Declan Ryan Email & Phone Number

County Dublin, Ireland

Jan 2024-Feb 2024 -Completed short term projects with a management company for clients in Europe and the Middle East in the resource recovery markets.Dec 2021 - Nov 2023 - Completed a sustainable project for solar and biomass power generation. This will be sold to the grid or used as a Microgrid for a data centre. Included in this project are commercial land sales, refurbishment of existing properties and increasing the value the potential of circa 1000 acres of landholdings. Feb 2020 - Jan 2021 - worked with a design consultancy on the restructuring of its operational model. Developed a strategy and 5 year plan for this company to add value and increase profitability.During this period the company experienced records profits.I am a member of the council of experts for the GLG (U.S.A.) and have advised clients in Waste (hazardous and non- hazardous), Energy, Sustainable fuels and Waste to energy markets.Carried out a number of projects for companies (private and public) in the Healthcare, Leisure, blended learning, construction, design, waste and energy markets. Working with the stakeholders, these projects included providing a company direction and strategy for sustainable growth and profitability. Other projects include succession planning for stakeholders and upscaling plans to meet company’s growth potential.Worked with various M & A teams identifying, targeting and delivering opportunities to the stakeholders.Worked with owners and management teams in planning and achieving their targets and goals.

Newbridge

• A wholly owned subsidiary of Bord Na Mona that specializes in domestic and commercial collection/treatment, landfills, compost plants and Landfill gas operations.• 400 permanent staff and 120 contract staff, 6 locations. Turnover of €85,000,000. 105,000 customers. The business was loss making for the past number of years.Key Achievements:  Restructured management team; recruited : Head of Operations, Head of Finance, Engineering Manager.  Set targets (P & L responsibility), objectives and roles and responsibilities for Management team. Set out s.o.p.'s for all activities including repair, maintenance and capex/replacement.  Repopulated the finance team to repair and fully implement financial and waste management reporting and management structures. Reduced collection costs. Developed a 5 year plan to build the existing business and grow profitability by a factor of 10. Targeted €3.5 million of operational savings over the next 12 months. Implemented a change culture programme for the business. The business is now making a significant profit.

Portlaoise, Ireland

• A subsidiary of the Environmental Division of DCC plc; Enva specializes in providing innovative and environmentally sound solutions to customers for the removal, treatment and disposal of a diverse range of wastes.Key Achievements: Joined a small waste oil reprocessing company branded Atlas Oil in September 1999:- Employing 25 people in 2 small facilities- No management structure and poor management systems.- Mono product/mono service business was reliant on seasonal narrow pipeline sales and service lines. Over the course of 16 years, this business was transformed into the leading hazardous waste and environmental services business in Ireland:- Turnover in excess of €42m.- Employing 205 people across 8 facilities.- Strong management team (including people developed from within the company) and robust management and compliance systems.- Broad environmental services offering (protected from seasonal and industry specific related variables) Identified and acquired bolt-on complimentary companies and oversaw the successful integration of these companies into Enva while continuing to grow all the existing business units. Managed the rebranding process to successfully replace and bring together these separate trading names under the Enva brand in June 2006. Developed strategy and identified companies for DCC's expansion into the U.K.  Developed structures for support and control systems including financial, operational, compliance and safety across the businesses. Restructured businesses in 2010 to meet the challenges of the economy and grew o.p. by 25% p.a. over 3 year period.

Dublin

• Played a key role in the introduction and rollout of Statoil in the Irish market, the Jet / Conoco acquisitions and integration, and in the sale of Aran Energy retail assets as part of Competition Authority requirements. Played a key role on the Fareplay shop development / innovation project, and supervised the roll-out of this initiative. Managed all Statoil’s asset development on the Island of Ireland including service stations, retail outlets and distribution depots.Commercial Manager at StatoilMarch 1997 to August 1999 Responsible for sales and supply contracts to industry Fuel Card - Grew sales from 21.0 M litres to 62.0 M litres in 2.5. years.