By 1912, the CFGE had also extended its forward integration into international distribution.
Powell had just begun his tenure as General Manager of the powerful CFGE, serving as its first professional executive officer.
From Powell's vantage point as the Acting chief of the Bureau of Plant Industry, the CFGE had evolved the most sophisticated marketing organization of any farming sector in the United States.
The CFGE met the definition of a modern corporation, both in legal form and business function.
Powell's executive style served to cement his predecessor Woodford's objective of securing the loyalty of growers, particularly of the grower-run CFGE board.
A core of youthful executives joined the CFGE at its headquarters in Los Angeles, and rose through the ranks under Powell's "promotion on merit" policy.
Powell's willingness to sue the carriers produced policy changes by the railroads that the CFGE had long sought: better ventilated cars, the right to pre-cool and re-ice cars in transit and better general care in handling Exchange fruit en route to market.
More than fifty percent of all potential domestic customers still lived outside cities, and logistical problems associated appeared too large for the CFGE to surmount profitably.
In this way, the CFGE, although it then represented approximately 60% of all citrus growers in California, could represent itself as a society of farmers banded together for mutual benefit, and not as a group of corporate businessmen seeking market domination.
Capitalized at a modest $10,000, the CFGE sold one share of stock each to the thirteen directors, at $100.