577 East Shelldrake Circle Fresno, CA 93730

Executive Resume

Richard Bell

577 East Shelldrake Circle Fresno, CA 93730

Phone: (559) 355-6190 Email:

Online resume portfolio: www.corporatewarriors.com/richard2776

Leadership Profile

Innovative Leadership, Operations Excellence, Strategic Planning, Reengineering, International Business, Marketing, Product Development, Startups/Turnarounds, Team Building/Motivation, Regulatory Compliance

Results-driven executive with expertise in creating strategic plans, operational concepts, and management practices to meet profitability objectives. Excellent track record of performance in fiscal planning, budgeting, resource utilization, cost-control, planning, development, execution, follow-through, and turnaround. Broad range of expertise in directing operations, developing facilities, managing processes, motivating employees, and achieving excellent customer service levels. Consistently meets and exceeds short- and long-term organizational objectives. An outstanding team builder and motivator known for ability to get the most from people and other resources. Proven ability to develop innovative solutions utilizing “out-of-the-box” thinking and a "can do" approach.

Professional Experience

Stapleton-Spence Packing Company San Jose, California

Vice President Business Development 2007 to 2009

Employed by this well respected prune packer to open up new lines of business and improve factory utilization. Identified several new areas of business that fit with current company capabilities and increased plant throughput without requiring major capital investment. Within the first year, responsibilities were expanded to include all marketing and sales for the company. Promoted to sit on the senior management committee, participating in the development of company strategy and policy.

· Managed a major acquisition that increased plant utilization by 15 percent and expanded capacity at almost no additional cost with equipment that was part of the acquisition.

· Identified an important industrial market that provided the opportunity for additional growth.

· Reengineered existing contract packing business to reduce costs and improve profits.

· Added additional contract packing business to existing sales to help spread plant overhead across more products and increase overall profitability.

Good Earth Teas Santa Cruz, California

Chief Operating Officer 2005 to 2006

Recruited by this industry leader to reengineer operations and provide a more professional day-to-day management structure. Reconfigured the factory in a “flow-through” layout with separate receiving and shipping docks on either end—the production area was centralized and eliminated excess forklift traffic in personnel areas for greater safety compliance. Completed the entire transition without interruption of plant operation. Revised the material requirement planning (MRP) system into a daily planning tool, resulting in fewer raw material and supply shortages; excess inventory was reduced to provide a better handle on day-to-day requirements and cut costs. The company was purchased by Tetley (UK) and the new owners retained its existing operational structure. (See the accomplishment entitled “Reengineered Operations to Build Growth in a Top National Brand.”)

· Collaborated with the machine manufacturer and mechanics to develop an improved maintenance program that greatly reduced machine down time. Boosted production yields from 86 to 95 percent.

· Resolved a customer service problem that had lost the company many customers. A new customer service tracking process addressed potential issues immediately—satisfaction levels jumped from 85 to 98 percent.

· Boosted sales and profits 7 percent in the first year after implementing the new processes. Down time was reduced and the company built a stronger reputation for reliability in the marketplace.

· Hired an electrical engineer to design a major electrical upgrade the plant had sorely needed for two years; the company had previously been unable to design a plan that would meet with utility company approval.

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Sun-Maid Growers of California Kingsburg, California

Director, International Sales & Marketing 2003 to 2005

Oversaw the entire Asia/Pacific and Latin American Operations. Coordinated a network of brokers, distributors, and advertising/promotion agencies in 30 markets within the region. Prepared and controlled budgets and market programs. Secured licensing for international markets from the State Department and set up shipping in compliance with all applicable customs, compliance parameters, and tariff regulations. Built solid relationships with overseas partners to ensure smooth business operations and fulfillment.

· Penetrated new markets, added distributors, and expanded product line to boost sales 30 percent in the first year.

· Added six new markets (Cuba, India, Korea, Pakistan, Singapore and Uruguay) to those already established.

· Personally met with every broker, distributor, and consultant to build good working relationships based on trust.

Klein Bros. Snacks Stockton, California

President 1998 to 2003

Directed daily operations for this packer of sunflower seeds, baking nuts, snack nuts, dried fruit, and trail mixes. Aggressively sought out more contract packing business to increase plant capacity utilization and improve margins. Upgraded plant and equipment for more efficient operation. Adopted a plan to reverse declining sales and profits while keeping the business running and planning for expansion. Updated all snack food packaging to support premium positioning. (See the accomplishment entitled “Turned Around an Unprofitable Company.”)

· Identified the causes of and reversed a long-term sales and profit decline; implemented processes that resulted in the two most profitable years in the entire history of the company.

· Expanded existing private label business with Safeway to premium products under the Safeway Select label to yield double-digit growth for three consecutive years. This grew into five additional margin points for both companies.

· Collaborated with the company’s airline broker to expand Sun-Maid distribution from one airline to additional airlines, schools, vending, and produce distributors—this resulted in doubling sales for the brand.

Irwin Naturals, Inc. Culver City, California

EVP/Chief Operating Officer 1997 to 1998

Reorganized the company in preparation for an IPO—conducted extensive financial due diligence and preparation. Revamped operations, personnel, and communications to ensure smooth and efficient operation. Streamlined the management reporting process for timely resolution of issues and monitoring of progress. Collaborated with department heads to establish objectives and strategic plans. The implementation of better controls allowed for the capture of lost profits and showed the true value of the company.

· Rebuilt company infrastructure to support continued double-digit growth to $75 million in sales.

· Expanded a wide range of health food products into grocery, drug and mass merchandiser markets; developed licensing agreements with known health experts for a premium line of nutritional supplements.

· Continued international growth by channeling domestic products and programs into Mexico and Canada. Ensured regulatory compliance and made packaging changes; eventually added 10 percent to total volume.

David & Sons, a Division of Nestle USA Fresno, California

President 1995 to 1997

Recruited to turn around company profitability for this stand-alone division within Nestle. Directed all U.S. operations, with full P&L responsibility. Developed a plan to meet financial objectives and laid out a strategic roadmap. Spearheaded efforts to reduce costs, develop advertising, introduce new products, and build high-performance teams. (See the accomplishment entitled “Revitalized an Established Brand to Build Profitability.”)

· Reversed declining annual sales (from -9 to +9 percent) and profits (from -27 to +14 percent).

· Conducted annual negotiations with raw product suppliers and consistently identified means for cutting costs without sacrificing quality. Exceeded cost reduction targets two years in a row within severe capital limitations.

· Struck an agreement with Nestle to use its R&D to improve roasting processes for higher yield and better flavor; the new processes cut roasting time in half and significantly boosted the facility’s yield capacity.

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Koala Springs International, Inc. Fremont, California

Senior Marketing Consultant 1994 to 1995

Developed a new marketing strategy, new products and packaging, and updated the brand architecture. Designed a new innovative marketing strategy and built a campaign to re-launch the brand, which was recovering from some former bad publicity. Identified a line of lemonades and flavored water to introduce to the marketplace—this was a new concept at the time. Developed an Australian theme for both lines; created advertising and packaging to give consistency to the brand.

· Created a new business plan and marketing strategy designed to recapture market leadership.

· Enlisted the talents of outside designers to develop a new brand architecture and image, including bottle shape, labels, and symbol to project a positive new image.

· Worked with CFO to develop strict cost guidelines and delivered project on time and under budget.

· Reversed a steady decline of 5 percent; within the first year achieved an 11 percent increase.

CornNuts, Inc. Oakland, California

Vice President, Marketing and Sales 1990 to 1994

Selected to spearhead a team to reverse declining sales. Conducted a thorough investigation of all mitigating factors and uncovered the problem. Key player in the package and image redesign to provide a solution. Developed and implemented all marketing, advertising, sales, and promotional activities to bring the brand back to a growth state. Led the committee that selected a new multi-plant, real-time, integrated financial, sales, and production system. (See the accomplishment entitled “Boosted Sales by Putting the Crunch Back into CornNuts.”)

· Grew sales increased from $38 million to $55 million in just two years. Achieved the largest sales and highest profit year in CornNuts 60-year history.

· Developed improved product, a better package, more exciting graphics, and an effective advertising campaign to reverse declining annual sales trend from -10 percent to +20 percent within 60 days of launch.

· Introduced three new products and a canister pack—grew sales 144 percent and margin 22 percent.

· Redirected media coverage to the most effective venue to double media exposure without increasing spending.

Koala Springs International, Inc. Fremont, California

Executive Vice President, General Manager 1987 to 1990

Orchestrated the introduction of this new age beverage from Australia. Set up the distribution and production networks to support national expansion. Designed a comprehensive market plan and an effective advertising campaign. Built relationships with 300 distributors and conducted ongoing efforts to locate new mineral water sources and bottlers to make the roll out possible. Directed all marketing and advertising activities necessary to support rapid brand growth. Built distribution and production infrastructure that made U.S. operation independent of Australia.

· Built the company from a few key staff to a $40 million company with 7 bottlers and more than 300 distributors providing coverage to 80 percent of the country.

· Developed new markets and increased advertising efforts to grow revenues from $15 million to $40 million with a 35 percent increase in profitability.

· Pioneered strategic plans that increased sales 250 percent and distribution 400 percent.

· Realized savings in excess of $1 million annually by renegotiating glass contracts.

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Allen & Dorward Advertising San Francisco, California

Senior Vice President, Management Supervisor 1981 to 1987

Started tenure as an account supervisor with this independent advertising agency—the largest in the San Francisco area. Quickly promoted to senior vice president—charged with management of the Dole Foods account, which accounted for 55 percent of the agency’s business. In concert with the Dole new products group, researched opportunities, developed and refined concepts, designed packaging, built marking/advertising campaigns, and rolled out the products nationally. Achieved success to the point of becoming a stockholder in the agency—participated in agency management, serving on strategic planning, finance, and new business task forces.

· Rolled out a national ad campaign to secure $40 million in new business (55 percent of total billings for firm).

· Expanded Dole Foods agency billings from $300,000 to more than $30 million.

· Developed and introduced new products which produced over $500 million in sales for Dole Foods.

Employment Prior to 1981

Served as marketing director for California Canners and Growers, providing market planning and directing the implementation of those plans for both retail grocery and food service. Identified food service as the most profitable segment of the business and increased sales by 100 percent, while increasing profit an additional 20 percent. Also developed an acquisition and new products strategy for the $200 million Kingsford division of the Clorox Company; this strategy later became the division charter. Identified several successful acquisitions, Duraflame Logs and Golden West Foods, which increased division sales by 65 percent. Previous to that, managed the Purina Variety Menu, the largest canned cat food brand for the Ralston Purina Company, and established the brand as a major profit center. Worked through a complex factoring system to provide an accurate picture of profits for both the cat food and human tuna brands and that was used to justify self-manufacture of cans for both lines.

Education/Professional Development

· M.B.A., Marketing and Finance, University of Chicago, Chicago, IL.

· B.A., History and English, Brown University, Providence, RI.

· Attended the U.S. Coast Guard Academy in New London, CT, for two years to study naval engineering and related sciences.

Community Activities

· Served as president of the Claremont-Elmwood Neighborhood Association in Berkeley, California. Worked with the university chancellor and mayor of Berkeley to improve neighborhood conditions and its relationship with the city and the university.

· Appointed as transportation commissioner for the City of Berkeley. The Commission met weekly with city staff to improve traffic flow, reduce noise pollution, and increase safety throughout Berkeley.

· Advisor to local City Council member for the City of Berkeley.