Brian Van Dam Email and Phone Number

Responsible for leading a $70 million Business Unit comprised of 2 hauling divisions, 1 transfer station with outbound rail capacity and 2 material recovery facilities, including full profit and loss responsibility. Lead an infrastructure team comprised of division-level managers, including Operations, Fleet Management, Sales, Finance, and Human Resources who support full operation of the Business Unit. Responsible for executing a local market strategy that complements the overall strategic operating and marketing plans of the company and implement tactical initiatives to drive functional excellence and budget achievement. Work interactively across a matrix organization to champion the execution of the Corporate strategic plan and tactical initiatives within the Business Unit.During tenure in this role - having reconstituted the management team during 2019 to align personnel capabilities with requirements and expectations - operating safety frequency at the Business Unit has improved 20.4% and overall safety occurrences have decreased 34%; customer engagement (Net Promoter Score) has increased 40 points; employee engagement has increased each year and is higher 4 points overall; Net New Business (organic growth) results have improved by $1.9 million annualized; gross operating margins have increased in all 5 divisions with the overall gross operating margin higher by11% and gross operating income higher by 34% for the Business Unit.During 2020, the Business Unit improved all operating and customer metrics, reduced gross operating expenses per unit; outperformed the annual operating income budget by 237% and was awarded the Republic Services Outperformer and Triple Crown Awards.In February 2019 successfully defeated a union campaign at one hauling company and the transfer station. Worked collaboratively with Corporate and Area personnel to develop and execute a strategy which resulted in a no vote at one location and a withdrawal of the second petition.

Responsible for the financial control, reporting and compliance of a 4 location, $110+ million business unit.Function as business partner to the general manager while providing leadership and personnel development for the operations, sales and transfer station functional managers. Provided integral leadership, including training and operations staff development. Refined and implemented daily, weekly and monthly reporting tools including KPIs. Trained functional managers to utilize these tools to improve productivity, manage costs, identify corrective actions and understand the interrelationships and impacts of the functional areas.Integrated all functional areas into the budget process and provided training to functional managers to ensure their complete understanding and accountability for the budget.Assisted in the integration of three acquisitions into the business unit.

Responsible for the financial control, reporting and compliance of a 2 location, $90+ million business unit.Function as business partner to the general manager while providing leadership and personnel development for the operations, sales and customer service functional managers. Provided integral leadership, including training and operations staff development, that moved business unit from a company-wide ranking of 127th (July 2012) to 2nd (December 2013). Developed daily, weekly and monthly reporting tools including KPIs. Trained functional managers to utilize these tools to improve productivity, manage costs, identify corrective actions and understand the interrelationships and impacts of the functional areas. Integrated all functional areas into the budget process and provided training to functional managers to ensure their complete understanding and accountability for the budget.Developed a container inventory management and procurement program to improve container delivery, exchange and removal performance against customer expectations. Trained operations personnel and implemented program with corresponding service level improvements to company standards.Attained internal audit score of “96% - Exceeds Expectation” during full scope internal audit in 2013. 3rd highest score attained company-wide in 2013.Nominated and trained as Frontline Leadership Excellence Trainer for East Pennsylvania/ New Jersey Area.

Controller US and Canadian Operations (November 2011 - March 2012)Promoted to Controller US and Canadian Operations to provide financial, IT and organizational leadership for a $420M+ integrated specialty paper manufacturer.Responsible to oversee financial control and reporting for US and Canadian plants including all cost accounting functions and IT department. Drive daily accounting activities, monthly reconciliations, systematic financial reporting, variance identification and analysis. Partnered with the General Manager and Sr. Management to identify strategic opportunities and implement modifications.Integrated revisions of reporting and analysis systems, as well as cost accounting systems, to include Canadian operations and focus on actionable operations changes to enhance profitability. Significant accomplishments include development of a strategic plan for IT coordinated with the needs of the business on a long-term basis. Also, implemented a coordinated and integrated budget process to arrive at company-wide accountability within the budget.Controller Maine Operations (March 2011 - November 2011)Provided financial and organizational leadership for a $270M+ business unit of an integrated specialty paper manufacturer.Oversaw financial control and reporting for Maine paper plant including all cost accounting functions. Drove daily accounting activities, monthly reconciliations, systematic financial reporting, variance identification and analysis. Revised reporting and analysis to focus on actionable operations changes to enhance profitability.Identified and corrected issues in standard cost accounting system resulting in improved sales price development and corrective actions in operations. Worked in partnership with the General Manager to implement changes and identify opportunites to enhance performance.

Eastern Region Controller (February 2009 - December 2010)Promoted to Eastern Region Controller to oversee financial operations for 21 divisions and 26 locations generating $225M in annual revenue. Responsible to drive systematic financial reporting and SOX testing and compliance throughout the Eastern Region. Collaborated with divisional leaders to identify and implement key performance indicators and analysis for each business unit. Developed programs that enhanced Free Cash Flow (FCF) and supported productivity, sales, cost reductions, employee training, communication, and process simplification. Partnered with Eastern Region Vice President - Operations in analyzing strategic opportunities / actions, handling multiple mergers, acquisitions, and dispositions, and developing, executing, and attaining annual and five-year strategic plans. Managed key relationships with vendors providing 175,000 tons of annual material. Remained apprised of strategic, political, environmental, operational, and personnel issues impacting business goals.Significant accomplishments in the Eastern Region included creating an enterprise-wide disposal opportunity evaluation program which increased enterprise-wide EBIT by more than $1M annually after evaluating and revising material flow across the Eastern Region. Also saved $1M in annual administrative costs while improving reporting, compliance, and operational results by identifying and executing a plan to merge Northeastern and Southeastern Regions.Significant company-wide accomplishments included improved compliance, efficiency, and staff morale after leading initiative to utilize SOX methods in training and development platforms. Also enhanced territory management and EBIT performance after collaborating in the development of personnel training and customer analysis tools.Additional positions held: Northeast Region Controller; District Controller; Division General Manager ; and, Division Controller .

Recruited as the finance and operations leader challenged to identify and facilitate acquisition of Great Northern Recycling. Oversaw financial analysis and control, general accounting practices, banking relationships, systematic reporting, and compliance. Served as key advisor to owner in expanding and valuating the business by improving the financial planning, analysis and control processes. Identified and qualified Casella then led the due diligence and sale / offer process to ensure a smooth and successful acquisition.

Vice President and General Manager, 1998-1999Corporate Controller, 1997-1998Directed division accounting, human resources, product development / design, sourcing, call center operations, fulfillment, logistics, and advertising operations. Originally hired as Corporate Controller to manage a $60M division with full accountability for accounting and human resources operations.