An integrated career across markets, operations, capital, and leadership.

Bryan began his career in refining and built experience across fuels, logistics, national and global supply chains, sales and marketing, pricing, optimization, market intelligence, strategic planning, investor relations, policy, transactions, and organizational performance.

Across ConocoPhillips and Phillips 66, he managed and optimized commercial and supply activities, developed strategy, built analytical and economic frameworks, worked directly on investor-facing and public-market initiatives, represented the company in Washington, and helped translate operating performance into decisions and external narratives.

Early in his career, he worked directly with senior executive leadership during periods of significant corporate change. His work included the separation of Phillips 66 from ConocoPhillips and the launch of Phillips 66 Partners, where he helped build the financial communications and investor case without claiming the formal executive ownership of the enterprise.

At Neste, Bryan's work extended beyond a single regional volume portfolio. It encompassed strategy and competitiveness across renewable fuels and feedstocks in North America and Latin America, acquisition integration, trading, global supply, operations, commercial systems, regulation, compliance, safety, and cross-regional work involving Europe and Asia. On his own initiative, he also authored NOVA — an enterprise turnaround framework with a full business diagnosis and a phased recovery roadmap.

Bryan's distinctive strength is the ability to move between levels.

He can work from the economics of an individual customer, product, contract, asset, trade flow, regulation, or operating constraint to the larger consequences for earnings, strategy, capital allocation, market position, organizational capability, and enterprise value.

This allows him to operate across disciplines that are often separated inside large organizations but cannot be separated in the real world.

Today, Bryan's work is expressed through a connected group of institutions:

• Twenty Three Point Five Strategies provides strategy, commercial, transaction, transformation, and executive advisory.
• Kaus Capital Partners applies principal capital, investor-operator judgment, proprietary research, and business-building discipline to long-term opportunities.
• Australis™ provides the proprietary research and intelligence infrastructure behind investment, diligence, advisory, and analytical work.
• The Point Taken brings selected analysis to a public audience.
• Silk Foundation, Mockingbird Hollow Publishing, A Seat at My Table, and Pour Intelligence extend the work into service, publishing, hospitality, and venture creation.

These are not separate identities competing for attention. They are distinct expressions of a common approach: understand the system, allocate resources intelligently, build institutions that can endure, and translate ideas into operating reality.

Durable organizations are built through clear thinking, disciplined use of capital, honest assessment, and respect for execution.

The best leaders do more than articulate a vision. They establish priorities, confront reality, communicate clearly, develop people, and create the conditions in which an organization can perform.

Culture is not decoration. Communication is not separate from strategy. Execution is not a downstream activity. Each is part of how value is created or lost.