InterviewTitle
Q3. What are your
plans for NBS? Q7. What are the
My immediate
“In the past an EMS company would
biggest challenges
facing EMS compa-
plans are to develop
a stronger relation-
go to the bank to bridge them over this
nies today?
ship with existing
customers. We have period. We no longer have that facility,
Cash flow. Even in
good times you are
enough custom-
ers to enable us to
whether you are NBS or Flextronics.”
constantly investing
in capital equipment
continue to grow
and inventory. In a
the local business
down market, it is
organically. I also
difficult to control or
plan to establish a network of sales reps,
Q5. How is business today?
manage the overhead quickly enough. In
starting with California, and then rolling
NBS doubled in size over the past four the past an EMS company would go to the
out across the United States and Canada.
years to a $30 million company. If you add bank to bridge them over this period. We
We do not have any plans to increase our
Compserve, this brings it up to a $50 mil- no longer have that facility, whether you
leveraging by investing in new plants.
lion company. Growth will be smaller in are NBS or Flextronics.
2009, but we will spend the time tighten- Like previous recessions, you will see
Q4. If a job becomes too big, will it be
ing the processes and retiring debt. We will some companies failing, which leave the
passed to Compserve?
have a prudent focus. rest stronger. One of the biggest problems
Yes, NBS has a great engineering team
other CEMs face is business concentration.
that works closely with customers at a local
Q6. Will you take the company public? We need to get closer to our clients to gain
level. Compserve has more experience at
I think an IPO would be difficult in the
a better understanding of their needs and
taking customers to the next level.
current climate. NBS has a generally young
to make better risk assessments.
Compserve has sourced products and
staff who are looking at the company as a
However, I would reiterate that a good,
sent them for assembly in China. If the
career choice and have no plans to sell it or
solid banking relationship is key to the suc-
board has a high labor content, it can
take it public. Our medium term plan is to
cess of any business.
sometimes make sense to do this. We also
look for investors or private equity to grow
source a lot of bare boards and cables from
the company through acquisition. Our
Michael Maslana, thank you very much.
China. Compserve audits these companies
goal is grow the company to a $100 million
once a year.
company in 5 years.
Trevor Galbraith.
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www.globalsmt.net Global SMT & Packaging – February 2009 – 47
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