Bryan Rempt

• Direct a regional business unit encompassing seven manufacturing facilities and 200+ employees via six direct reports.
• Reengineered Wisconsin’s sales structure by shifting from seven outside reps to a hybrid team of two outside and two inside sales professionals, supported by project coordinators—improving quote lead time and ensuring shop drawings are delivered within 24 hours of contract signing.
• Enabled revenue growth from $56.4M in 2021 to $95.7M in 2024 by elevating performance expectations, aligning organizational structure, and expanding market presence.
• Oversaw key initiatives including construction of Milwaukee Pipe, operational transition in Green Bay, and leadership succession in Roberts, WI.
• Identified and promoted emerging leaders including Raul Rios, Matt Bare, Matt Bever, and Brandon Price.
• Recruited a Regional QC Manager to standardize quality documentation, ensuring consistency and litigation support across all sites.

• Assumed expanded responsibility across Wisconsin and Iowa in advance of a planned leadership transition.
• Strengthened regional cohesion by building shared identity, operating cadence, and inter-facility collaboration.
• Integrated Sandler Sales Methodology into hiring, onboarding, and coaching processes to drive long-term alignment.
• Implemented new communication tools to enhance scheduling coordination and workflow between sales and operations teams.
• Continued oversight of Iowa operations while managing seamless coordination with Wisconsin to support cross-border customer delivery.

• Held full operational and financial accountability for the Iowa City facility, leading both production and sales.
• Built and maintained contractor relationships through consistent service and direct engagement.
• Developed and promoted high-potential team members, strengthening local leadership depth.
• Introduced scheduling and job cost improvements that became models for other company locations.

• Managed operations for the Iowa market during a critical growth phase, as Iowa City evolved from a single-machine facility into a three-line production site. Oversaw the integration of Rinker Davenport operations through a merger, followed by consolidation back into Iowa City, supporting expanded output and improved production flow.

Held progressive leadership roles across safety, quality, and production management within a national precast concrete manufacturing company.

• Production Manager (Oct 2008 – Nov 2009)
• Regional QC Manager (Feb 2006 – Sep 2008)
• Plant Safety & QC Manager (Jul 2004 – Feb 2006)