The hands that built the brands

Doug Palmer

Rejuvenator of store brand programs

As a 32nd degree master mason in the Scottish Rite, Rick Witherspoon understands the concept of loyalty, fraternity and serving others. He is a member of the Dallas Valley Scottish Rite Executive Committee in Dallas, and currently serves as chair of the Arm in Arm Committee, a group of Scottish Rite masons that leads Scottish Rite initiates through their first year in the branch.

It should come as no surprise, then, that Witherspoon is admired in the store brand industry for his long career, his friendships with colleagues, and his devotion to working with others to drive innovation and store brand growth.

“From early on, Rick was an advocate of quality in store brands, and this is the primary attribute that has led to the continuing success of store brands,” says Nick Hahn, retired director of corporate brands with Cincinnati-based Kroger Co. “Rick has always had a positive attitude and greets everyone with a smile.”

Forty-plus years in the business

Witherspoon, who founded and has been CEO of Addison, Texas-based consultancy Witherspoon Group LLC since 2005 — and served for 20 years on the Private Label Manufacturers Association’s (PLMA) board of directors, two of them as chairman — began his career in private label in 1970 at Merico Inc., a subsidiary of Anheuser-Busch that manufactured refrigerated dough. He served in various positions at the company, and in 1981 was promoted to vice president of retail marketing and sales. In that position, he led all sales, marketing, product development, pricing and margin enhancement for the national company, and helped develop its refrigerated dough market on the West Coast.

Over the years, Witherspoon also was a pioneer in the store brand frozen dough, nondairy dessert topping, dip and dressing categories, says John Iselin, former chief operating officer of Earthgrains Co. — and Witherspoon’s coworker for two decades.

“Rick has developed programs for literally every national and regional food retailer in the U.S.,” he explains.

Jumping the pond

In 1998, Witherspoon moved to Paris to become president and CEO of EuroDough S.A.S., a subsidiary of Earthgrains/Sara Lee. By 2003, he had built a new business, managing and directing all aspects of the company’s dough business and accelerating growth into major Euro markets while maintaining effective cost controls. By the time he left in 2003, the company’s revenue had grown 250 percent.

Though the business landscape evolved and many companies changed hands during his time with them, Witherspoon always has learned from and adjusted to the changes.

“There have been many changes in how things are done and what customers require — they all affected how he did his job,” says Joe Ausere, owner of JMA Consulting Services and former president of Merico Inc., who worked with Witherspoon for many years. “The bottom line is that much was accomplished in many environments and situations. Many good folks did respond to Rick’s character, planning and purpose.”

Ausere adds that business goals are budgeted, requiring management’s interpretation to achieve necessary results while using good business practices. And he remembers Witherspoon as being able to balance the desired ideal against the practical and attainable.

“These issues were never simple and became more complicated, as all grocery business has become diversified by growth and corporate changes,” he says.

Witherspoon was at his best when dealing with the leaders of the PLMA and the working units of its various members, Ausere recalls.

“When pressed for ideas and suggestions, he assumed the tasks with pleasure,” he says. “He relished successes of his friends in the association and spoke of them with pride and purpose.”

And for his whole career, Witherspoon has believed strongly in the power of collaboration.

“He successfully spoke of the partnership that bound all participants and their best interests,” Ausere states. “These joint efforts, coupled with a motivation, resulted in excellence and quality in performance, thereby creating an effective team.”