Although a background in biorefining and chemical engineering is becoming a main criterion for today's ethanol industry leaders, Golden Grain Energy LLC President and CEO Walter Wendland demonstrates that knowledge and expertise in the areas of agriculture, commodities, sales, and farming practices are still positive assets. Wendland has guided the Mason City, Iowa-based ethanol producer through three successful years of operation. The plant, which initially opened with a 40 MMgy capacity in December 2004, finished an expansion to 80 MMgy in June 2007. Wendland, also chairman of the Iowa Renewable Fuels Association, assumed the position of president for Golden Grain Energy in 2003. He knows firsthand the joys and pains of being involved in the ethanol industry and—more importantly—how to tactfully get through everyday hurdles with added benefit.

Q: What industry did you work in before ethanol? How did your background prepare you for this position?

A: I worked for a company that constructed silos for Cargill and other ethanol producers in the early 1980s. In the mid-1980s, I handled grain byproducts as feeding ingredients for the livestock industry in northeast Iowa with Archer Daniels Midland Co. and Cargill. Ten years prior to helping start Golden Grain Energy, I was co-owner of an 800-cow dairy facility in northeast Iowa.

I use everything I learned to manage all areas of the plant: grain procurement, distillers grains production, labor and the business management aspect of it. It all came together for me.

Q: What were some of the biggest challenges you've faced since start-up?

A: One of the bigger challenges that I had before operation was putting together the management team. Afterward, it just amazed me how things fell together. Sometimes another challenge has been keeping the board together. Our board seemed so committed and so focused, but as the industry has developed, now there have been discussions on how to manage liquidity and how to manage business structure. It's just not as easy as when we first started up.

Q: Describe your typical work week.

A: We have employee meetings every Wednesday, and we talk about what's happening at Golden Grain Energy. I attend those [meetings] the best I can, and I answer any questions [the employees] may have. On Fridays, I have management meetings where we talk about things that went on during the week. That's an opportunity for the team to "sound off." It's a chance to understand what everybody has been doing and to find ways I can help.

With the personnel that I've got here at Golden Grain, it really makes my job an enviable one, I think. I couldn't be in a better position with my production team and managers.

Q: What are some of your most rewarding experiences?

A: Being a part of the Golden Grain Energy team is a reward in itself. There are so many things that I've done that I was never able to do before. I hadn't really been involved in any organization like this. [Golden Grain Energy] is a great place for me to leave my footprint because it does so much for the farming community, and the economic development for the state and cities.

Q: Where do you see the ethanol industry in five to 10 years?

A: I see continued growth, but I think that growth will probably slow within the next year in regard to corn-based ethanol. There may be a little lull as the corn growth kind of slows down and the industry builds some confidence for cellulosic ethanol.