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ing in to the water treatment centers when I first started. The water released from the plant had to be of a certain quality. I got to work on a lot of good projects.”
“That job was reality. People like to knock the Government, but it’s their job to get the job done.”
After the internship, Ussach went to work for the NYC Transit Authority as a Director for a new environmental safety division.
Ussach remembers, “I spent four years scrawling through miles of subway tracks, inspecting bus depots and train repair yards, mostly looking for toxic chemical and hazardous waste problems.”
“ I found old beat-up barrels and 50 gallon drums. We didn’t even know what was in them, highly toxic paint solvents, thinners and degreasers mostly. We analyzed what was on the site and developed a program as to what had to be done with them.”
In 1986, Ussach attended a conference on the plight of tropical rain forests. This topic was just beginning to attract a lot of attention.
Ussach recalls his reaction to the rain forest dilemma, “I had a feeling like I had been kicked in the head. I had to do something about it. My motivating force: the loss of the rain forests and the species diversity was a loss for the planet that was unacceptable and potentially fatal to life on planet earth, life in any form that I would want to be associated with.”
So he and five other individuals created what is now known as the NY Rain Forest Alliance. The Alliance became a phenomenal success.
In 1993, Ussach created The Smart Wood Program, which inspected the way in which trees were being harvested all over the world. Ussach made the program successful and then it was time to move on.
Around this time, Ussach became
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