Curt Bucey

Background

About Curt Bucey

I was hired as part of a team to take a small glass recycling company to the next level. We were comprised of many small roll ups from around the country, and needed to consolidate operations, to put in standard operating practices, and to change the ma & pa culture to a culture of the industry leader that worked with and was respected by our customers. For the first several years our job descriptions were very fluid as we learned the business and identified weak spots and made improvements. Eventually we operationally stabilized the business and at that point I became the President and COO of the entire company. In addition, I was responsible for all sales to all key customers until our size and complexity required we develop a Key Account system which I managed for most of the last decade. I had P&L responsibility, Business Development, product and plant start-ups/expansions, capital equipment acquisitions, organizational restructuring and talent acquisition programs. We implemented lean management which led the way in the recycling business. We grew the business from 10 to 45 plants under my tenure as President. My partner (CEO) and I developed a team approach with our staff and our company became a high-performing (growth, customer and supplier retention, operating expertise and high margins) company. In the process, we took our division of a NYSE company private (1995) and have worked with 4 different Private Equity firms (some very good and supportive and other more focused on change for change’s sake). I learned how to work as a highly leveraged company and how to finance daily life, make acquisitions and insure the financial health of our business while balancing the short term objectives of PE. Over the last several years, I have been transitioning to reduced roles as I train my replacements and have relinquished many responsibilities (President, COO, Supply VP, and VP Government Affairs) and today retain only my CCO responsibilities.