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Recognized as an extremely focused senior level executive with more than twenty years of proven success as a revenue driver and key corporate manager.A top-notch communicator who will craft and implementingenious and innovative solutions to solve seemingly intractable problems.Fights stagnation and achieves positive change and increased profitability through an open management style that energizes people and organizations.

Uniquely qualified as a leader, ensuring the effective execution of simultaneous projects without compromising quality, timeliness or functionality. An expert in building and transforming teams and organizations within high pressure environments.Adept at developing personnel, elevating their performance and enhancing top- and bottom-line results. Led persuasive, uphill lobbying efforts to secure cooperation of key political authorities. 

Work experience

Nov 2002Mar 2008

Regional Vice President/Vice President, Rail Operations

Synagro Technologies, Inc.

Environmental Protection & Improvement Company (EPIC), Newark, NJ

Vertically integrated multistate rail hauler, a division of Synagro Technologies, Inc., the country’s leading independent, full-service provider of residuals management services to municipal and industrial facilities. 

Executive with full P&L responsibility for $40 million affiliate of national company. Managed daily operations, handled business development. Directed sales personnel. Managed 5 direct and 60 indirect reports in three states. Maintained productive relationships with key vendors and customers, with hands-on responsibility for City of New York, Middlesex County (NJ), Passaic Valley (NJ), and Suffolk County (NY).

  • Increased volume 25% by improving and maximizing utilization of existing equipment.
  • Added nearly $4M in new revenue by developing synergistic opportunities outside company’s core business.
  • Reduced headcount and payroll by 20% without adverse consequences by outsourcing and streamlining work processes.
  • Seamlessly transitioned to new and higher EBITDA revenue stream following potentially calamitous loss of business.
  • Enhanced EBITDA by $650 thousand due to the restructuring of operational responsibilities.
  • Gained profitable New York City business by exploiting customer relationships.
  • Saved $6 thousand per unit and increased equipment life by 5 years through programmed refurbishment.
  • Improved operational safety, efficiency and capacity by leading repair and rebuilding initiative.
  • Led safety initiative, removing defective equipment from operation, launching mitigation plan.  
Jun 1995Aug 2002

Consultant/Project Manager

Allied Waste Inc. (Browning-Ferris Industries)

After the purchase of BFI by Allied, retained as one of only four transportation consultants to develop long-term waste export project for New York City. Directed design, marine, and civil engineering functions. Negotiated transportation and container manufacturing contracts. Created plant transportation and operation design capable of supporting 10,000 tons of waste daily for duration of project. Managed $10 million budget for design, lobbying, and public relations.

  • Awarded to negotiate NYC waste project, reversing prior public perception, by fighting public and political opposition through comprehensive lobbying and PR campaign.
  • Improved potential pro forma profitability by 20% and reduced maintenance and replacement cost by championing design and creation of unique, purpose-built intermodal car.
  • Negotiated alternatives in long haul trucking by enabling the organization to cost-justify construction of new facilities.
  • Negotiated with rail carrier for acquisition, clean-up, and lease of operating area for proposed new intermodal facility in Chicago resulting in adding traffic light and turning lanes proper queuing space to what had been a single wide curb cut to get on and off the property.
  • Replaced closed landfill with 3,500 tons-per-day transfer station outside of Chicago metro area. 
Dec 1988Jun 1995

Director of Marketing & Sales for Waste Products/Market Manager-Grain

Chicago Northwestern Railroad
  • Successfully lobbied for changes in landfill management legislation enabling CNW to identify and capture business historically belonging to trucking industry.
  • Eliminated $2 million in earnings-neutral revenue, replaced with $1.5 million in positive revenue, through strategic price increases and institution of deregulated rate instruments.
  • Added between $3 to $4 million in new revenue by shifting capital assets from underperforming markets to profitable markets.
  • Generated $7 million revenue improvement by forging new relationships with major organizations including Cargill, ConAgra, and ADM.
  • Expanded brewing industry business approximately 20% or $6 million in revenue or $3 million in EBITDA through entrepreneurial initiatives to upgrade equipment. 
Dec 1985Dec 1988

Manager-Revenue Accounting

Chicago Northwestern Railroad

  • Drove real-time response and accuracy to claims, virtually eliminated claims backlog, by implementing training system that was well received throughout the organization.
  • The CNW’s auditor improved claims resolution, allowing for the removal of $4 million of revenues-not-accounted-for but not collected.
  • Accelerated revenue generation, improved cash flow, and streamlined billing issue resolution through acquisition and implementation of new revenue accounting management system.


Varsity Football


Vendor Relationship Management
Direction, Re-engineering of Mission & Focus
Key Client Management
Team Mentoring & Development
Governmental Relations
Continuous Quality Improvement
Project Management & Implentation
Top Level Marketing


Certificate in Advanced Management Training

Paul Bomrad & Associates

Certificate in Advanced Management for Transportation Professionals

Northwestern University - School of Continuing Studies