Curriculum Vitae of Robert Gardner's
-Chronological Historical Authentic Background-
Decades experience, from deck to the boardroom, in virtually every capacity within the inland barge and towing industry including
Federal Governance Historical Support
Productive Period
After Growing and In School, served below Pictorial Church Which is Located a Walking Distance to Ohio River with Cumberland River Confluence. Descriptive-The city of Smithland, Kentucky, began as an important trading post on the Ohio River. Its strategic importance was due to its location at the confluence of the Cumberland and Ohio rivers, making it a vital commercial center for river trade and navigation. River pilots were historically picked up there to guide boats further upstream to Clarksville and Nashville. The river was a critical transportation route for goods and supplies, including the later extensive barge transportation of cargo like coal.
His portion of the below historical Visible 1962 Supportively Pictures During Video How the West was Won adjacent to Ohio & Cumberland Rivers, at which Bob Gardner providing professional assistance protection of Boats pushing Barges alongside 5 regional filming locations that likely would disturb processes without his physical and professional connections. Spent 90 continuous, 24 hour days - in his small outboard motor boat with their installed wireless radio connection with Director, and supported by his additional VHS hand-held radio with Pilots on nearby Boats Pushing Barges to coordinate timely of filming and efficiency on both sides.
Upfront Picture
-Filming-
Starting With Mountain Man & Farm Girl
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Afterwards
Bob Gardner representing International Continental Grain’s (Conti) needed expansion in Barge cargo Transports he professionally spent various days in that region connection with Canada needs and resolutions plus the U.S. inland waterways system primarily through the Great Lakes-St. Lawrence Seaway System. This binational waterway allows vessels to travel from the Atlantic Ocean, through the Great Lakes, and to inland ports in the heart of North America. Barge traffic: While the Seaway allows for deep-draft navigation by oceangoing vessels, smaller ports along the river can be served by barges at competitive costs. And Bob spent various days in that region connection with Canada needed resolutions. And Vietnam is extensively connected with U.S. for cargo transportation. Conti and Cargill have had a relationship for decades, with Cargill even acquiring some of Continental Grain's operations back in 1999, leading to antitrust scrutiny.
• Experienced public speaker and in on-camera situations. For one week each month, over the span of one year in the 70’s, Bob served as AWO’s Traveling Towboat Captain making nationwide media appearances promoting the barge and towing industry. Served as American Waterways Operators (AWO) Public Affairs Committee Chairman, producing multiple media events and films. Featured in a national television advertisement for RC Cola viewable on this website Photos & Videos app, and additional 5-minute publication of extensive footage of that commercial produced by his chosen process producer. Also Registered Federal lobbyist for over 3 years representing AWO. Ø Served on Board of Directors and Executive Committee and chairman of many of its committees. Forty-Five consecutive years as a member.
• Joined Alter Barge Line, Inc., in 1970 as its Vice President-Operations. Alter was plagued by deficient operations and operating history. At the time in 1980 when Bob left Alter, its marine operations were widely regarded as the “cutting edge” leader and perhaps the most efficient in the industry.
• After employment, Defined as a “change agent”, “innovator”, “transaction specialist” and “leader” at all levels in an organization. Long known as a “troubleshooter”, the result of three significant corporate turnarounds, Alter Barge Line (1970- 1979), Flowers Transportation, Inc., (1979-1981) and Conti Carriers and Terminals, Inc. (“CCT”), (1981-1996).
• From 1996 to 1999 Gardner served as V.P. Special Projects-Business Development for American Commercial Barge Lines, LLC. Provided trouble shooting services at the most senior level in both domestic and foreign operations. Was given an “all critters hunting license” at ACBL reporting direct to its President/CEO. Within 60 days of starting, discovered an error in fuel tax reporting that netted $4 million from the IRS in open tax years and $1 million savings per year going forward. Left ACBL after a Citi Group led recapitalization to start Barge America LLC.
• Was recruited in 1979 by Flowers Transportation, Inc., in Greenville, Mississippi, to assist in reorganizing his financially troubled company. Because of health problems, Flowers had earlier named a new President and relinquished control of the business during his recovery. Subsequently, Flowers, the CFO and Gardner, implemented a reorganization that resulted in the dismissal of the President, Senior Vice President and two Vice Presidents. Led a “clean up” of the organization and 18 months later it sold at a historical peak in the inland barge market.
• Joined Continental Grain Company, initially as its VP-Operations in 1981 plus CCT was a $70 million dollar Continental Grain Company subsidiary operating 600 barges, 10 towboats, shipyards, fleets and terminals. Gardner reported through Conti’s North American Grain Division. Joining the company, was relatively new, with high variable costs. Within four months its workforce dropped from 265 to 190, returning one of its subsidiaries to profitability that continued for 15 consecutive years. Led a team that implemented numerous operational and marketing changes that positioned CCT as the sixth largest barge line in the US which was widely viewed within the barge community as an icon of efficiency. Measurement of that success came in the form of benchmarking, the result of due diligence during acquisition/merger/sale discussions with the following companies: ACBL, Federal Barge Line, Wisconsin Barge Line, Ohio Barge Line, SCNO Barge Line, Valley Barge Line, Alter Barge Line and Ohio River Company. In 100% of the cases, CCT had a lower variable cost and superior marketing record. Combined, those companies represented about 75% of the dry cargo market. Also, while at CCT, Gardner orchestrated and negotiated the purchase of Dakota Barge Service, Inc., in South St. Paul, Minnesota, a fleeting, shifting company plus a repair shipyard. The company earned profits in the first year equal to the purchase price and posted 5 consecutive years of superior returns. Served as Dakota’s President and Board Director. Thereafter, As President-General Manager of CCT, in 1996 negotiated and concluded the sale of CCT’s assets to American Commercial Lines, LLC, including an unprecedented long-term affreightment contract with Continental Grain valued in excess of 1.4 billion (1996 dollars).
• Founder, President – CEO of Barge America, LLC, a joint venture with Joseph Transportation Services, Inc., in which Gardner owned 80 pct. It was a marine equipment leasing and operating company on the inland waterways of the United States. Purchased Joseph’s interest in Barge America, LLC in September 2000 and rolled the assets into Trans Barge, Inc., thereafter, doing business as BARGE AMERICA.
• With the financial sponsorship of Morgan Stanley Capital Partners, LP, Robert through his company, BARGE AMERICA, LLC, was a leading candidate in 2003 for the acquisition of American Commercial Lines LLC, while they were in bankruptcy in the Federal Bankruptcy Court in New Albany Indiana. At the time, American Commercial was the largest integrated marine transportation and related services, barge, towboat and vessel construction business in the United States. They also had operations on the Oronoco River in Venezuela, the Parana River in Argentina and on the Higuamo River in the Dominican Republic. BOSH’s efforts were thwarted only by Morgan Stanley’s abrupt decision to withdraw from the private equity space.
• Chosen by ConAgra Foods, Inc., in 2003 to manage the orderly liquidation of 424 barges and 2 towboats, the result of American Commercial Lines LLC’s rejection of contracts through the Federal Bankruptcy court in New Albany, Indiana.
• The Yellowhammer companies of Mobile, Alabama chose Barge America to liquidate all assets and permanently wind up its seven businesses under a consulting agreement from September 2006 through February 2011.
• In June 2011, partnered with Renewable Biosystems, LLC to form Fuel-From Waste, LLC (“FFW”) and installed a waste food oil extraction plant to produce feedstock for the renewable fuels industry.
• Then Became Founder, Owner, President and CEO of Trans Barge, Inc., (d/b/a Barge America), a marine equipment operating, leasing and consulting company for the Americas, and In September 2014, formed Barge America Tracing, LLC, a national U.S. Trade Secret methodology of modernizing the Inland Ports and Waterways Infrastructure of the United States. A single purpose Delaware company, for building out a “National U.S. Inland and Coastal Waterways Digital Barge & Cargo Tracing Communications Network”. Afterwards a national U.S. Trade Secret methodology of modernizing the
Inland Ports and Waterways Infrastructure.
• Active in many other organizations advocating the inland waterways industry and served on one Federal Advisory Committee.
• Decades ago, renewed his 10th issue USCG First Class pilot license of steam and motor vessels of any gross tons on the Lower Mississippi River and Master of Towing Vessels upon Western Rivers; also, Radar Observer (Rivers).
-End of Website Historic Messages-
• Joined Alter Barge Line, Inc., in 1970 as its Vice President-Operations. Alter was plagued by deficient operations and operating history. At the time in 1980 when Bob left Alter, its marine operations were widely regarded as the “cutting edge” leader and perhaps the most efficient in the industry.
• After employment, Defined as a “change agent”, “innovator”, “transaction specialist” and “leader” at all levels in an organization. Long known as a “troubleshooter”, the result of three significant corporate turnarounds, Alter Barge Line (1970- 1979), Flowers Transportation, Inc., (1979-1981) and Conti Carriers and Terminals, Inc. (“CCT”), (1981-1996).
• From 1996 to 1999 Gardner served as V.P. Special Projects-Business Development for American Commercial Barge Lines, LLC. Provided trouble shooting services at the most senior level in both domestic and foreign operations. Was given an “all critters hunting license” at ACBL reporting direct to its President/CEO. Within 60 days of starting, discovered an error in fuel tax reporting that netted $4 million from the IRS in open tax years and $1 million savings per year going forward. Left ACBL after a Citi Group led recapitalization to start Barge America LLC.
• Was recruited in 1979 by Flowers Transportation, Inc., in Greenville, Mississippi, to assist in reorganizing his financially troubled company. Because of health problems, Flowers had earlier named a new President and relinquished control of the business during his recovery. Subsequently, Flowers, the CFO and Gardner, implemented a reorganization that resulted in the dismissal of the President, Senior Vice President and two Vice Presidents. Led a “clean up” of the organization and 18 months later it sold at a historical peak in the inland barge market.
• Joined Continental Grain Company, initially as its VP-Operations in 1981 plus CCT was a $70 million dollar Continental Grain Company subsidiary operating 600 barges, 10 towboats, shipyards, fleets and terminals. Gardner reported through Conti’s North American Grain Division. Joining the company, was relatively new, with high variable costs. Within four months its workforce dropped from 265 to 190, returning one of its subsidiaries to profitability that continued for 15 consecutive years. Led a team that implemented numerous operational and marketing changes that positioned CCT as the sixth largest barge line in the US which was widely viewed within the barge community as an icon of efficiency. Measurement of that success came in the form of benchmarking, the result of due diligence during acquisition/merger/sale discussions with the following companies: ACBL, Federal Barge Line, Wisconsin Barge Line, Ohio Barge Line, SCNO Barge Line, Valley Barge Line, Alter Barge Line and Ohio River Company. In 100% of the cases, CCT had a lower variable cost and superior marketing record. Combined, those companies represented about 75% of the dry cargo market. Also, while at CCT, Gardner orchestrated and negotiated the purchase of Dakota Barge Service, Inc., in South St. Paul, Minnesota, a fleeting, shifting company plus a repair shipyard. The company earned profits in the first year equal to the purchase price and posted 5 consecutive years of superior returns. Served as Dakota’s President and Board Director. Thereafter, As President-General Manager of CCT, in 1996 negotiated and concluded the sale of CCT’s assets to American Commercial Lines, LLC, including an unprecedented long-term affreightment contract with Continental Grain valued in excess of 1.4 billion (1996 dollars).
• Founder, President – CEO of Barge America, LLC, a joint venture with Joseph Transportation Services, Inc., in which Gardner owned 80 pct. It was a marine equipment leasing and operating company on the inland waterways of the United States. Purchased Joseph’s interest in Barge America, LLC in September 2000 and rolled the assets into Trans Barge, Inc., thereafter, doing business as BARGE AMERICA.
• With the financial sponsorship of Morgan Stanley Capital Partners, LP, Robert through his company, BARGE AMERICA, LLC, was a leading candidate in 2003 for the acquisition of American Commercial Lines LLC, while they were in bankruptcy in the Federal Bankruptcy Court in New Albany Indiana. At the time, American Commercial was the largest integrated marine transportation and related services, barge, towboat and vessel construction business in the United States. They also had operations on the Oronoco River in Venezuela, the Parana River in Argentina and on the Higuamo River in the Dominican Republic. BOSH’s efforts were thwarted only by Morgan Stanley’s abrupt decision to withdraw from the private equity space.
• Chosen by ConAgra Foods, Inc., in 2003 to manage the orderly liquidation of 424 barges and 2 towboats, the result of American Commercial Lines LLC’s rejection of contracts through the Federal Bankruptcy court in New Albany, Indiana.
• The Yellowhammer companies of Mobile, Alabama chose Barge America to liquidate all assets and permanently wind up its seven businesses under a consulting agreement from September 2006 through February 2011.
• In June 2011, partnered with Renewable Biosystems, LLC to form Fuel-From Waste, LLC (“FFW”) and installed a waste food oil extraction plant to produce feedstock for the renewable fuels industry.
• Then Became Founder, Owner, President and CEO of Trans Barge, Inc., (d/b/a Barge America), a marine equipment operating, leasing and consulting company for the Americas, and In September 2014, formed Barge America Tracing, LLC, a national U.S. Trade Secret methodology of modernizing the Inland Ports and Waterways Infrastructure of the United States. A single purpose Delaware company, for building out a “National U.S. Inland and Coastal Waterways Digital Barge & Cargo Tracing Communications Network”. Afterwards a national U.S. Trade Secret methodology of modernizing the
Inland Ports and Waterways Infrastructure.
• Active in many other organizations advocating the inland waterways industry and served on one Federal Advisory Committee.
• Decades ago, renewed his 10th issue USCG First Class pilot license of steam and motor vessels of any gross tons on the Lower Mississippi River and Master of Towing Vessels upon Western Rivers; also, Radar Observer (Rivers).
-End of Website Historic Messages-