minimizing disruption through zone-based rollout.

• Led a strategic warehouse transformation during COVID, ensuring uninterrupted shipments while transitioning to a new 3PL partner in Hong Kong; implemented barcode tracking and improved visibility to align logistics KPIs with production and delivery goals. • Advised on Utmospheric® innovative membrane construction, water-proof booties, eliminating seams and tape sealing process. Recommending SOP and best practice to integrate into footwear factories.

• Accountable for office budget, factory financial management, and a staff of 12 for WOFE Dongguan office. • Managed all fast fashion footwear sourcing & manufacturing, established SOPs, KPIs, focused on optimizing cost efficiency, and reducing supplier lead times, improved deliveries and reduced defects.

• Proposed workforce reorganization across China, Vietnam, and Indonesia, including automation of Vietnam’s manufacturing and warehouse operations to boost efficiency. • Partnered with factory leadership to identify bottlenecks and implement sustainable, site-specific process improvements. Set up Open Cell Foam insole production for major performance footwear brand. • Applied Lean principles—7 Wastes, 5S, Mura, Muda, and Muri—to improve productivity, reduce waste, and balance workflows.

• Project lead for MBT’s first-ever performance running collection, managing product development, fit testing, tooling, and commercialization through all stages (T1–T4). • Authored the MBT Commercialization Manual, creating a framework for teardown reviews, size trials, and pre- production validation. • Engineered pivot strike midsole geometry, 3-zone sensor cushioning, and midfoot strike functionality, combining biomechanical insight with innovative design. • Partnered with BASF on high-rebound PU/EVA and integrated the rocker bottom platform for running.

• Established the company’s first Representative office in China, creating sourcing strategy, implementing new processes, KPI’s, process calendars, re-aligned roles, and responsibilities. Led a team of 12 staff. • Drove the sourcing and development of entire footwear and insole collections, integrating comfort into various footwear categories from casual to podiatric/medical footwear. • Developed sourcing strategies for branded performance insoles, integrated the QVC working model into our team and factory base to streamline a rapid response culture.

• Point person for design communication with Italy, development, and execution of Fila designs for the China, Hong Kong, and Macau markets served, then integrated into Belle factories for production.

• Standardized processes across OEM partners, focusing on lean and continuous improvements. • Assisted in product transfer to Vietnam and helped implement new working agreements post-Payless • acquisition and re-organization.

• Led Men’s and Women’s casual, athletic footwear categories navigating timelines, costing targets, prototypes and sale samples on time delivery, product integrity assured before handover to production. • Commercialized the first stitch-less Gore-Tex waterproof outdoor performance shoe. • Line builder for company first collection called ‘Timberland Boot’ a men’s casual dress collection. • Collaborated with Lean Director to Integrate lean concepts into our OEM factories from the commercialization stage. • Headed a regional team to create new process map, supplier compliance, set up KPI’s and scorecards to drive cost reduction, accountability, reduced lead times from 120 to 90 days. • Corporate Social Responsibility Representative, monitored factory compliance, organized community events.