Dane DellaCrosse

• Managed all aspects of the US operation for the worlds second largest producer of industrial wood pellets, including one mill and one port terminal.
• Team improved 2024 earnings from negative YTD in Q2 to over $2MM by year end.
• Cost- Team reduced cost per ton produced from 43% in 2024 YE and an additional 15% through Q2 2025 by lowering spend and improving overall production.
• Safety- finished 2024 at 2.84 TCIR vs 7.39 in 2023 and achieved 0.0 TCIR and over 400 days accident free by Q3 2025.

• Grew business from $1.7MM to $4.5MM annual sales. Business expanded into 12 other states between 2021 and 2023.
• Quality- Oversaw standardization of key processes for pricing, customer service, and 3M Certification audit.
• Quality- Set up ERP system and computerized all business processes including quotations, estimation, workflow, and financial.

• Manage all aspects of a $12MM/ year custom sign fabrication business, including sales, finance, design, manufacturing, installation, and service, including a 120,000 square foot plant in Houston. Led key projects as the business expanded into 17 different states in 2017 and 2018
• Growth- Set up ERP system and all business processes for implementation, including HSE, sales, QC, financial controls, HR systems, project management, and production control.
• Growth- Led integration team that merged two manufacturing companies and consolidated production into one location.
• Profitability- Set up all KPI systems that allowed us to grow a sales team from 5 reps to 11, driving monthly sales bookings from an average of $500K/month in 2017 to over $1.5 MM/month in 2018.
• Profitability- Implemented job costing system to ensure gross margins were correctly estimated and managed throughout the manufacturing process.
• (Business sold in March 2019 to Sparkle Sign Company in Houston, my portion of the business was bought out by new owners)

• Manage engineering, inside sales, purchasing, HSE, Quality, manufacturing, and project management at a company that designs, manufactures, and installs subsea oil and gas pipeline connectors and repair systems. Also manage R&D effort at a separate facility.
• Growth- Put processes in place to support the business as it increased sales over 300% in four years. Developed forecast model for the business along with regular reviews of profitability
• Growth- Organized project management team from the ground up-going from nothing to three project managers in one year., all capable of quoting and managing multi-million dollar projects for major oil companies, both domestic and international.
• Growth- Developed systems to track financial performance of projects from quotation phase through completion phase. Projects team developed procedures to integrate use of CRM system into QCS business practices.
• Profitability- Improved purchasing organization from one buyer to a team of four buyers. Oversaw creation of standard reporting to measure on time delivery, supplier performance, regular communication with operations, and financial performance of all closed jobs. Ensured ERP system (MS Dynamics/Great Plains) was utilized to fullest extent in processes.

• Managed 350 person plant that built reclaimers/stabilizers, landfill compaction units, rock crushers, asphalt and concrete plants. Responsible for production, quality, maintenance, manufacturing engineering, scheduling, and continuous improvement. Site did around $100MM annually worth of machinery and aftermarket sales.
• Plant was closed and later reopened by another company called CMI.

• Managed $30MM custom fabrication shop employing over 100 welders. Fabricated pressure vessels, subsea oil and gas drilling and production equipment.
• Plant was closed in 2010.

• Manage FAA certified aircraft wheel and brake facility that performed inspection, diagnostics, repair, and assembly of safety critical landing systems for commercial aircraft.
• Site had $45MM P&L and a cross functional team including Human Resources, Operations, Quality, Materials, and HSE professionals.
• Led implementation of Honeywell's Lean Production System (HOS) and earned Lean Expert and Six Sigma certifications
• Reduced cycle time on brake line by over 55% using Lean Manufacturing principles.

• Managed 4 functional managers (production, quality, maintenance, and distribution), six supervisors, five salaried materials management personnel, and approximately 150 hourly manufacturing and warehouse employees in a 3 shift, 24 hour operation.
• Oversaw warehousing and logistics associated between other PBG plants and 11 smaller satellite locations within the North Florida market unit.

United States Army Officer, various locations