Brian Bennudriti Email & Phone Number

Lenexa, Ks, Us

United States

We're all neurologically wired to connect with one another and to share resources. Yet we structure our businesses so people are starved of both. I work to engineer systems and connection points that unleash previously hidden teams of change agents and rainmakers in companies. It's their own people - we just tap into the waste in how people manage and connect. No cost takeout or transformation initiative can sustain if this part of the change isn't addressed.Recent projects include $8.1m cost reduction and capacity release project at petrochemical plant in Texas, co-development and implementation of a performance management system for a network of aluminum recycling factories, and creation of a Toyota Kata program for a network of insulation manufacturing plants.

Kansas City, Mo

I managed the integration and subsequent operations of a limestone quarrying business north of Kansas City, with five quarries and numerous rental properties and leases. A successful and significant turnaround in a difficult market, we restructured and downsized by over 60% the staffing and management, implemented preventive and predictive maintenance programs from scratch, and introduced sales forecasting and optimization modeling.

I acted as in-house M&A, lean, and strategic consultant across asphalt production, highway construction, and limestone quarrying lines of business. Projects included demand forecasting and financial modeling, management coaching, lease and contract negotiations, and acquisition integration planning and execution. Particularly interesting here were a series of very old and poorly constructed business arrangements inherited by the company which required forensics and legwork to clean up.

Nationwide

Served as an in-house consultant helping to drive operational and financial improvements in Oldcastle's limestone and granite quarrying businesses through intense application of lean manufacturing analysis & principles, management coaching and mentoring. A McKinsey-led initiative, we specialized in preventive & predictive maintenance, organizational re-designs, value-stream optimization, and change management. Projects were typically 12 week fast attack initiatives with intensive coaching throughout.Oldcastle at the time grew primarily through aggressive M&A activity, which made these projects particularly interesting considering the patchwork of cultures, systems, and markets that resulted from 7 - 10 acquisitions per year nationally.

I generated and negotiated numerous $10 - $50m acquisitions and joint ventures supporting the aggressive growth of Oldcastle's block and hardscapes businesses nationwide. I managed all aspects of deals including strategic planning support, first contact, diligence, forecasting & market studies, financial modeling and negotiations. As I was leading the national acquisitions initiative for the Architectural Products division, I also had the honor of training and coaching five regional acquisitions specialists. Also at this time, I helped found our division's nationwide Procurement initiative and volume consortium with its related student mentorship program attached to Carnegie-Mellon. This quickly turned into a fascinating Logistics project as well given the tremendous patchwork of contracted and owned trucks and national network of masonry plants. I learned more than I ever wanted to know about dead-head miles and how to optimize continuous hauls with web-based networks. I'm especially proud of the successful market entrance strategy for a new hardscapes business in the southeast, comprised of a coordinated series of acquisitions adding $45million in sales in its second year. We were like lightning with that one.

I managed an 80-employee high volume laser-printing facility servicing the financial industry. A successful turnaround, we installed preventive and predictive maintenance programs from scratch, set up a TPM-style system for cross-functional improvement teams, installed cutting-edge quality scanning systems and restructured shift schedules from 12-hr to 8-hr shifts. We also established a rigorous communications plan involving town-halls, newsletters, shift handovers, and production control meetings. We took the plant in just a year's time from threats of EEOC lawsuits and endless series of complaints from customers to one of the top-performing facilities in the network and nationally recognized for outsanding quality. Also at this time, the facility along with the company as a whole received the prestigious Malcolm Baldrige award. Richard Chang mentioned Clarke American in his book, 'The Passion Plan At Work'.

As a nuclear-trained officer, I successfully completed two years of graduate-level education on nuclear engineering and operations, as well as studying Naval tactics and strategy at the surface warfare school in Newport, Rhode Island. I served on the aircraft carriers, USS Roosevelt and USS Truman, managing labor and maintenance projects for both reactor-related mechanical and electrical divisions. I also served as Damage Control Assistant on the Truman, and in Navigations on the destroyer, USS Thorn in the Persian Gulf.

Mba, Finance

I received my MBA with a Finance concentration. Interesting projects during this time included collaborative marketing plans for a local.

B.S., Physics