The Legacy of Bob Moore: Pioneering Employee Ownership at Bob’s Red Mill
In the world of natural foods, few stories are as compelling and heartwarming as that of Bob Moore, the visionary founder of Bob’s Red Mill. Passing away at the age of 94, Moore left behind not just a legacy of whole grains but a revolutionary business model that turned the industry on its head. In an era where selling out to conglomerates is often seen as the pinnacle of success, Moore charted a different course—one that would secure the future of his 700 employees and redefine the meaning of ownership.
Bob’s Red Mill, a name synonymous with quality and commitment to natural ingredients, was born from the humble beginnings of Moore and his wife, Charlee, in Oregon in 1978. Over the years, their dedication transformed a small operation into a global empire, renowned for its vast array of over 200 products that grace the shelves in more than 70 countries worldwide. Yet, it was Moore’s unconventional decision in 2010, at the peak of the company’s success, that marked a defining moment in the company’s history. Eschewing lucrative offers from multinational giants, Moore instead chose to entrust the company’s future to those who had built it alongside him—his employees.
Bringing Wholesome, Real Food to the World
Back in 1978, Bob and his wife, Charlee, had a straightforward goal: to provide real, wholesome food that people could trust. They were all about using natural ingredients and traditional methods, like stone milling, to make sure everything they made was top quality.
Even though they started small, Bob’s Red Mill grew into something much bigger. Today, you can find their products—over 200 of them—on shelves in more than 70 countries. But no matter how much the company grew, Bob and Charlee stuck to their roots. They kept their focus on offering food that was natural and made the right way.
In a world full of processed, artificial options, Bob’s Red Mill stood out. People knew they could count on the brand for food that was simple, healthy, and honest. Decades later, that same trust still makes Bob’s Red Mill a household name. The same care Bob put into his food, he also put into his people.
Not Just Employees: How Bob Made Everyone Part of the Business
Bob Moore was the kind of person who believed in treating people the right way, especially the employees who helped him build Bob’s Red Mill from scratch. As the company grew and started making waves, big corporations came along, offering him big money to sell. But for Bob, it wasn’t just about the cash. He cared more about making sure his employees were looked after and that the company stayed true to what it stood for.
So in 2010, instead of selling out, Bob made a move that surprised everyone: he handed the company over to his employees. Through something called an Employee Stock Ownership Plan (ESOP), every worker got a slice of the pie. This wasn’t just some business deal—it was Bob’s way of saying, “You helped build this, now you get to share in its success.”
And that changed everything. Suddenly, the employees weren’t just punching in and out—they became owners. That ownership gave them a sense of pride and responsibility because now, their hard work wasn’t just about a paycheck. They knew that the better the company did, the better off they’d be too.
Making Employees Owners: How It Changed Everything
Bob’s decision to make his employees part-owners didn’t just reflect his values—it reshaped the entire company culture. When Bob Moore decided to make his employees part-owners of Bob’s Red Mill, things really started to change. Working there wasn’t just about getting a paycheck anymore—it became personal. People weren’t just showing up for work; they were working for something they actually owned. And that sense of ownership made a huge difference.
By setting up an Employee Stock Ownership Plan (ESOP), Bob gave every employee a real stake in the company. Suddenly, they weren’t just employees—they were owners. This changed how people felt about their work. They took more pride in what they did because they knew that when the company did well, they’d benefit too.
This shift created a tighter team. People worked together with a common goal, knowing that the success of the company was also their success. It wasn’t just a smart business move—it built a workplace where people really cared about what they were doing.
Overcoming Challenges and Leading by Example
Of course, making such a big change wasn’t without its challenges. When Bob decided to make his employees part-owners, it wasn’t all smooth sailing. Changing how a company is owned is a big deal, and there were a lot of questions. Bob had to make sure everyone understood what the Employee Stock Ownership Plan (ESOP) really meant and how it would affect them.
But Bob didn’t shy away from these challenges. He and his team made sure to explain everything clearly. They talked with the employees, making sure everyone knew how their hard work would now directly impact the company’s success—and their own future.
The company also had to keep up with the competition while staying true to what made them special—creating natural, healthy products. Bob’s Red Mill managed to do both, and the business grew even stronger. What Bob did showed other companies that you could focus on your people and still be successful.
In the end, Bob set an example for businesses everywhere. He showed that when you trust and empower your employees, great things can happen.
What We Can Learn from Bob’s Red Mill: Building an Employee-Owned Company
Bob’s journey to making his company employee-owned is full of lessons for anyone looking to do the same. Bob’s Red Mill didn’t become employee-owned overnight. It took careful thought, planning, and a real commitment to his people. If you’re thinking about doing something similar with your business, here are a few things you can take from Bob’s story:
- Keep Everyone in the Loop: Bob made sure his employees knew what was happening every step of the way. He didn’t just spring employee ownership on them—he sat down and explained how it would work and what it meant for them personally.
- Educate Along the Way: Bob didn’t expect everyone to understand everything right away. He took the time to help his team really grasp how being an owner would affect their future. That education made a huge difference.
- Ask for Help When You Need It: Bob didn’t try to figure it all out on his own. He brought in financial and legal experts to make sure the ESOP process was done right from the start. There’s no harm in calling in the pros when you’re making a big change.
- Build a Team Culture: Once the employees became owners, Bob encouraged them to step up and think like owners. He wanted them to feel proud of what they were part of and to work together toward shared goals.
- Stick to Your Values: Even with all these changes, Bob never strayed from what mattered most—making natural, wholesome food. No matter how the company grew or changed, staying true to his values kept everything grounded.
Turning your company into an employee-owned one isn’t easy, but Bob’s Red Mill shows that it’s worth it. When people feel like they truly own a piece of something, they’ll put their heart into it. And that’s when great things happen.
Bob’s Legacy: A Company That Put People First
Bob Moore didn’t just leave behind a successful company—he left a lasting message about what happens when you put people at the heart of your business. By giving his employees a real stake in Bob’s Red Mill, he showed that success isn’t just about making money; it’s about building something together.
Bob trusted the people who worked alongside him. He knew that they were the ones who made the company what it was, and he believed they should benefit from its success. So, instead of selling to a big corporation, he gave the business to them. That trust paid off. The company didn’t just keep going—it thrived, and it became an example for others to follow.
What Bob did wasn’t just a business decision—it was a way of saying that companies can treat their employees right and still succeed. When people feel valued, when they know their hard work really matters, they’re going to give their all.
Bob’s Red Mill is still growing strong today, and that’s because it was built on more than just good products—it was built on trust, fairness, and the idea that a company is only as strong as its people.
Featured image from Bob’s Red Mill