andrew j. kaelin, iii

KAELIN, Andrew J., III

EXPERIENCE NARRATIVE:
Mr. Kaelin has 28 years of international development consulting and commercial agribusiness
experience. He has started up, owned, operated and advised private commercial agribusiness
ventures in Africa, Asia, the former Soviet Union, and Latin America. In Panama, he served as
Managing Director of a Panamanian seafood processing company employing 125 Panamanians
and overseeing production, financial controls, marketing and adaptation of seafood products and
packaging to markets in Europe, the U.S.A. and Japan. Prior to that he started up and operated a
Panamanian shrimp farm and processing plant, with 300 hectares of shrimp ponds in production,
a shrimp hatchery, and seafood processing operation with a total capital investment of $11
million dollars. His commercial and consulting experience extends all along the value chain from
market analysis to value added processing and production, with a specialization in value chain
integration, food safety and quality, and traceability. He has specialized product experience in
shrimp, scallops, calamari, crawfish, tilapia, catfish, nile perch, tropical fruit and vegetables, and
specialty products, such as jojoba.
Mr. Kaelin has provided consulting services to the World Bank in the appraisal and supervision
of over $600 million in loans, including the Sustainable Coastal Zone Development Project in
four provinces of China, under which he designed the Aquatic Product Quality Improvement
Component for the introduction of HACCP standards and restructuring of existing seafood
processing companies, and the introduction of new value added lines. Mr. Kaelin’s development
consulting work includes developing and implementing a competitiveness strategy for Nile Perch
from Lake Victoria under a USAID financed project, as a result of which the Government of
Uganda made a national commitment to aquaculture development. The project included working
with Uganda processors to develop new value added product lines.
Currently, Mr. Kaelin operates a commercial venture importing shrimp and scallops from China,
working in partnership with Chinese processors and producers to meet HACCP and quality
standards. His company is the largest supplier of scallops and a significant supplier of shrimp,
Tilapia and catfish for chains such as Darden Restaurants (Red Lobster, Olive Garden, etc.) and
other US restaurants, food processors and wholesalers.
EDUCATION
1982 Graduate Studies, Development and Agriculture Economics, University of Colorado,
1969 M.A. International Management, Thunderbird Graduate School of International 1968 B.S. Marine Zoology University of Miami, Coral Gables, FL
RELEVANT CERTIFICATIONS OR LICENSES

1993 Department of Commerce HACCP Certification
EXPERIENCE DETAILS

AISDevelopment, LLC, Taos, NM
2002-present
Partner in a small, woman-owned HUB Zone consulting firm providing technical services in agribusiness, sustainable aquaculture and fisheries, and small enterprise development. Team Leader, Coastal Livelihoods Assessments, International Relief and Development,
Sri Lanka and Banda Aceh, Indonesia (2005) AISD conducted an assessment and program
design to research and develop program activities focusing on Livelihood Security and
Economic Development in affected communities in and around Banda Aceh. Identified
interventions appropriate to the post-tsunami conditions of coastal fishing communities,
specifically, identifying market opportunities for existing and alternative products that can be
sustained by the communities and beneficiaries from a market, livelihoods and environmental
perspective. The assessment focused not only on fisheries products, but processing and
related services and supporting industries, whose development will enhance the long term
viability and competitiveness of the fisheries sector.
China, Task Team Leader, World Bank/Food and Agriculture Organization,
Sustainable Coastal Resources Development Project, China (August 2003). Field visit to
Ningbo and Xiangshan to: evaluate 13 proposed processing plant investments (new,
improved or expanded facilities) based on market demand for the services and products to be
provided by each investment in relation to other similar facilities in the project area; assess
the financial viability of each proposed investment; assess the source (aquaculture or sea
captured products) and quantities of raw materials that would be required for processing by
the proposed new, improved or expanded facilities; and recommend alternatives to the
proposed investment with regard to scale, type of facilities and equipment, and linkages to
other existing facilities in the project area, such as replacement of proposed processing plants
for transfer to stations that would improve efficiency and hygiene of locally generated aquatic
products.

Managing Director, AISAqua Foods, Inc., Taos, NM
1999 to present
Commercial company importing farmed fish and seafood products from China, Indonesia and
Panama, currently the largest supplier of scallops and a significant supplier of shrimp for chains
such as Darden Restaurants (Red Lobster, Olive Garden) and other US based importers. Owns a
foreign subsidiary in China, a Chinese legal entity responsible for quality control and compliance
of partner processing plants and producers with international standards of food safety and quality
throughout the supply chain. Developed and offers a variety of sales programs including Vendor
Managed Inventory (VMI), Contract Farming, and Program Sales.
Fisheries and Aquaculture Consultant, CARANA Corporation
2000-2002
COMPETE Project, Uganda (2000-2002) Provided short term technical assistance to the
CARANA Corporation to implement the COMPETE project, a USAID-financed activity to
increase the competitiveness of Uganda’s coffee, cotton and fisheries exports, aimed at
increasing Uganda’s foreign exchange earnings, employment and rural incomes. Facilitated
the development of a sector working group for the fisheries sector, comprising public, private
and non-governmental representatives, including producers, processors, environmental
specialists and government officials. Conducted a competitive assessment of the fisheries
sector and developed a national strategy to improve the competitiveness of the sector, by
increasing export value of the existing capture harvest with the introduction of value added
products, while developing a commercial aquaculture strategy in order to create a renewable
supply source of the principle fish species Nile Perch. Promoted the introduction of net cages
as a cost effective production methodology. Developed capacity of Makarere University
students in production trials and provided support to the Department of Fisheries Resources to develop aquaculture regulations. Regional Economic Policy and Investment Strategy (REPAIS), Khabarovsk, Russia (1999-
2000). As subcontractor to CARANA Corporation, AIS conducted an assessment of
investment potential of the fisheries sector in Khabarovsk Krai and the Sea of Okhotsk and
made recommendations to the Krai administration on developing trade links. Organized
international delegation to Krai consisting of Chinese investors and American commercial
interests. The purpose of REPAIS was to strengthen the capacity of the select regions to
attract and facilitate the flow of foreign capital and technology into the local economies
through the improvement of the private business environment and the public-private sector
dialogue.

Fisheries and Aquaculture Consultant, THE WORLD BANK, China
(1989 to present)
Conduct appraisals and supervised large World Bank loan implementation projects worth $650 million for aquaculture development in over 12 provinces in China, including: Sustainable Coastal Resource Development Project (1998 to present). Supervised the
Aquatic Product Quality Improvement Component, which financed the construction and
rehabilitation of 21 processing facilities with and investment of $32.1 million.
Heilongijiang Agriculture Development Project (1997 to present). Cold water pond
culture of adapted species of carp and other cold water species and the re-stocking of 12,000
hectare lake.
Song Liao Agriculture Development Project (1994-1999). Sustainable production of
shrimp, scallops, river carp, including hatcheries and processing facilities. The project
financed the development of low-lying mudflat wastelands (northern area containing no
mangroves) for shrimp, shellfish, and river crap production. The project has concluded with
the following results: 1,333 hectares of shrimp ponds were rehabilitated. A shellfish hatchery
producing 200 million scallop spats was put into production, and the low impact, marine
scallop production was increased by 8500 rafts or chains. 13,333 hectares of inter-tidal hard
and short neck clam culture were seeded and are being harvested. Construction was
accomplished on a 1600 square meter river crab hatchery, 134 hectares of river crab area was
put into production using individual household contract farming.
Guangdong Agriculture Development Project (1991-1999). Sustainable mariculture of
shrimp, oyster, marine net cages, inland fresh water fish production with hatcheries and
processing. Of a total investment of $230.38 million, $159.8 million was used in the fisheries
and aquaculture component, resulting in: (a) construction of 1.6966 million square meters of
sea dikes, (b) 1,126 hectars of brackish water ponds and 1293 hectars of fresh water ponds
and 208 ha of shrimp ponds (c) construction of 4 cold stores, (d) development of 440 hectars
of oyster cultivation and (e) 8,000 marine net cages and 3000 fresh water net cages for fish
cultivation.
Shandong Agriculture Development Project (completed 1996). Coastal mariculture
(saltwater), including hatcheries, pumping facilities, and processing for large scale shrimp
production.
Coastal Land Development Project (completed 1995). Coastal mariculture (saltwater),
including hatcheries, pumping facilities, and processing for large scale shrimp production

General Manager, Maryland Waterman’s Cooperative, Annapolis, MD
1990-1992
Started-up and operated 54-member fisherman’s cooperative. Restructured operations, renovated
antiquated seafood processing plant, and developed domestic and international seafood markets
for value-added Chesapeake Bay fisheries products.
Managing Director, PROPAMAR, S.A., Aguadulce, Panama
1987-1989
Directed all activities of seafood processing company employing 125 Panamanians. Duties
included production, financial controls and marketing. Adapted seafood products and packaging
to markets in Europe, the U.S.A. and Japan.
General Manager, Camaronera de Nata, S.A. (CANASA), Aguadulce, Panama
1983-1989
Appraised marine shrimp farm project, wrote investment proposal, represented foreign investment group in negotiations with Panamanians. Held position of assistant project manager during construction phase, then managed all administration, production, financing, processing plant and marketing activities for the operating company. CANASA currently has 300 hectares of shrimp ponds in production, a shrimp hatchery, and seafood processing operation with a total capital investment of eleven million dollars. Consultant, AGRIFUTURE, Inc. Bakersfield, California
1982-1983
Conducted study and developed an investment proposal for a Marine Shrimp Aquaculture Venture in Panama; conducted market research on Eucalyptus Cultivation in So. California Consultant, Corporate Development Systems, San Antonio, TX
1982-1983
Market study on the Status of Mexican and U.S. Jojoba Industry. Principle and General Manager, AGRO DE ORIENTE, S.A., Zacapa, Guatemala 1978-1981
Produced agricultural commodities in Central America and exported to markets in the U.S. and
Europe. Developed small and medium farmer contract operations with a service co-operative,
technical extension program and financing. Researched climatic adaptation of seed varieties and
tested first production areas.
Regional Coordinator, CARE, Guatemala
1976-1977
Coordinated emergency relief work after the February 1976 earthquake, responsible for a 300
square mile area. Developed reconstruction policy and accomplished construction of over 3,000
housing structures with a staff of ten Guatemalans, for program valued at $2.5 million.
LANGUAGES

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