Dan Morano:
Dan Morano
United States
Skills
No information
Interests
No information
Industries
No information
Work experience
Bleyhl Farm Service
General Manager | 09/2015 - 06/2020
In conjunction with eight-member board, developed successive 3-year strategic plans. Implemented a 5-tier
approach to achieve co-op strategies which resulted in an increase of revenue by $13 million and 30% growth in market share.
Leadership & Talent
Led and appointed a six-member leadership team to oversee the execution of new co-op strategy.
• Instilled a winning, selling, and continuous learning culture.
• Developed, instructed, and coached an operations management trainee program to encourage the development of current and future managers.
• Utilized outside vendors to provide professional training programs for all employees.
Marketing-Branding
• Led a team of marketing professionals to conduct a market analysis of trade area growers that resulted in branding strategies and initiatives to meet emerging market trends. Initiatives included branding through a
new logo, webpage & customer portal as well as B2B pricing strategies and sales tactics that not only
resulted in increased sales but increases in margin.
Technology Implementation
• Implemented a Microsoft ERP/Data system integrated with new fertilizer plant and energy routing systems
resulting in increased inventory accounting, asset utilization, and delivery efficiency.
• Led a team migrate data from multiple servers into a singular MS-SQL server to improve reporting and data analysis.
• Implemented Microsoft Teams to enhance co-op wide communication & team collaboration.
• Implemented a new retail POS system for retail store locations resulting in strong inventory control
measures, simplified supply chain management, and enhanced customer service.
• Implemented a Human Resources Information System - to create an enhanced employee communications
system and streamline talent acquisition, onboarding, and other employee focused initiatives.
Community Outreach
• Developed a new 4H/FFA Program to target local youth and support community activities at local fairs
and youth events all by enhancing the co-op vision, culture, and employee engagement.
• Partnered with a local winery to develop a branded bottled wine. $1 of every bottle sold went to NW
Harvest, a local food bank to support hunger in rural communities. This was a cause that was important to our employees and local farmers.
Energy Department Improvements
• Developed a robust and dynamic energy sales team, thereby increasing overall energy department strategy
and initiatives resulting in:
o Propane Increase - 3 million to 12 million gallons
o Gas and Diesel Increase - 4 million to 8 million gallons
Agronomy Department Improvements.
• Developed a focused and science-driven agronomy team resulting in:
o Increased Agronomy revenues by $5million
o Increased Agronomy profits by $400,000
• Oversaw the building of a 6,400-ton fertilizer plant under budget and in 9 months, which resulted in an
increase of dry fertilizer revenues and increase in tons from 3500 tons per year to 7500 tons in four
months. This resulted in $1.2 million revenue increase to co-op.
• Developed a branded bag fertilizer "Nitro Boost" to drive our local brand awareness
Retail
• Developed and implemented a retail Strategy to increase revenues and profits in four stores.
• Oversaw the construction of a new 20,000 sq. foot retail store replacing a previously leased building -
Project was under budget.
o Sales at store increased by 30% in the first year. Revenues grew from $4,400,000 to $5,720,000
with a $200,000 increase in profit
* Store was recognized as a leader in retail innovation by Food & Drink International
Magazine.
• Remodeled existing stores for maximum efficiency and inventory control resulting in a 33% drop in inventory shrink.
• Implemented a new pricing and go-to-market strategy that included a bulk/pallet program resulting in a
12% percent increase in bulk Orchard and Vineyard Supplies.
• Recommended a transition to new vendors for added value and warehouse capacity and then later
implemented the transition to the True Value company as a distribution partner for general hardware
supplies and bulk pallet programs resulting in a more diversified selection of product that increased traffic
and transaction counts by 28%.
• Implemented and tested an online ecommerce platform to enhance our retail omni-channel sales and marketing. Provided customers with a fully integrated shopping experience by uniting user experiences
with brick and mortar service and online product search.
Mountain View Co-op
Energy Division manager | 04/2009 - 08/2015
• Increased overall department revenues from $28 million to $40 million with $2 million in direct profits to the co-op.
• Increased propane gallons from 1.2 million to 3.4 million gallons.
• Increased fuel distribution gallons (gas and diesel) from 12 million to 21 million gallons.
• Implemented new propane routing system "Energy Force" in 2009 which increased asset utilization and delivery to home heat customers and farms.
• Developed a home heating pricing strategy that increased new gallons by 300,000 in 2010 resulting in a
revenue gain of just over $600,000.
• Developed a new location strategy in White Sulphur Springs which resulted in 500,000 new gallons of propane for home heating and increased revenues of $1.2 million
• Led the marketing strategies for the co-op, developing a brand strategy, logo enhancement, messaging,
new website, and newsletter.
Mountain View Co-op
Retail Division Manager | 07/2006 - 04/2009
• Increased overall sales from $25 million and a loss of $400,000 to $35 million and a profit of $1million in three years.
• Developed a marketing strategy for all retail stores to increase store awareness within the communities
resulting in a 20% increase in traffic and a conversion rate of 52%.
• Developed a 4H/FFA program "Jr Livestock Program" that promoted youth at local fairs which resulted in
220 students signing up and an increase of $120,000 in feed sales.
• Implemented a new Retail POS system "Epicor" which resulted in a 40% decrease in inventory shrink and loss product sales. Enhanced overall engagement with customers.
• Developed a new branded fertilizer "Home Turf" for lawn care which increased revenues by $170,000.
• Implemented a new pricing strategy with a focus on key items and top sellers increasing retail store
margins of $450,000.