De Lyle W. Bloomquist


MBA, Finance | Tepper Business School, Carnegie Mellon University 

BS, Business Administration with minors in accounting and economics | Brigham Young University


Board of Director Assignments

  • From October 2017, a Director for Gran Colombia Gold Corporation (TSX: GCM). Serving on the audit committee.
  • From December 2014, a Director for PDS Biotechnology Corporation. Serving on the audit and compensation committees.
  • From June 2014, a Director for Rayonier Advanced Materials (NYSE: RYAM). Serving on audit and compensation committees.
  • From October 2011, Director of Crystal Peak Minerals Inc., a publicly traded company on the Toronto Stock Exchange (“EPK”). Serving on the audit and technical committees (Chair).
  • From July 2010, a Director of Huber Engineered Materials Corporation.
  • From July 2016 to July 2017, a Director of Costa Farms, a 3rd generation family owned company that is a wholesale grower of household plants for both indoor and outdoor use. Costa Farms sold to Markel Corporation in July 2017.
  • From 1998 to 2009, a director on the Board of ANSAC, a soda ash export cooperative with annual revenues over $1 billion that markets and distributes U.S. soda ash into 20+ countries. Served as Chairman from 2007 – 2009 with duties on both the government affairs and compensation committees.
  • From February 2005 to November 2007, served as a director on the Board of Oglebay-Norton Company (OGBY), a producer of high quality limestone, lime and industrial sand products throughout the U.S. with annual sales of $450 million. Served on the compensation committee.  OGBY was acquired by Carmeuse North America in January 2008.

Windrunner Management Advisors LLC


Windrunner Management Advisors provides advisory, consulting, and leadership coaching services to family owned companies, start-up companies, entrepreneurs, and small-to-mid sized public companies. Windrunner Management Advisors also assist private equity, family offices, and companies in due diligence of target businesses.

  • Currently advising and counseling the CEO of Scientia Vascular, a medical device company that designs and manufactures product solutions for endovascular access clinical needs.
  • Currently a Director of Huber Engineered Materials Corporation, a family owned company, which produces specialty ingredients & controlled function inorganic materials for the pharma excipients, paint/coatings, food & beverages, paper/paper products, fire retardants and other growing markets.
  • Currently a Director of Crystal Peak Minerals Inc., a publicly traded company on the Toronto Stock Exchange (“CPM”) that is developing a Sulphate of Potash business in Utah. Serving on the technical and audit committees.
  • Currently a Director for Rayonier Advanced Materials (NYSE: RYAM), which produces specialty cellulosic fibers. Serving on audit and compensation committees.
  • From December 2014, a Director for PDS Biotechnology Corporation, which is a clinical stage biopharmaceutical company developing immunotherapies for cancer and other disease areas such as infectious disease. Serving on the audit, compensation committees.  Company planning for an IPO in 2018.
  • From July 2016 to July 2017, a Director of Costa Farms, a 3rd generation family owned company that is a wholesale grower of household plants for both indoor and outdoor use. Served on the compensation committee. Costa Farms sold to Markel Corporation in July 2017.
  • Provided due diligence advisory services in June 2017 to Access Industries on a potential investment in the industrial minerals sector.
  • Provided due diligence advisory services in late 2016 to Blackstone on its successful investment in Natural Resource Partners LLC.

Tata Chemicals Limited  

Tata Chemicals Ltd. (“TCL”) is a global company with businesses in chemicals, consumer products and crop nutrition/protection.  It is the world’s second largest producer of soda ash and 4th largest producer of sodium bicarbonate with operations in India, Kenya, UK, South Africa and the U.S.  TCL is also the world’s largest producer of consumer iodized salt, and India’s leading producer of nitrogenous and phosphatic fertilizers.  The company also produces bulk chemicals such as sulfuric acid, phosphoric acid and industrial grade salt.

Global Chemical Business


  • Led and managed TCL’s largest division, the Global Chemical Business until retirement on March 31, 2015. The business has operations on 4 continents, with annual revenue is over $1.2 billion and includes the production and sale of soda ash, sodium bicarbonate, salt, and cement.  Primary objectives are to profitably grow the business while exceeding TCL’s ROE target, to realize the business’ potential of its global span with focus on inter-regional coordination, disseminating best practices, instilling a common culture, and increasing speed of execution.
  • Instituted new variable compensation schemes for key employees in UK, U.S. and Kenya to focus management efforts on cash generation, profitability and long term strategy implementation.
  • Launched a manufacturing excellence initiative in 2011 to increase the Overall Equipment Effectiveness (OEE) at the main production locations through improved maintenance planning. As of June 2014, the facilities participating in this program have enjoyed improvements of 20 – 25% resulting in increased production, reduced overtime, and reduced inventories.
  • Launched a Lean Six Sigma discipline across all regions in 2010. Through June 2014, trained over 1200 employees and realized nearly $30 million in EBITDA improvement.  Going forward, will be implementing knowledge management tools to enable the sharing of best practices and facilitate successful succession for key positions.
  • Oversaw efforts to acquire British Salt in January 2011, and led the acquisition of a significant equity interest in a U.S. based Sulfate of Potash junior.

General Chemical Industrial Products, Inc. (GCIP)

President, CEO & Director(April 2004 – June 2009),

Vice President & Chief Operating Officer, General Chemical Group Inc.(April 1999–March 2004)

  • The Company was acquired by Tata Chemicals Ltd. in March 2008 for $1.005 billion. With this acquisition, Tata Chemicals became the world’s 2nd largest soda ash producer, and the only global producer with capacity on 4 different continents. I was intimately involved in all phases of the acquisition, including negotiating the asset purchase agreement, managing due diligence, communicating with investors and the Board of Directors, key customers and suppliers.
  • Developed and implemented a long-term strategy that included globalizing the soda ash business, entering like-industries through acquisitions, developing products to serve new markets, and reducing costs by closing unprofitable businesses and implementing new, but proven technologies. Since emerging from Chapter 11 in March 2004, increased Net Revenue and EBITDA by 110% and 1,800%, respectively, through 2008.
  • Working with VP of Sales, developed sales and marketing strategy that resulted in an 95% increase in soda ash prices, implementation of a variable price component tied to energy costs in order to “hedge” energy cost, and the 100% pass through of volatile transportation costs. Moreover, increased sales volume by 10% by targeting exports and taking advantage of product substitution opportunities.
  • Negotiated the acquisition of a minority partners’ 24% equity interest in soda ash business.
  • Negotiated the acquisition of Zemex Minerals in November 2007, a producer of mica and attapulgite products. After March 2008 acquisition of GCIP by Tata Chemicals, led efforts to sell these same businesses in 2009.
  • Increased productivity every year by an average of 3.5% by taking advantage of employee attrition through work rule changes, capital investment and employee training.
  • Successfully lobbied U.S. Congress to pass legislation to reduce federal soda ash royalties by 66% resulting an EBITDA improvement nearly $10 million per year.
  • As a member of the ANSAC’s Government Affairs committee, worked to successfully eliminate import tariffs on soda ash into Brazil and Ecuador. Also, assisted in the successful lobbying of the USTR to pressure China to eliminate the 13% export subsidy to Chinese soda ash exporters.
  • Improved safety performance by 40% through successful implementation of MSHA’s SLAM program.
  • Reduced retiree-related liabilities by changing asset investments, increasing the average retirement by providing incentives for longer tenures, and increasing early retirement medical premiums and deductibles.
  • Participated in the restructuring of the Company’s balance sheet, including the negotiation of the “pre-packaged” reorganization plan with the secured lenders, sub-ordinated note holders and the principal shareholder. Plan reduced debt by $100 million, interest expenses by $10 million/year, and SG&A expenses by $2 million/year.
  • In response to a severe industry-wide oversupply situation, focused operating management on a low cost strategy that included maintaining high capacity utilization, improving variable consumption factors, reducing fixed costs and strictly managing working capital. Actions included the shutdown of 2 money-losing plants, reducing headcount by 45% (including a 35% SG&A headcount reduction), reducing SG&A expenses by 18%, improving working capital by increasing inventory turns to 30 per year, and reducing A/R DSO by 15%.  These achievements allowed us to maintain liquidity through the industry’s trough without a capital call to partners.
  • Acquired a competitor’s recently closed salt operations and successfully restarted operations in 3 months with 40% previous manpower.

General Chemical Corporation

General Chemical Corporation was a manufacturer of performance and industrial chemicals, and engineered automotive parts. The Company had $600 million is annual net sales revenue and 3000 employees before the April 1999 spin-off.

January 1996 – April 1999 

Vice President & General Manager, Industrial Chemicals

Responsible for all the operational matters of the $250 million industrial chemical division of General Chemical Corporation, including the strategic planning, budgeting, marketing/sales, plant operations, environmental, health and safety issues.  The division’s total employment was 1000+.

Developed and implemented an organic growth strategy for the calcium chloride business by developing new applications, products and markets (exports) that achieved a 10% sales volume increase in 3 years.

Developed and implemented a 2-year strategy to increase prices in the calcium chloride business. Successfully implemented price increase of 25% in 1999.

Successfully completed a 20% capacity expansion of the division’s largest plant at 50% of the cost per capacity-ton of the competition. Achieved record production and productivity the same year.

Reduced customer complaints by 40%. Achieved QS 9000 quality certification.

Successfully lobbied EU Commission to eliminate soda ash dumping duties for European shipments.


May 1995–January 1996

Director, Corporate Distribution

Reporting to the VP of Manufacturing, supervised a staff of 15 with a budget of $100 million.

Identified and realized cost savings totaling $2 million/year through better railcar fleet utilization and preventative maintenance program.

Implemented a proprietary and patented rail car loading system that increased loading capacity by 80% and reduced rail car maintenance expense by $500K/yr. Capacity increase led to the elimination of a loading shift at generating an additional savings of $400K/yr.

Switched freight payments to an outside service resulting in $100K/year savings.

Reduced customer complaints due to carrier service issues by 50%.


November 1993-May 1995

Group Controller, Industrial Chemicals

Reporting to the VP and GM of the Industrial Chemicals division, responsible for the cash flow management, the finance and accounting functions, and the capital justification and budgeting for the division.

Crafted response to EU Commission dumping suit against U.S. soda ash industry resulting in General Chemical receiving the lowest dumping margin levied in the industry.

Prepared prospectus, conducted auction and sold Canadian limestone quarry to local interests.


May 1993-November 1993

Director of Business Operations, Industrial Chemicals

Reported to the VP and GM of the Industrial Chemicals division.

Developed a calcium chloride marketing strategy in response to the NAFTA treaty, which eliminated import duties of lower priced U.S. products. As a result, maintained 90% of pre-NAFTA market share at same pricing.


February 1992-May 1993

Manager of Services, Green River Works (Green River, WY)

Responsible for administrative support functions of a large mine and its accompanying refining plant, including accounting, FP&A, stores and inventory, traffic, purchasing, and IT.

Reduced staff headcount by 33% while increasing accuracy and performance of departments.

Reduced stores inventory cycle count error rates from 90% to 3%.

Took over management of the development of plant’s maintenance management software that was 2 years behind schedule and 100% over budget. System was put into production within 6 months by prioritizing open programming requests, eliminating non-essential programming, and eliminating “crutch system” of the staff, thus, forcing them to use new system.


November 1989-February 1992

Business Controller, Sulfur Products

Financial manager for a $70 million/year business responsible for finance and accounting, cash flow management, capital justification and budgeting.  Jointly reported to the General Manager and Company’s CFO.

Helped to increase profits of business area by 100% in 2 years:

Developed a linear program to optimize the furnace fuel mix at division’s largest plant – generated savings of $1.5 million/year.

Proposed a sales strategy for the major refinery customers that took into account competitor capabilities, customer options, our product and services value to these customers, and “best practices.” Resultant negotiations increased prices by 40%.

Performed ABC product costing analysis that identified a negative cost by-product, which if successfully sold, would increase divisional profits by 50%. Analysis, coupled with linear programming model, convinced executive management to maximize the production and marketing of by-product.


May 1988-November 1989

Market Analyst

Reported to the Vice President of Sales.

Working with sales director, helped set up U.S. distribution network for Chilean sourced methanol.

Working with distributor manager, helped develop a strategy to rationalize the number of distributors to improve pricing and sales focus resulting in higher prices while maintaining market share in many geographic markets.

Negotiated a $1.0 million duty rebate from U.S. government on imported Chilean methanol.


May 1987-May 1988

Assistant to President (Internship)

Analyzed and recommended distribution logistics for new methanol operation in Chile. Recommendation to execute a $100 million, 10-year time charter contract was approved by Board of Directors.

Modeled and forecasted the cash flow for the Chilean methanol project, identifying the need for additional borrowing to cover higher than expected working capital needs.

Received a retainer from General Chemical’s CEO to continue work after returning to graduate school to finish MBA.


June 1984-August 1986

Advanced Technology, Inc. Reston, VA

Cost Analyst

Performed life cycle cost estimates for new weapons systems for the Department of Defense.

Coded a regression program incorporating learning curve algorithms to determine “first unit” production costs.


Cost Accountant

Eliminated position by automating function with a PC spreadsheet, thus, reducing time to complete monthly reporting and invoicing tasks from 4 weeks to 1 week.