Greg Wyman

Kemin is a privately held, family-owned and operated company with more than 2,000 global employees and operates in 90 countries including manufacturing facilities in Belgium, Brazil, China, India, Italy, Russia, Singapore, South Africa and the United States. As a global company touching 3.6 billion people every day with its products. Kemin Nutrisurance maintains top-of-the-line manufacturing facilities for Pet Food palatant and preservatives in the US, Italy, and Brazil. Oversees the fully-integrated dry blending; liquid palatant; spray-drying and co-manufacturing operations. Lead global operations for both palatant and protein manufacturing, sourcing, customer service and supply chain. Responsible for generating continuous improvement in food and human safety, production efficiencies as well as ensuring Nutrisurance products meet the growing needs of global clients. Additionally, participate in strategy development and business oversight as a member of the Nutrisurance executive team.

• Reduced recordable injuries from 8 to 0 in eight months.
• Initiated a series of cost saving initiatives coordinating manufacturing, procurement and R&D to save over $1.6 million in COGS (4.6%).
• Developed the 5 year capital plan for the business, growing global spray drying capacity by 25% each year to keep up with growing sales as well as doubling the liquid palatant capacity in two years.
• Sponsored the Supply Chain project to build a predictive forecasting system and the first S&OP system in Kemin. Resolving previous systematic raw material shortfalls and allowed for global integration of capacity and demand.

Impossible Foods is a technology startup that is revolutionizing the food industry. Research and development has resulted in the first sustainable, delicious, meat that is not from animals. Establish and give direction to the manufacturing, pilot, and engineering team. Oversee selection and trials of equipment, installation, staff, and train the plant personnel and establish process and procedures to allow for prolonged manufacturing to meet the company's sales targets.

• Established a pilot manufacturing area and team to support the initial launch of product. Increased capacity of the pilot to 2000 lbs/month.
• To meet increased sales demand, established a small scale manufacturing operation in New Jersey from concept to operations in 4 months.
• Key decision maker in design and establishment of proof of principle manufacturing site in Oakland.
• Initial design was for 1,500MT annual production. During final design phase increased capacity to 6,000MT annual production.
• Oversaw planning for organization and staffing, process times and procedures, training software system.
• Integrating FAT's, Commissioning and Startup schedules with Outside Engineering firm, Manufacturing team, Product Development team, Quality and Safety.

DSM is a highly international organization. DSM Food Specialties develops, produces and sells ingredients and processing aids for the Dairy, Baking, Beverage, Cultures, Preservation, Savory and Nutritional Markets. Provide leadership and direction for cultures manufacturing. The Cultures and Enzymes division of DSM has grown due to the acquisition of Cargill's Cultures and Enzymes Business in December 2012. The Business Unit has a global manufacturing foot print with operations on three continents; two facilities in the US, one in France and the fourth site in Australia. Overall manufacturing operation consists of 300 staff.

• Key driver in the transformation and growth of the business unit as the Cargill and DSM facilities align.
• Simultaneously operated as the Manufacturing Director and US Site Manager due to complex business and integration issues.
• Drove projects in redeployment and harmonization of processes across the three main plants. Achieved the first transfer of 3 production strains from France to Australia in just 6 weeks.
• Executed a $12 million facility upgrade and production relocation without injuries or supply interruption.
• Lead a 6-month program to gain Danone-supplier certification to secure new business. Two previous audits had resulted in failing scores.
• Set production records (41% increase in volume) while reducing production staff and overtime.

1983-1993

World's innovation leader in polysaccharides production by microbial fermentation, extraction, and modification of cellulose. Key product lines are Gellan Gum, Diutan Gum, Xanthan Gum, Pectin, and Cellulose Gum. Applications include Oilfield, Industrial Applications, Food, Beverage, Cosmetics, Household products, and Pharmaceuticals.

Provide leadership and direction for operations of the Biogums technology platform producing Gellan, Xanthan, and Diutan. Oversee three plants located in San Diego, CA, Okmulgee, OK and Shandong, China with an employee population of 715 producing over 23,000 metric tons and revenue over $250,000,000. Propose and deliver metrics, safety and quality targets for the technology platform. Meet manufacturing budget unit costs, volume and variance, inventory levels & capital spent. Lead the plant teams and the direct support teams (planning, sourcing, PSM).

• Defined respective plant missions and strategic plans by establishing the first ever 5-year site plans.
• Established a close partnership with the regional authorities in China to allow for restructuring of our Chinese operations and thus making the plant profitable for the first time since acquired 7 years before.
• Acted as site GM for 4 months in China while simultaneously planning and executing a plant turn around and search for a replacement GM.

Renewable Biofuels (RBF) operates the largest biodiesel production facility in North America at Port Neches, TX. The RBF Port Neches biodiesel production has a total refining capacity of 180 million gallons per year. The facility is a BQ9000 Producer, making ASTM D6751 and EN 14214 biodiesel. RBF has a unique, extensive pretreatment system, enabling quality biodiesel production from a number of different feed-stocks.

Replaced the design and start up team with a functioning organization, while simultaneously meeting end of year contract obligations for production.

• Established new organizational charts and began immediate hiring and staffing including a Plant Manager, Quality Manager, Maintenance Manager, four Production Supervisors, and Process Engineer.
• Entire workforce was contract temporary labor and began the process of hiring operators
• Record level production was needed during the final quarter in order to meet contractual obligations. Product meet contracts and avoided penalty clause payouts equal to RBF cash reserves.
• Working in the plant to train new management and empower operators.
• Completed the assignment by successfully executing an injury-free, plant wide, turnaround. The first in the history of the plant.

North America's leading manufacturer of marine protein and the world's largest producer of omega-3 fish oil. Vertically integrated from harvest through production with the largest fishing fleet in the United States.

Directly responsible for Omega Protein's oil refinery, 40 fishing vessels, 35 spotter planes, and four processing plants in Louisiana, Mississippi, and Virginia. Omega Protein supplies fish oil, fish meal, and fish solubles to customers through the United States and to foreign locations as well.

• Responded to the Deepwater Horizon Oil spill by writing and executing a contingency plan to relocate fishing vessels to open fishing waters. Reopening a closed port facility and establishing logistics.
• Re-established a fishing presence in waters off of North Carolina that were abandoned in 1999.
• Increased fish catch and processing rates to above budget (120%) for the first time in 10 years.

1999-2009

Privately held, multi-national biotech and food ingredients company with 2,350 employees located in 30 countries and $500 million+ in annual revenue. Directed and managed budgeting, long range planning, training, and operations for globally integrated, ISO-9002, and ISO-22000 manufacturing facility. Served as Chairman of Plant Manager's Group, a business community consisting of plant managers from four countries. Member of steering groups for international projects. Introduced Six Sigma to corporation and led operations through implementation of Lean Manufacturing. Improved relationships with several manufacturing partners in Toll Manufacturing Agreements. Led eight departments with 130+ employees at two sites with operating budget of $19 million.

• $500,000 in savings achieved annually as result of developing micro-project method to incrementally achieve large goals and overcome resource shortages.
• Decreased total discards to less than 0.6% of COGS and finished goods discards to less than 0.2%.
• Reduced quality control time to 3.3 days, versus average of 10.2 days, by using Lean Six Sigma best practices.
• Achieved 250% increase in average Lean Development Profile Score through creation of organizational buy-in for Lean Six Sigma.
• Improved global cooperation and increased standardization of production plants while acting as chairman of multi-country business community comprised of five plant managers.
• Increased profitability by consistently holding operating budget increase to less than 0.5% of sales increase.
• 99.99% accuracy sustained while maintaining warehouse with $3 million in materials shipping 150,000+ pieces to 1,000 locations monthly.

Led production efforts, quality, maintenance, distribution, and process improvement for operation consisting of 100+ employees while managing operating budget of $15 million.

• Executed numerous plant expansions and capital equipment upgrades in excess of $40 million, leading to capacity increase of 200% while maintaining ROI of more than 20%.
• $1.4 million reduction in discards achieved within first year and lowered discard rate to less than 1%.
• Doubled facility's capacity while improving material and process flow by establishing five-year plan that included capital expansions, upgrades, staffing requirements, and training programs.
• Overcame global supply shortage as result of achieving highest equipment utilization rates in company, allowing for unabated increases in sales until new plant was built.
• Improved production success rate from 57% to over 95% by reorganizing staffing and establishing training program to enforce standards and immediate troubleshooting.

Market leader in fresh, instant/active dry yeast as well as other quality baking ingredients operating out of five manufacturing facilities in United States and Canada.

Responsible for budgeting, planning, training, and managing 24-hour per day operations for two departments. Effectively supervised 16 employees in two departments while managing budget of $4.8 million.

• 30% increase in annualized production while eliminating plant budget overrun within six-weeks of accepting temporary Production Manager role.
• Effectively negotiated raw materials price reductions while moving suppliers to new JIT system.
• Achieved lowest micro-contamination in plant history by developing and implementing new process improvements and training programs.
• Earned highest American Institute of Bakery (AIB) scores in plant history.
• 26% reduction to department staffing achieved during first year while further reducing staffing by additional 9% in following year.

6th largest private U.S. Corporation before going public. Specializes in water treatment, oil refining, pharmaceuticals, and chemical processing for semi-conductor industry.

Led development and supervision of numerous projects. Budgeted and managed all operating supplies in addition to overseeing warehousing, shipping, and packaging of all finished products.

• $165,000 in annual savings and improved product quality achieved by acting as proponent for and overseeing testing and approval for improved container.
• Effectively trained replacement works and new department foreman without production interruption in face of major labor disruption.
• Personally developed all new engineering standards for division, which led to increased operational efficiency.
• $140,000 saved annually as result of planning and overseeing implementation of process modifications that eliminated over 50,000 pounds of hazardous waste per year.