About CRC Technologies
Management Team
Charles R. Conner | President
Mr. Conner is the founder and President of CRC Technologies, Inc. He has 31 years of professional experience in directing and managing projects ranging from environmental remediation and facility construction to development and implementation of large-scale computer applications. His project management experience is comprehensive, encompassing conceptual design, preparation of detailed technical specifications, contract negotiations, project scheduling and tracking, and contract close out. He has diverse technical writing and oral communications skills.
Mr. Conner has served as President for engineering and construction companies ranging in size from $1 million to $70 million in annual revenues. He has directed a wide range of remedial investigation and remedial action projects requiring a thorough knowledge of federal, state, and local regulations covering radioactive, hazardous, and mixed wastes and has interfaced routinely with regulatory personnel at all levels.
Since founding CRC Environmental, and later CRC Technologies, Inc., Mr. Conner has personally supported 24 clients in preparing 96 proposals, ranging in size from $25 million to $50.0 billion. Support included strategic planning, capture planning, training, managing, writing, producing, and red teaming proposals. The proposals were written to all branches of the Department of Defense (e.g., USACE, AFCEE, Army, Air Force, and Navy), the Department of Energy, the Defense Threat Reduction Agency, utilities, and commercial clients. CRC Technologies maintained an 82 percent win rate, accounting for more than $11 billion in wins for CRC clients over the past two years alone.
MS, Nuclear Engineering, Carnegie Mellon University, Pittsburgh, Pennsylvania; 1982 BS, Physics and Mathematics, Memphis State University, Memphis, Tennessee; 1977
Glen A. Rasmussen, Ph.D.
Since joining CRC in 2000, Dr. Rasmussen has assisted 12 clients in preparing proposals for DOE, DoD, GSA, and private clients. He developed capture strategies, compliance matrices, and proposals, and performed red team reviews. Moreover, he executed a business development turnaround for Gas Technologies Institute in Chicago. When we arrived in January of 2004, GTI was winning 17% (by dollar value) of the projects that they were bidding. By the end of 2004, the percentage increased to 34%. By the end of 2005, the percentage increased to 54%. In 2006, the win rate stood at 81%. These numbers were achieved even though GTI usually submits on proposals that have 15-30 submittals per proposal.
As Regional Manager of MK’s San Francisco, CA office, Glen performed office management, project management, marketing, proposal development, training, and hiring. He grew staff from 54 to 104; added 24 new clients (46 new projects) with backlog totaling $117.2 million ($81.3 in ID/IQ contracts and $35.9 million in fixed price or cost-plus contracts); and managed an annual budget starting at $5.1 million, growing to $10.4 million.
As Project Manager, Rocky Mountain Arsenal Superfund Site, Denver, CO, Glen managed litigation support, remedial investigations, remedial actions, and subcontractors. He developed an integrated project team (~73 people plus 82 subcontractors), and coordinated activities with Shell Oil, Dept. of Justice, EPA, Fish and Wildlife Service, and State of Colorado. He developed cost allocation analysis that decreased Shell costs from $1.6 Billion to $0.5 Billion.
Ph.D., Michigan State University (1973) - Biology and Chemistry, Minor in Statistics
MS, Michigan State University (1971) - Animal Behavior
BS, Cornell University (1969) - Biology & Chemistry