TONY MOSS

McCall, ID 208-***-**** acxj2p@r.postjobfree.com

COO / VP OPERATIONS

Strategic Positioning / Operational Turnaround / Revenue & Earnings Expansion

Market & Account Growth / Process Reengineering / Supply Chain / Product Development

Acquisitions / Integration / Startup / International / Best Practices

As an accomplished, visionary and high energy executive and business strategist, achieved aggressive goals through unwavering commitment to success despite competitive markets, and operational and financial obstacles.

Demonstrated effectiveness in impacting regulatory environment as a member of the Government Regulation Committee with the National Food Processor Association. Helped promote passage of bills through US Congress favorable to the industry.

Developed and executed strategies and tactics that turned manufacturing businesses into lean, competitive and successful players. Through insight, innovation and pragmatic leadership, eliminated threats to margins in commodity and price driven markets.

Through a standout combination of operational, business development and financial skills, offer talent package proven uniquely effective in identifying high potential business opportunities and driving successful ventures. Improved dynamic performance of both large and small companies. Skilled in:

Structuring companies around optimal strategy, market positioning and product mix

Enabling high potential organizations to find success in competitive markets

Leading initiatives that built revenue and EBITDA performance

Planning strategic market entry and expansion

Achieving benchmark growth

BS in Marketing & Economics from the University of Idaho.

Selected Accomplishments

Enabled small companies to compete at the big league level. Several smaller manufacturer clients of A. W. Moss Company produced competitive products, but had been unable to secure product placement with major retailers. Set new strategic directions and revamped their presentations, increasing their business an average 22%.

Introduced production innovation to highly conservative industry. Wine industry was loyal to use of expensive stainless steel tanks. Overcame cultural bias against plastic tanks and cooling systems that assumed plastic would be difficult to clean and maintain. Introduced innovative construction design based on removable outer shell for easier end-of-season clean up. Created broad industry acceptance of Polyvin’s far less costly plastic alternative.

Signed major deal to supply company traditionally wary of outside suppliers. Most of ConAgra’s products were manufactured in-house. Demonstrated American Fine Foods’ ability to meet stringent cost, quality and delivery assurance standards as an outside vendor. Won $25M contract to supply Healthy Choice soups nationally.

Built lucrative export business. Led aggressive business development initiative covering nine Pacific Rim countries, from South Korea to Australia and New Zealand. Increased American Fine Foods export sales 5%-to-7% every year, eventually representing 20% of the company’s annual gross.

Boosted revenue stream through private branding program expansion. Launched successful branding initiative based on strong industry relationships. Forged private branding deals with 14 grocery chains with full distribution within eight months. Additionally, negotiated supply arrangements with Quaker that brought in $4M. Satisfied demands from ConAgra that AFF meet rigorous quality standards in supplying their Healthy Choice soups, a deal representing $25M a year.

Led seamless integration of customers from acquired company. American Fine Foods had acquired a competitor and needed to assure a smooth integration of the new company’s existing customer base in American Fine Foods’ sales system. Many of the new customers had built their business with their former supplier around personal relationships between accounts execs and grocery buyers. Set up a team approach in which one sales rep from American Fine Foods and one from the acquired company would call on the old company for six months after the transition. Preserved critical relationships and retained 96% of the acquired customer base.

Set benchmark efficiency and margin levels. Led aggressive volume rebate initiative after acquisition. Guaranteed volumes from suppliers and the resulting pricing improvements for American Fine Foods’ customers made possible product volume and product line extensions. Leveraged new capabilities to expand marketing area beyond traditional customers and provide special product co-packs at 25% better margins.

Tony Moss – Page Two

Integrated growing, processing, packaging and shipping, strengthening quality and cost control. Closely tracked fluctuating national product demand, enabling American Fine Foods to set high accuracy production and inventory levels. The volume purchasing power increase and economies of scale resulting from combining AFF’s legacy accounts with those added from acquired company enabled 11% cut in purchasing costs and saved $1.2M+ annually in inventory expense. Freed production capacity for more value added products with 20% higher margin.

Led successful vertical integration. Purchase of cans and jars was American Fine Foods’ largest single cost component. Constructed new in-house container production plant, saving $3M annually in upstream supply costs. This further strengthening of the company’s cost controls and our increase in purchasing power combined to help AFF motivate suppliers to use our trucking fleet for their back hauls, eliminating costly deadheading and assuring a profitable, cost effective full truck load both ways.

Cut warehousing costs. Set up satellite warehouses in major cities at competitive customer pricing levels based on volume. Business growth enabled American Fine Foods to cut warehousing charges, making pricing even more competitive and increasing the company’s overall market position.

Consolidated inefficient operations and business processes. Through vertical integration of growing, processing, packaging and shipping, cut American Fine foods’ sales costs 23%, increased sales volume 40% and elevated profits 30%.

Career Summary

President, A. W. Moss Company, 2004 to current. Apply skills in marketing, sales, accounting, product development, regulatory compliance and financing to provide strategic and implementational planning and guidance to ambitious client companies. Enabled small aviation business to compete against fierce competition.

Director of Operations, Polyvin Pasco Poly Plastics, 2004 to 2005. Planned and managed all sales, production and financial initiatives. Originated and introduced product innovations that transformed much of the culture and methods of the traditionally conservative wine industry. Exceeded all previous company sales levels.

Director of Plant Engineering, B & D Frozen Foods, 2003 to 2004. Created resource-efficient, high performance manufacturing environment. Planned production layout, negotiated construction contracts and secured machinery offering expanded production capacity. Increased manufacturing volume 100%, a five-month project encompassing building layout planning, securing construction permits, acquiring capital equipment and negotiating building contracts. Controlled $1M budget.

President / CEO, Expand-O-Systems, 2000 to 2003. Controlled $4M+ P&L for this 35-employee company. Created new product lines and cost controls, increasing net income 11%. Launched marketing and operational strategies that boosted business volume 40% in one year. Negotiated advantageous investment financing terms. Directed production operations. Initiated cost / benefit analysis that produced significant dollar savings.

President / CEO, American Fine Foods, 1978 to 2000. Controlled $140M P&L for this 800-employee company. Responsible for 30 individual budgets. Expanded product mix. Refocused business away from smaller customers generating low sales volumes. Secured 30 new accounts including Sysco, ConAgra, Quaker and Hunt-Wesson. Placed 20 new products in major markets. Reversed decline in international business through expanded client interaction and introduction of products to meet new opportunities. Extensively utilized cost / benefit analysis to justify virtually every expense and capital investment across 14 departments. Acquired largest competitor.