Franz Schonberg (Seat G Candidate - Open Residency)

Franz Schonberg

F/V Myrna Mae
franzschonberg@gmail.com
360-536-0934

Seat G – Franz Schonberg’s Candidate Statement

My Name is Franz Schonberg, a career fisherman. Since joining the BBRSDA in 23’ I have learned a lot about the industry and its needs. The operations involved from getting the fish out of the water and in front of the consumer is expansive. The frozen food chain has a lot of difficulties with a large amount of interested hands who take a bite along the way to meet ends. The best way to improve our price is to continue improving our quality. I aim to continue seeking new technology along with equipment training so that we are never complacent at the table we share with consumers.

It has been my pleasure to witness growth in our mission on the quality, as well as sustainability, of our interest. From over escapement, to Port Moller and navigating challenging waters, the BBRSDA is well poised in finding and employing solutions for our modern challenges. We have seen immense growth in marketing in my time, led by Lilani Dunn, Bristol Bay Sockeye Salmon has become a desirable and recognizable face in the vast sea of options for consumers.

Using opportunities to share costs with ASMI, flying chefs and large retailer chain sales teams, exposing the folks who sell our product to the environment that makes Bristol Bay special is critical to establishing the connection that leads to more impactful sales direction.

Improving our bylaws and procedures to iron out inefficiencies in our organizational processes. We cut costs by 68% just like the fishermen experienced after the 23’ price, which was no small feet, I give lots of credit to our current board and staff who helped pin point cost savings. I believe another 3 years in this organization would be an honor to serve the fleet and our needs.

Franz Schonberg
franzschonberg@gmail.com
360-536-0934

Seat G – Franz Schonberg’s Responses to Candidate Questionnaire

  1. Why do you want to be a BBRSDA board member?

    After serving for the last 3 years I’ve learned a lot about what the BBRSDA can do and has done for this fleet. Continuing another term would allow me the opportunity of making connections and establishing relationships that serve the BBRSDA mission statement: To grow the value of Bristol Bay Sockeye.

  2. What do you think is the most important mission for the BBRSDA and why?

    To grow the value if the region of Bristol Bay for the benefit of its members which inherently improves the communities around. Everyone knows that when there are more dollars netted out of the ocean, everyone wins.

  3. In your view, what are three priorities the BBRSDA should focus on (within the legal limits referred to above) and why?

    1. Marketing our Bristol Bay sockeye (and maybe herring) brand. Work that gets little to no praise and has a large positive impact. Connecting consumers to our product by telling the story.
    2. Pursuing scientific endeavors that yield positive results for the industry. Wether by health benefits of eating salmon and soliciting nutritionists, or by engaging in pilot study programs that could provide more data to our biologists for in season management.
    3. Staying up to date on the political environment of the state and federal level, seeking opportunities for grants from the USDA or striking deals to advocate for more resources to back up our American fishing industry.

  4. The BBRSDA's Strategic Plan lists specific strategies for maximizing the value of the Bristol Bay salmon fishery.  Do you believe those strategies are an effective guide for accomplishing that goal, and if not, how should they be modified?

    I believe these strategies serve as an effective guide for achieving the BBRSDA’s goals.

  5. Please explain your position on the Pebble Mine project.

    I am against Pebble Mine development in the region.

  6. Is there another issue that you would like to respond to?

    We are currently stretched very thin accross the fishing industry. Profits have dropped everywhere from long lining to seining and in between. In order to maintain solvency in this industry we must be looking forward not backward as far as solutions. Some solutions may have to be radical but ultimately it is up to us as stakeholders to figure out how we can best improve our profitability so there is a future in this industry.