Clark James Email & Phone Number

Rutland, Vermont, Us

I joined Smuttynose Brewing Company in 2012 to lead the construction of a new, state-of-the-art, $25 M production facility on the historic Towle Farm in Hampton, New Hampshire. The project included production, packaging, warehousing, wastewater treatment, office, retail and on-site restaurant facilities, situated on an inviting campus tailored to attracting guests and showcasing the brand. I guided the project through a multitude of substantive design changes that were required to meet the company’s growing production, including the redesign, installation and commissioning of larger production and packaging lines, and the increase in utilities required to support the larger equipment. I also led a design team that incorporated a host of energy conservation measures that are truly unique to craft-scale food and beverage manufacturing, and worked closely with our utility providers to secure in excess of $400,000 in utility incentives for Smuttynose. Our team achieved LEED Gold certification for the project in 2016, and won a host of awards and recognition for employing advanced energy saving measures. I stayed with Smuttynose following the completion of the project as its Director of Facilities and Engineering, and also led the company’s corporate sustainability initiatives, which included becoming a charter member of the USEPA’s Energystar Mentor Program, and eventually assumed the role of Director of Operations, introducing LEAN methods to the manufacturing, packaging and distribution operations to identify waste and improve efficiency, expanding the plant’s fermentation capacity by 5% without adding additional equipment, and pursuing contract production opportunities to allow better utilization of the plant’s capital assets.

York, Maine, Us

I joined York Hospital, a 79 bed, not-for-profit community Hospital in 2002, and rapidly recognized more than $100,000/year in energy savings by systematically identifying the Hospital's principal energy uses through measuring and monitoring, and by implementing short-term and long-term strategies to reduce consumption and cut operating costs. These strategies generated decreases in repair, maintenance and operating costs, improved operational reliability/redundancy, and will eventually eliminate the facility's central steam plant and phase out the consumption of fuel oil.I founded and chaired the Hospital's Sustainability Committee, and gained national acclaim for waste minimization, energy conservation/procurement practices, and sustainability initiatives from the World Health Organization (WTO) the US Environmental Protection Agency (USEPA), Hospitals for a Healthy Environment (H2E), the Maine Dept. of Environmental Protection (MEDEP) and the Maine Governor's office, as well as a number of regional groups and stakeholders which supported the Hospital's sustainability initiatives through grants and/or awards.I also successfully managed capital construction projects totaling more than $25M, and promoted sustainable construction practices that focused on improving the building envelope and incorporating advanced MEP designs (considerably more rigorous than code requirements) to improve occupant comfort and drive down operating and maintenance costs for the organization.I managed annual operating and capital budgets of $5M, and regularly beat plan by identifying operational savings year-to year, and effectively managing vendor relationships to control costs.

Rutland, Vermont, Us

I operated one of New England's largest waste processing facilities, with annual P&L responsibility for $4M in gross revenue, and no environmental and safety violations.I successfully completed several complex, multi-year remediation projects for the states of Rhode Island, New Hampshire, and Maine with no environmental or safety violations, and exemplary record of reliability and service. I successfully planned and executed the recall/collection of Firestone tires for Ford Motor Co. for the northeastern U.S. region, and completed the project two months ahead of schedule and under budget.

Rutland, Vermont, Us

I grew Casella's business to meet and exceed growth targets for waste diversion and recycling in the large industrial/commercial sector (energy, pulp & paper and government clients), and managed relationships with existing accounts to ensure that our service were exceeding client expectations. This business development role involved marketing services and cultivating relationships through complex, long-duration sales cycles, by carefully listening to client needs and tailoring services to meet their specific demands. I also renewed/retained greater than 90% of Casella's existing client base (year-over-year) in an intensely competitive and price conscious market.

I managed transportation, construction and agricultural and forest-based land application programs, and landfill closure projects for BFI in Massachusetts, New Hampshire, Maine, and Vermont, to ensure that services met client expectations, BFI's margin targets, and operated safely and in compliance with applicable regulations. My success in this field led to my involvement and oversight in several demonstration/experimental projects that were designed to determine the effectiveness of recycling or reusing industrial wastes for construction applications or other beneficial purposes. These projects successfully demonstrated the efficacy of these practices, allowing for the reuse and recycling of several industrial waste streams on a grand scale, diverting thousands of tons of waste from landfills and incineration.

Bachelors, Public Administration & Waste Management

Education record