David Ressler, Project Management – Operations – Business Development
- Results driven leader who, jumpstarted a General Construction division, spurring profitable sales from 1.5 Million to $18M in annual sales in less than 4 years.
- Growth‐focused, bottom‐line‐driven professional who recently launched, managed, and developed reputable landscape company, catapulting business from zero to $12M in annual sales in less than 10 years.
- Strategic operations leader who has confidently directed aspects of 1,200‐acre, 150‐ employee tree farm from construction of new facilities to day to day operations.
- Adroit project manager known for securing, estimating, leading, and delivering large‐scale, million‐dollar landscape construction initiatives, ensuring completion within time, budget, and quality requirements.
- Team Building & Management
- Process Implementation
- Operations Management
- Business Development
- Process Improvement
- Estimates & Forecasts
- Project Management
- Policy Development
- Strategic Planning
- Startup Operations
- Quality Assurance
- Financial Analysis
- Cost Control
JK2 Construction | Apopka, Florida 2018 – Present
General Contractor specializing in the construction of Entertainment, Retail, Restaurants, Commercial Offices, and amenity centers, Director of Operations / Business Development Operations: Senior Project manager for Amenity projects. Business development: Identifies potential business partners and negotiates agreements for project ranging from $1M to $8M. JK2’s growth for the past 30 years has been based on outstanding customer service and quality. It is my intention to build on this foundation and target new clients that appreciate these attributes. Thus, allowing JK2 to increase its client base in the central Florida area
Jordan Brothers | Orlando, Florida 2014 – 2018
General Contractor specializing in the construction of amenity centers, street beautification projects, and commercial office buildings
Director of Business Development, Estimating, Project Executive
Direct, establish, maintain, and plan the overall policies and goals for Jordan Brother’s new and existing business. Develop and maintains client relationships. Identifies potential business partners and negotiates agreements for project ranging from $1M to $8M. Project executive see attached list. Grew General contracting division from $1.5 million to $18M in annual revenue in less than 4 years and consistently boosted year‐over‐year growth. Developed estimating team, process, and sub-contractor base that allowed Jordan to bid $100M per year with an average win rate of 20%, at a cost of .0375% of sales. Acted as project executive on key projects ranging in size from $1M to $8M, all projects had an a positive net return and an average
profit of 12%
LegacyScapes | Groveland, Florida 2005 – 2014
$12M landscape construction company serving Central Florida, with 80 employees
Lead daily operations including sales, finance, and customer service. Secure leads and create plans for jobs ranging between $500K and $3M. Oversee project management functions; prepare estimates to complete (ETC) and estimates at completion (EAC) in addition to financial forecasts. Ensure on‐time project delivery through strategic resource allocation. Recruit, train, and develop production and administrative staff. Fueled startup to $12M in annual revenue in less than 7 years and consistently boosted year‐over‐year growth. Played pivotal role in generating nearly $10M in sales through closing 4 major projects with average sales of $2.25M each; clients included Universal Cana Bay, Disney Springs, Hilton Event Lawn, and Disney Polynesian Resort. Slashed number of on‐site incidents from 16 to 4, per 100 employees, through developing and implementing recruited management team from 4 top competing firms by maintaining network of key industry relationships.
Cherry Lake Tree Farms | Groveland, Florida
1996 – 2005 Largest containerized tree farm nationwide, with 1,200 acres. VICE PRESIDENT OF OPERATIONS (2001 – 2005)
Directed daily operations for 850‐acre tree farm. Hired, trained, and managed team leaders accountable for production, shipping, and facilities maintenance. Controlled $3M annual purchasing budget and $1.25M annual capital expense budget. Monitored Cherry Lake’s Associated Grower Program which totaled 300 acres. Lowered production costs by approximately 10% over 3 years while improving product quality through implementing cost‐saving production processes such as Task on Time. Reduced on‐hand inventory from $1.1M to $50K by spearheading vendor negotiations and implementing optimized inventory control systems. Decreased upfront capital costs and expand available sales inventory from $3M to $5M through developing network of 4 outside investors. Realized 7% reduction in labor costs and 15% increase in efficiency by developing team‐based pay structure. Launched successful business line to produce 1‐ and 3‐gallon tree products for sale to other growers, driving sales from 0 to $3M.
Master of Business Administration
Rollins College, Crummer School of Business
Bachelor of Science, Horticulture
University of Florida
- Certified Arborist
- Certified Irrigation Contractor: Irrigation Association
- Best Management Practices Certification: University of Florida