Brian Traylor Email & Phone Number

Chicago, Illinois, Us

Russell, Ks, Us

St Louis, Missouri, Us

Here at Benson Hill, we believe the foundation lies in a healthy, sustainable food system rooted in diversity and choice. A variety of crops and product choices, optimized for different growing conditions by a community of innovators who are passionate about food and food production. So, how exactly do we do that?Nature, it turns out, is an incredibly generous and under-utilized source of genetic diversity that can improve food production and quality. We’ve built our company to enable innovators to collaborate and tap this diversity, wherever they may be in the food and agriculture supply chain.

Our mission is to be recognized as the world class provider of modular, engineered process solutions involving dry ingredient handling and dry/liquid mixing systems by manufacturers of dairy, food, beverage, pharmaceutical, and industrial products•Accountable for leading a global sales and marketing activities.

BNZ Solutions, LLC is a customer centric business providing a wide range of solution-oriented services within Lean Six Sigma & Project Management. •Accountable for leading a global HVAC firm’s business transformation through the integration of an ERP / Warehouse Management (WMS) / Transportation Management Systems (TMS). Selected by the firm to develop project strategy while leading the oversight & governance process. Also responsible for budget, schedule, and risk management.•Accountable for leading a food manufacturing firm's redesign of their production facilities.

Wilmington, De, Us

Accountable for new product development and commercialization activities, assuring end-to-end efficiencies from business strategy to commercial execution. Directed strategy and progress for both the technical process and commercial activities. New product launches have grown the business by double digits and have accounted for $40M in new sales.• Selected by the firm to launch best-in-class commercial product for dry blended beverages in October, 2015. First launch of its kind in last five years for the company• Accountable, as the Business Project leader, to direct these complex and comprehensive initiatives by leveraging expertise and strategy across the supply chain to assure business objectives were achieved.• Facilitated Kaizen event with supply chain to integrate new product development activities with global supply and demand planners• Reduced non-productive inventory (NPI) associated with new product development by 50% in 2015• Architect of visual dashboards outlining project portfolio with key metrics: volume, revenue, and %ROI

Wilmington, De, Us

Led global businesses with $400M P&L accountability. Managed both internal and external assets (15 global sites) to optimize supply chain costs and customer delivery expectations. Coordinated all customer allocations with supply planners and site supply teams. Worked monthly with global demand planners on an integrated product line demand plan• Achieved 30%+ growth into emerging markets (Asia Pacific / China / India)• Focused on the Customer through leadership of programs to reinvigorate and accelerate new-product pipeline via improved project management and execution strategies• Supported efforts during DuPont integration to improve business unit value propositions, pricing guidelines, and five-year strategic plans to achieve growth targets• Significantly lowered overall COGP through 75% reduction in non-productive inventory (NPI) for Nuggets and Isolates• Facilitated Kaizen event with supply planners and operations to improve on-stream-time by 5%. Optimized product wheel and reduced changeover downtime.

Lead implementation of logistics functional blueprint and organizational development of standardized work processes, and strategic focus while maintaining execution• Delivered $4.3MM cost avoidance and $0.4MM cost reduction through integration of freight forwarding and expanded use of intermodal transportation versus direct truck delivery• Took on additional and critical project support work for Requisition-to-Payment process improvements--project delivered standard work for both corporate and plant site Sourcing and Accounts Payables departments

Lead global training program while mentoring Black Belt and Green Belt candidates.• Achieved DuPont accredited Master Black Belt certification in May 2005.• Lead global Green Belt Six Sigma training program to achieve $38 million savings. Launched training in Europe and Latin America while upgrading North America’s base training program. Trained over (150) employees in U.S., Brazil, and Switzerland• Lean Six Sigma experience includes global oversight (North America, Europe, South America) of hundreds of Black Belt and Green Belt business improvement projects at five domestic manufacturing sites, and four international sites. Projects closed have yielded $45 million in validated savings• Facilitated successful closure of 150+ Black Belt and Green Belt projects in multiple functional areas—manufacturing, sales and marketing, supply chain, R&D, quality, sourcing, logistics, information technology, customer service, and new business development• Oversaw team of 20+ Black Belts to achieve overall productivity of $2 million per Black Belts, while exceeding PTOI, Revenue, and Working Capital targets• Developed Kaizen facilitator standard work practices with lean consultants (TBM) for creating a Lean Sigma culture• Achieved DuPont accredited Black Belt certification in September 2002• Closed 11 Black Belt projects delivering $825,000 cost reduction and $1.8 million working capital reduction

Wilmington, De, Us

• Responsible for identification of costs, process definition and flow, operator training, and equipment installation for process development trials, new product development trials, and product / process commercialization trials• Demonstrated ability in: Process and Production Engineering, Project Management, Safety Leadership, PSM, SPC, TQM, and operations management of 30+ union production employees• Plant Capacity Upgrade: Responsible for development and implementation of the process design plan to upgrade plant production strategy from convectional filter-dried to flash-dried. Project also included generation of project justification and capital project authorization.• Plant Capacity Upgrade: Accountable for meeting business shipment needs via bring on-line of secondary spray-dried system. Responsibility included the leadership coordination, process design, and start-up of spray-dried production line with a capital spending budget $1,000,000. • Process Improvement: Executed chemical optimization program with successful reductions resulting in an average annual productivity of $100,000