CHAIN - May 2024

Cindy Keys

Snooze A.M. Eatery's Director of Procurement on the sustainability and supply chain strategies behind flipping the script on the most important meal of the day

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FROM THE EDITOR

Welcome to the May 2024 edition of CHAIN Magazine!

We are delighted to share six exclusive interviews with you this month, together with the latest global supply chain news and features.

For our cover interview this month, I speak to Cindy Keys, Director of Procurement at Snooze A.M. Eatery, about how the company has championed sustainability and grassroots community support – all while strengthening its supply chain in the process (p6).

Rupesh Sanghavi, CEO and Founder of Ergode, joins me to discuss the global e-tailer’s rapid growth journey – a story defined by strengthening the company’s supply chain (p24).

I sit down with Raul Rodriguez, co-founder and CEO of Movita Juice Bar, who shares the inspirational and moving story behind the company’s first establishment, which has since blossomed into a thriving business driven by health, taste and sustainability (p32).

I chat with Andy Hovancik, CEO of JAGGAER, about the company’s smart digital procurement and supply chain solutions which enable businesses to digitise, transform and thrive. We also explore JAGGAER’s approach to ESG, which Andy explains is more than just a corporate strategy, before learning about the company’s partnership ecosystem (p40).

Ivan Schober, Head of Group Procurement at Coveris, lifts the lid on the company’s sustainable manufacturing and procurement strategies which are propelling the organisation towards its ambitious ‘No Waste’ vision (p64).

Édouard Adès, VP of Supply Chain at Nature’s Touch discusses the company’s sustainability strategy and end-to-end supply chain transformation behind serving customers nutritious, delicious and highquality food (p82).

Our features this month cover catalysing a sustainable transformation in the MedTech value chain (p72), surging investment in cold chain track and trace technology in the food industry (p98) and improving Scope 3 emissions reporting in the global automotive industry (p110).

We are thrilled to welcome Paul Jarrett, CEO of Bulu Group, as the guest in our spotlight feature In the company of… (p120).

Before you dive into this month’s magazine, we are launching an exciting project to celebrate startups and SMEs in 2024. If you work at or with a company that’s going to disrupt its industry with new technology or innovation – we want to hear from you! Contact us at enquiries@ithink.media or connect with me on LinkedIn.

Please enjoy our latest edition. As always, if you would like to be considered as an interviewee or you have a story for us to include, please do get in touch.

Cindy Keys discusses the sustainability and supply chain strategies behind Snooze A.M Eatery’s success

Rupesh Sanghavi on global e-tailer Ergode’s approach to building a stronger supply chain

Raul Rodriguez shares how health and sustainability are driving supply chain innovation at Movita Juice Bar

Andy Hovancik, CEO of JAGGAER, on the company’s digital procurement and supply chain solutions

Ivan Schober explores packaging company Coveris’ sustainable manufacturing strategies

a

We speak to Édouard Adès at Nature’s Touch about the company’s end-to-end supply

Ivan Schober

Paul Jarrett

Cindy Keys

Andy Hovancik

Rupesh

Sanghavi

Édouard

Adès

Cindy Keys, Director of Procurement at Snooze A.M. Eatery (Snooze) on the sustainability and supply chain strategies behind flipping the script on the most important meal of the day.

Snooze A.M. Eatery (Snooze) has spent the last eighteen years revitalising breakfast culture.

hile the company originated in Denver, Colorado, it now boasts over 70 locations across the US and can be found in Arizona, California, Colorado, Nevada, North Carolina, Missouri, Georgia, Kansas, Tennessee, and Texas, with more restaurants and new markets on the way.

Snooze strives to redefine the A.M. dining experience by cultivating an energetic and eclectic atmosphere in its restaurants, providing friendly and comfortable service, while blazing a trail with culinary innovation. Underpinning these goals at the company

is a deep-seated belief in doing the responsible thing for people and the planet, to create a better world for future generations.

What makes Snooze stand out is its community and sustainability framework, which has been a part of the company since its inception in 2006. The company’s very first restaurant had a recycling service, and ever since Snooze has donated money back to the communities it serves. Over the years the company has won several awards for its sustainability efforts, including the 2013 Western Disposal Diversion Award, the 2015 City of San Diego Recycler of the Year award and the 2016 Greenovator Award from the City

“We are constantly exploring and innovating strategies by adopting new technologies, processes, and approaches to enhance visibility, transparency, efficiency and competitiveness”

& County of Denver. Snooze also currently holds several local Green Business Certifications.

Here to talk to us today about how Snooze has championed sustainability and strengthened its supply chain in the process is Cindy Keys, Director of Procurement. In her role, Cindy leads the purchasing team in vetting all of Snooze’s suppliers and procuring and negotiating contracts and pricing for a host of categories including food and beverage, retail, disposables as well as lending a hand with menu innovation whenever she can.

Outside of her day-to-day responsibilities, Cindy participates in the DEIB (Diversity, Equality, Inclusion and Belonging), She Cakes (female empowerment) and Change Maker (Sustainability and Community) boards, as well as sitting on the Core Trust Hospitality Advisory Board.

Launching our conversation, Cindy shares the key values driving the company:

Responsible Ingredient Sourcing:

Snooze is setting the standard for responsible ingredient sourcing with its Snooze Approved Food Guidelines, creating its own supply chain of ethical ingredients. Snooze Approved Food passes a robust set of standards including animal welfare, social responsibility, avoiding ingredients banned in other countries and much more. Snooze-approved suppliers

must also take a responsible stance on important global issues such as fair labour standards, business, ethics and integrity, climate change and toxins.

Community Involvement:

A portion of Snooze sales go back to the community in cash and in-kind donations. Snooze supports national and local nonprofits that focus on sustainability efforts, nutritional education and other causes. With Snooze’s “Grow to Give” model, all new restaurant soft opening events are community days, where Snooze

partners with a local non-profit organisation to raise funds and train the new Snoozers.

Employee Culture:

To better provide for and take care of its people, Snooze created the Compass Foundation, a 501(c)(3) that is run and funded by Snoozers, for Snoozers. The Foundation provides grants to help Snoozers in situations of financial need and support for Snoozers to explore their passions and creativity. The company also offers Snoozers eight hours of paid volunteering time per year.

Cindy describes how the company’s innovative supply chain strategy is a crucial component in upholding these core values. “We are extremely grateful for the strong, transparent, and like-minded partnerships we have built over the years with our manufacturers, distributors and communities,” says Cindy. “By collaborating with our external partners, such as Polidori, Maple Leaf, Eco-Products, Eco-Lab and non-profit organisations that we team up with such as World Central

disruptions caused by unforeseen events such as natural disasters, pandemics or geopolitical issues. This resilience along with our partner relationships enables us to adapt quickly to changes in the market and maintain a competitive edge.

“We are constantly exploring and innovating strategies by adopting new technologies, processes, and approaches to enhance visibility, transparency, efficiency and competitiveness. Furthermore, we

“Maple Leaf Foods’ team has been a pleasure to work with. They are highly knowledgeable and always willing to go the extra mile to ensure our success”

Kitchen and National Young Farmers Coalition we can bring fresh ideas and perspectives to the table, leading to creative solutions that align with our core values. Embracing sustainability practices, ethical sourcing and circular economy not only helps all of us move forward, it adds value as well by addressing environmental and social challenges.

“A strong and resilient supply chain is crucial to ensure continuity, efficiency and sustainability in our operations. By having a robust supply chain in place, we are able to minimise

have created a culture of innovation and open communication within our organisation where everyone has a seat at our table and our voices matter – empowering our Snoozers to think outside of the box. Encouraging cross-functional collaboration while exploring all possibilities on how to optimise the supply chain and procurement strategies allows us to continue to scale and evolve in today’s rapidly changing industry landscape.”

Within this culture of innovation lies Snooze’s sustainability strategy. The

company diverts 70% of its waste from landfills and sources its ingredients from environmentally responsible suppliers. It also carbon offsets all of its to-go and delivery orders.

“Between single-stream recycling and composting, Snooze is currently able to divert the majority of its waste from landfills,” says Cindy. “Snooze ensures that its employees undergo Sustainability and Community 101 training and designates a ‘Change Maker’ at each location that champions sustainability and community initiatives at a restaurant level.”

These Change Makers have worked hard to champion sustainability and community values over the years, and partner closely with local non-profits to lend a helping hand. Many of their community partners have developed long-lasting relationships. On the anniversary of each restaurant, Snooze hosts a 10% of sales fundraising day for one of their community partners and all year round they donate $0.25 of every Pancake of the Week back to one of their national community partners such as World Central Kitchen and National Young Farmers Coalition.

“Working with Ecolab over the years has been exceptional. They have consistently demonstrated their commitment to excellence, providing us with high-quality products and services that have greatly benefited our teams and Snooze as a company”

Snooze also makes sure to hold suppliers to the same environmental standards. “With its Snooze Approved Food Guidelines, Snooze ensures that each of its suppliers comply with the same level of sustainability and environmental consciousness,” explains Cindy. “Not only must ingredients and products be sustainable, but the companies behind them must also value sustainability, communities and making a difference.”

As Director of Procurement, one of Cindy’s key responsibilities has been finding and building relationships with Snooze’s partners, an endeavour she undertakes with the gravity of Snooze’s sustainability guidelines at the front of her mind.

“The relationships we have built with our partners have been crucial for operational success and growth,” says Cindy. “Working with partners who align

with our core values and shared vision ensures consistent highquality ingredients, products and services. Our relationships are built on trust, communication and full transparency where there is mutual benefit. This helps strengthen our competitive position in the industry, expanding our reach and delivering an exceptional guest experience. Our strategic partnerships also give us access to new trends, innovation, technology and expertise that enhance our menu offerings, guest experience and operational efficiency.”

One such partner is Ecolab, who are experts in food safety and have recently been named one of the world’s most ethical companies.

“Working with Ecolab over the years has been exceptional,” says Cindy. “They have consistently demonstrated their commitment to excellence, providing us with high-quality products and services that have greatly benefited our

SETTING THE TABLE FOR SUCCESS

Through a comprehensive approach, an Ecolab partnership powers the outcomes that matter most to your bottom-line and environmental impact. Together, we can help you:

• Exceed guest expectations through spotless wares and clean and safe spaces

• Follow standardised cleaning, hygiene and food safety protocols informed by the CDC, FDA and local health department guidelines

• Address labour and operational challenges with simplified procedures and training that help speed up cleaning processes and support high-performing staff

• Prioritise a sustainable impact through reduced water, energy and labour costs

The Ecolab Science Certified™ programme combines Ecolab’s best cleaning solutions with a food safety and public health audit, to drive business results. See if you qualify today

Ecolab solutions work together to elevate your operation

Ecolab is a proud partner of Snooze A.M. Eatery

teams and Snooze as a company. Ecolab’s expertise in the field of cleaning, sanitisation and food safety solutions has been instrumental in helping us maintain a clean and safe environment for our guests and Snoozers. Their innovative products have not only met but exceeded our expectations. Ecolab’s commitment to sustainability aligns with our core values. Their focus on minimising environmental impact and promoting responsible practices has been commendable and has contributed to our own sustainability efforts. Ecolab has been a pleasure to collaborate with on projects and to find solutions

for any issues that arise. They are proactive, responsive and highly knowledgeable, providing expert advice. Their dedication to Snooze’s success and willingness to go above and beyond have truly set them apart as a reliable and trusted partner.”

Another key partner for Snooze is carbon-neutral food production company Maple Leaf Foods.

“Maple Leaf Foods’ team has been a pleasure to work with,” says Cindy. “They are highly knowledgeable and always willing to go the extra mile to ensure our success. They have consistently demonstrated their dedication to delivering exceptional

Learn more about distribution at

“Heading into 2024 we’re excited about the growth trajectory of the business as we look to build from Snooze’s existing 70 locations across 10 states”

quality and innovation allowing us to provide our guests with craveable, responsibly sourced products. What sets Maple Leaf Foods apart is its unwavering commitment to sustainability and responsible practices. Their focus on animal welfare, environmental stewardship and community engagement aligns with our values and mission to create a positive impact in our industry. Their expertise and guidance have been invaluable in helping us navigate the everchanging landscape of the food industry. Working with a partner that shares our vision has been incredibly rewarding and has strengthened our brand reputation.”

So, what does the future look like for Snooze?

“Heading into 2024 we’re excited about the growth trajectory of the business as we look to build from Snooze’s existing 70 locations across 10 states,” concludes Cindy. “In 2024 we’ll open another 5-6 locations and deepen our presence in existing markets across Georgia, Texas and Nevada. Looking beyond 2024, Snooze is targeting 12 new restaurant openings per year. The 2025 and 2026 openings will consist of deepening our presence in current markets and identifying new markets where we can expand the Snooze concept.”

To learn more about Snooze, visit the company’s website snoozeeatery.com and follow them on Instagram.

Added Value

Events

“The Market Vision Commodity Conferences, held twice a year in Spring and Fall, have to be some of the most valuable and resourceful conferences I attend each year,” says Cindy. “It is truly a Supply Chain community where you are made to feel like family. I always say the industry is so large but yet so small – everyone is connected somehow. At this conference, I’m able to network and make new connections or build on the relationships with current connections. You not only get to spend one-on-one time with suppliers, learning what the latest trends are, but the commodity presentations and reporting are the best out there that you will receive in 48 hours!”

Connect with Cindy

CREATING A COMMON GROUND FOR CUSTOMERS AND VENDORS

Founded in 2007, global e-commerce brand Ergode was built more by accident than by design when CEO and Founder Rupesh Sanghavi began selling books on Amazon.

hen he discovered that he could buy books directly from the supplier and sell them on for a significant profit, a business model was born. “I did that transaction and when everything worked just as expected, I think I became addicted to it,” Rupesh says.

However, the business quickly expanded into something much bigger. Today, Ergode is one of the fastest-growing e-commerce companies in the world, processing over five million orders a year using its 21 selfcurated websites and stocking its products in major retailers

“THE GLOBAL SUPPLY CHAIN HAS BEEN ONE OF THE BIGGEST CHALLENGES IN RECENT TIMES FOR MANY COMPANIES AROUND THE WORLD, BUT WHAT HAS BEEN A CHALLENGE IS ALSO AN OPPORTUNITY”

such as Walmart, Lowe’s, Target, Big 5 Corp and many other B2B hypermarkets in the United States.

Rupesh joins us today to discuss the history of Ergode, how the company has built a stronger supply chain during the COVID-19 pandemic and its plans for future development.

Over the seventeen years of the company’s history, there have been significant technological changes at Ergode – particularly in the online retail market, which has grown exponentially. In 2007, the concept of online selling was still in its infancy, so Ergode has had to work hard to stay future-focused. This ability to adapt to changing environments and market conditions is something Rupesh credits as being a result of his generational background.

“Anyone born in the 70s, 80s and 90s is a part of one of those unique

generations where we have seen a massive shift in the way we live our lives,” says Rupesh. “There have been life changing technological innovations from the worldwide web and cell phones to AI. These are all game changers.”

Being a part of this game changing generation has also played a significant role in the way Rupesh runs his company, with one strategy being the use of employee goal setting to foster growth and innovation.

“In our company, we set goals every month,” says Rupesh. “This happens across all levels of the company, and in the last few months we have mandated that everyone should have one AI-related goal.”

Ergode also uses what Rupesh refers to as an integrated approach in its business strategies.

“As much as selling is our end goal, I think it takes a lot from the selection of the item and selection of design,” says Rupesh. “At every touch point – the products we select, how we serve our customers, accurate data analysis – we make sure to innovate with the latest technologies, and everything is more effective and efficient because of it.”

This integrated approach also bleeds into supply chain optimisation,

something the company has had to consider carefully in the wake of COVID-19.

“The global supply chain has been one of the biggest challenges in recent times for many companies around the world, but what has been a challenge is also an opportunity,” says Rupesh. “When COVID-19 happened, things changed so quickly. One week I was in New York for a trade show, and the next we were in lockdown. Fortunately, as our market is in the US, everybody was remote to begin with. So we were lucky in that way, but we still had to develop a software strategy to counter what was coming and what was unknown.

“We began noticing a kite shaped trend was forming, where products

were selling either substantially more or substantially less than they used to. For instance, we were selling a lot more pet products as people were home, and pet ownership became more common. As we started seeing these macro and micro trends, we began investing accordingly. With this increased volume of products, we realised we needed a lot more automation and a lot more people. So we took advantage of the situation and started hiring more people when almost everybody else was letting people go.

“Post-pandemic, we saw the container import rates go up by 10 to 12 times in a short period of time, which made all commercial calculations very difficult. Almost everybody that I know went out

of inventory to sell in 2020 and 2021, but because of that, in 2022 everybody had an excess of inventory.

“This all played a role in the matter of our survival as a business, as we could not afford to under predict or over predict the inventory. Because of this, I think supply chain is the lifeblood of organisations. It's got to be well balanced, well oiled and well managed to be able to achieve what we have achieved in terms of profitability, growth and stability. Supply chain is an essential part of what we do.”

As a relatively small supply chain ecosystem, Ergode relies on thirdparty logistics providers (3PLs) to

maintain flexibility while achieving a global presence.

“We use freight shipments from Asia to the US, Europe and all other parts of the world,” says Rupesh. “Then we use surface transport to bring the items to the warehouses. Until COVID-19, we never had our own warehouse and that was by design, as it makes sense for us to work with companies that are able to do small package delivery such as FedEx, USPS and UPS.

“Anything outside of the United States is a foreign market to us, and we’ve been lucky to sign up with a few freight forwarders who can actually take our packages one at a time and sell them around the

“SANGEAN

world, which has given us a lot of opportunities.”

One such opportunity has been working with leading radio manufacturer SANGEAN as the company’s digital partner, distributing their products globally.

“SANGEAN is one of our most valued partners,” says Rupesh. “That is the definition of an ideal partnership, as they are incredible at producing a quality product. As a family business that’s fifty years old, they’ve mastered the manufacturing and the design. We’re their partner in terms of online selling and online retailing. We’ve been selling their products in the US, and we have quite substantially grown their business as a result.”

From Waves to Wonders: Celebrating SANGEAN’s 50-Year Milestone

As 2024 unfolds, the anticipation mounts for the 50th anniversary of SANGEAN, the pioneering Taiwanese radio company founded in 1974. Five decades ago, SANGEAN embarked on a journey that would revolutionise the audio industry, setting benchmarks for quality and innovation.

SANGEAN has been synonymous with cutting-edge technology and exceptional craftsmanship in the realm of radios. In celebration of this remarkable milestone, SANGEAN has proudly announced the launch of its 50th-anniversary special edition models: WR-101, WR-201D, and WR-7X SE.

www.sangean.com

This, Rupesh believes, is because Ergode offers consumers a convenience that they can’t find elsewhere.

“As the customer moves more towards the online market, we’re bringing products to them wherever they are,” says Rupesh. “That may be an online marketplace like Amazon or Walmart, or it may be on social media such as TikTok.”

Looking to the future, Rupesh shares how the company is excited about the opportunities to grow its ecosystem as a retailer.

“I think what is different about us is the unique balance we have created between reselling thirdparty products and our own brands. As a retailer, we work with over 1,000 partners who give us inventory to sell online and we grow their business, we grow their brand and make their presence felt online. That is something that we are super proud of and have worked on for many years.

“However, in the past three years we have started the acquisition of companies, primarily former vendor partners. Take Vizari, for example. They are a sports shoes and accessories company, who we shared a great relationship

with. But as a first-generation business, the owners wanted to leave the company as they reached retirement age.

“Being a retailer of that product we knew the market for it, and fortunately a deal was worked out where we acquired 100% equity in Vizari. That’s an incredible transition, to go from being vendors to the torch bearer of the brand to then take it forward as new owners. This has been one of the amazing opportunities I’m super excited about, because it means we can assure vendors that we are not only here for the long-term growth of your brand, but should your brand ever need a second line of leadership beyond what you have then you can count on us.”

So, what is the secret to Ergode’s success? For Rupesh, it’s the people.

“This is a symbiotic relationship,” says Rupesh. “We could not have done it without the people who are or were a part of the company at one point in time. It’s important to see how this team of top leadership have formed the company over the years, and those who have joined the company have amply benefited from their leap of faith.”

For further information about Ergode, visit ergode.com.

ADDED VALUE

TRAVEL

Beyond the day-to-day responsibilities, one of Rupesh’s biggest motivators in his role has been having the opportunity to travel. Over the years, he and his family have been able to visit over one hundred countries through his work.

EXPLORATIVE MINDSET

“If you never try, you’ll never know,” is a saying Rupesh lives by. Originally educated as a chemical engineer, creating Ergode was a step outside of his comfort zone, but it’s a step that has massively paid off. His advice to other aspiring entrepreneurs is to adopt the mindset that anything is worth trying at least once.

LEADERSHIP STYLE

Coming from a more formal, corporate environment, Rupesh wanted to take a more open approach to leadership: “Democracy and diversity are much better than hierarchy. I'm known as a leader who will lend a hand to almost anything. I've benefited more from that open, no walls mindset than anything else.”

Connect with Rupesh

PROMOTING AS A BRAND

PROMOTING HEALTH AND TASTE BRAND OF GOOD VALUE

Raul Rodriguez, co-founder and CEO of Movita Juice Bar, on how supply chain strategy and sustainability empower the health-focused approach shaping the company.

he two founders behind California-based quick service restaurant Movita Juice Bar have spent the last nine years building a business that offers delicious drinks in the healthiest ways possible.

Launched in 2015, the inspiration behind Movita Juice Bar stemmed

from a life-changing wake-up call for Jorge Campos after his child was diagnosed with cancer. For Jorge, health had suddenly become the utmost priority and, as he looked around, he realised just how many unhealthy offerings there were on the market. He and Raul Rodriguez created the first Movita Juice Bar

“Everything at Movita Juice Bar is designed to reflect our core commitment to health and vitality”

Raul Rodriguez, Co-founder and CEO

to fill that gap, and today there are more than 20 franchise stores across the US.

Here to talk to us today is Raul Rodriguez, co-founder and CEO of Movita Juice Bar, to discuss how the company’s focus on health and sustainability is driving innovation on every level of operations – from supply chain strategy to store branding.

For Raul, the core of the company’s values falls into two pillars – health and taste. “Health is our priority,” says Raul. “From the beginning, I’ve thought of the company as being in the health industry as opposed to the refreshment industry. But by the same philosophy, we knew that our products needed to taste good, so customers could enjoy good food that’s better for them. People have this idea that if a

food is healthy then it won’t taste good, and we’ve been challenging that ever since we launched the business.”

Movita Juice Bar’s healthy offerings fall into four main categories: smoothies, açai bowls, juices and functional beverages – a selection of drinks with specific benefits, such as kombucha, or their mushroom powder-infused matcha. Each of the ingredients in these products has been carefully considered to make sure they’re the most beneficial to the health of the product.

“We make our own almond milk every day, using nothing but real almonds,” says Raul. “This was something we started doing after we noticed that most commercial almond milks have a lot of chemicals in them. It was a very costly transition, as we had to ensure that every store had the equipment needed to make the almond milk in-house. But we don’t take shortcuts.

“When it comes to sweetness, we skip the sugar and opt for organic agave nectar because it's low glycemic and filled with microfibres. Plus, each of our smoothies also contains our proprietary blend of protein with no artificial ingredients.

“It’s the same thing with our açai bowls. We use organic, fairtrade açai imported from SAMBAZON in Brazil, who are the leading global supplier, and we’ve had a relationship with them for eight years now. One of our key premises is that we only use clean ingredients, and we make everything in front of your eyes. At our juice bars, customers can see every single ingredient that goes into their juice.”

However, the company strives to protect its customers from more than just artificial products – it also does what it can to protect customers from things they believe are healthy.

“Most people see orange juice as a healthy option,” says Raul. “But we don’t sell it, as there’s a lot more sugar in it than people assume. When we first started people were surprised by this, as orange is probably one of the most popular juices, but we want to protect our consumers even from themselves.

“We do use oranges in some of our products, but we take the orange peel

off because it has oils in it that aren’t good for human consumption. That’s a lot of extra work, but we try to do it right.”

And this focus on health extends to the company’s sustainability practices. As a socially responsible company, Movita Juice Bar has taken steps to ensure its operations are environmentally friendly across the entire franchise.

"We believe in taking care of both personal health and the health of the planet,” says Raul. “That's why we use eco-friendly materials for our disposables like straws, cups, napkins and spoons. It's all about aligning our practices with the wellbeing of nature."

Because of this, the brand has made sure to position itself as a brand of good value.

"Everything at Movita Juice Bar is designed to reflect our core commitment to health and vitality,” says Raul. “Our logo symbolises

“We use organic, fairtrade açai imported from SAMBAZON in Brazil, who are the leading global supplier, and we’ve had a relationship with them for EIGHT years now”

'more life,' and our motto encourages everyone to 'stay healthy' or 'have a healthy day!' The moment you step into our store, you're greeted with the invigorating scent of freshness. Our store's design and layout echo our dedication to wellness, with every product we create embodying these principles. Even our promotions are crafted to highlight our commitment to a healthy lifestyle. It's all about bringing those core values of health and vitality to life in every aspect of what we do."

But Raul believes this strong brand identity hinges on the company’s supply chain strategy.

“Supply chain is the core of our business,” says Raul. “In order to have the concept that we have created we needed a strong backbone – and that’s where our supply chain management comes in. It’s important to remember we’re not a premium brand. We’ve always strived to be accessible to everyone while offering good value

products. For that, we needed to be efficient.

“So instead of charging the customer, we decided to save on the cost of goods sold. Our key partnerships have been instrumental in that. We’ve had a relationship with SAMBAZON for eight years now, and they have always been there for us. They’re incredibly supportive, which allows us to offer what we do at a great value. This reliable supply is crucial for our day-to-day operations and plays a big part in our growth and expansion, especially important for us as a franchise."

By building such a robust supply chain, the team behind Movita Juice Bar can focus on maintaining and innovating a diverse menu that’s accessible to everyone. For Raul, the company’s menu is a reflection of its commitment to health.

beneficial? Is it a better choice compared to what's out there? And of course, does it taste great? It's all about finding the perfect balance between health and flavour to ensure our offerings are not only nourishing but also delight the customer.”

Movita Juice Bar also listens to the demands of its customers.

“Some of our smoothies have a coffee base, so we cold brew our own coffee overnight,” says Raul. “Some people started asking if they could buy just a coffee, so we created one with a healthy focus. It’s cold brew coffee with two scoops of our house blend of natural protein powder.”

So, in the midst of a period of significant growth, what’s next for Movita Juice Bar?

“The key is staying in tune with what's happening in today's society,” says Raul. “That way you’re staying informed, and you have the capabilities to offer something for everyone. We’re not a vegan juice bar, or a keto juice bar or a vegetarian juice bar, but we have those options.

“We constantly ask ourselves: Is it healthy? Are the ingredients

“Two years ago, we were approved to become a US franchise, and we’ve since welcomed over 20 new franchise stores stretching across ten states,” says Raul “Before we embraced this rapid growth, we took a step back to ensure our foundation was solid, with the right infrastructure and resources in place to meet the increasing support. Now, we’re thrilled to say we’re ready and confident in our ability to support an expansion of a further 20-30 franchise stores this

year. In the near future, we’re working on growing to at least a hundred franchise stores, which is only possible thanks to our strong foundation and long-term partnerships. The

ADDED VALUE

Shifting mindset

momentum we’re experiencing is truly inspiring.”

Learn more about Movita Juice Bar here.

Originally, Raul was uncertain about turning Movita Juice Bar into a franchise. “In the beginning, I felt that a franchise was taking away someone’s opportunity to run their own business, but now I understand that it’s the opposite,” says Raul. “Over 70% of new businesses fail, so by becoming a franchise we’re able to share our success. Instead of them having to reinvent the wheel, we can share our business model and offer people more opportunities.

“I’m of Latino descent, and there are only around 50 Latino-run franchises in the whole of the US, compared to thousands of other franchises. So now I’m viewing this as offering an opportunity.”

Events

This year Movita Juice Bar is participating in franchise expos for the very first time. “It’s a big thing,” says Raul. “But as a company we’re very excited and feeling great about our participation.”

The cost of health

Raul’s advice for eating healthily is to take more into account than the surface-level cost. “Whenever I buy food, I look at the monetary price as well as the health-propelled price,” says Raul. “Because everything comes with two prices nowadays. If you look at it like that, you'll make better choices.”

Connect with Raul

Andy Hovancik, CEO of JAGGAER – a world leader in autonomous commerce – on how it empowers businesses to grow and succeed through smart procurement and supply chain technologies.

BACK IN 1995, FOUR FRIENDS DECIDED PRODUCT CATALOGUES ONLINE FORESAW THE TREMENDOUS POTENTIAL TECHNOLOGY IN THE PROCUREMENT

THEY FORMED JAGGAER

from this revolutionary idea and today, almost thirty years later, the company still carries the flame of innovation as an enterprise software company every single day.

Today we are joined by Andy Hovancik, CEO of JAGGAER to explore the company’s digital procurement and supply chain solutions enabling businesses to digitise, transform and thrive. We dive into JAGGAER's mission to provide its customers with the latest, smartest tech solutions to grow and succeed. We also discuss the company’s perspective on ESG as more than just a corporate strategy and explore the organisation’s approach to its partnership ecosystem.

“At the highest level, we work with companies to enable their own digitisation and transformation initiatives,” begins Andy. “Very specifically, we automate sourceto-pay processes, covering endto-end workflows, for an efficient

procurement process supported by supplier collaboration, to the benefit of buyers and their suppliers. We work with our customers to think about their processes and systems. Our solutions span both direct materials procurement and indirect procurement.”

Andy joined JAGGAER as CEO in June 2023 as a seasoned executive with proven success leading international, rapid-growth SaaS solutions providers across the manufacturing, financial and services sectors. He arrived at the company to lead JAGGAER into the next phase of its global growth, further developing its leading position in the market and continuing to deliver exceptional customer success. With his arrival, Andy brought a new vision to JAGGAER.

“Simply put, our goal is to build a global company,” says Andy. “We are operating in most parts of the world today in our core market, which is the comprehensive source-to-pay and supply chain management space, and we want to be able to serve our

DECIDED TO UPLOAD

BECAUSE THEY POTENTIAL OF PROCUREMENT INDUSTRY.

customers wherever they operate and wherever they are in their digitisation journey. We're focused on expanding geographically so we can be there on the ground with local expertise and experience for our customers.”

As it enters this new phase, JAGGAER prides itself on continuing to offer exceptional service and true supply chain resilience for its customers by incorporating the latest and greatest technology into its products and solutions, explains Andy.

“In addition to providing software solutions, we’re leveraging decades of industry experience,” says Andy. “From the nascent software JAGGAER provided in its early years, to the leading-edge automated solutions we provide today, we’ve developed a tremendous amount of expertise on these workflows, systems and processes. So for us, it is about how we apply our extensive knowledge and expertise in the function and use of our software that allows companies to achieve true supply chain resilience, which we've seen over the last several years is a remarkably important objective for every company.

“The supply chain challenges of recent years have shown that companies like JAGGAER have never been more relevant.”

Andy emphasises how wielding smart technology at JAGGAER plays a fundamental role in transforming procurement and the broader supply

“WE HAVE AN OBLIGATION TO OUR CUSTOMERS TO ASSURE THEM THAT WE ARE TAKING AND INTEGRATING THESE TECHNOLOGIES INTO OUR PLATFORM AND THEIR BUSINESSES”

Andy Hovancik, CEO

chain resilience strategies for its customers.

“For many of our customers, they're going to lean on their software vendors, suppliers and partners to incorporate these smart technologies into their software solutions as part of the greater ecosystem that supports their company, to create more productivity, more efficiency and more visibility,” says Andy. “So as a result, we have an obligation to our customers to assure them that we are taking and integrating these technologies into our platform and their businesses.

“It aligns perfectly with what we've been saying for years on the topic of autonomous business-to-business commerce. For years we have been incorporating these smart technologies to make our software more intelligent. By doing so, we help

INTERVIEW WITH OSCAR LUIS REGO, THE GLOBAL OFFICER AT TK ELEVATOR AND RALF DILLMANN, PARTNER PROCUREMENT

TK Elevator, a global leader in vertical transportation and urban mobility, has committed to transforming its procurement strategy amidst rapid industry growth, stringent cost-efficiency measures and increasing sustainability demands. This transformation focuses on digitisation, fostering sustainable practices and enhancing resilience.

Ralf: Oscar, given the current global challenges and the need to steer our procurement team successfully into the digital age, your role as Global CPO appears multifaceted. How did you approach the procurement transformation?

Oscar: Over the past three years, we’ve pursued a dual-track strategy. While we’ve continued to prioritise our operational imperatives around supply chain security and production delivery, we’ve also seized the opportunity to make our procurement more digital, resilient, agile and sustainable.

Ralf: That makes perfect sense. So, were the risk and resilience, and sustainability workstreams embedded into the digital procurement transformation as a comprehensive program? What were the measurable primary goals of the procurement transformation, and what challenges did you and your team face over the past three years?

Oscar: Before I delve into that, I’d like to express my gratitude once again to you and your team, Ralf, for the continuous support in aligning with these significant strategic KPIs. These include the Digital

Adoption Rate, measurement of supplier and supply chain risks and the progression of our supplier base in meeting TK Elevator’s ESG requirements.

Ralf: Behind these metrics and KPIs lie a plethora of data points. Could you briefly explain how TK Elevator’s global procurement proceeded?

Oscar: Certainly. As a first step, we opted for the comprehensive JaggaerOne procurement platform to seamlessly capture all procurement processes through a cloud solution and integrate it into our heterogeneous ERP landscape. The joint definition of a global core model for SRM and Source-to-Contract laid the groundwork to subsequently develop Procure-to-Pay for both direct and indirect operational procurement. The integration of quality processes such as APQP/PPAP was crucial to meeting our high-quality standards.

Ralf: Thank you for those insights, Oscar. Could you also briefly share what progress TK Elevator has made to date?

Oscar: We’ve achieved significant enhancements in strategic and operational procurement processes in our core countries. Following the successful rollout in China, we’re now in the process of expanding this comprehensive solution to North and South America, covering the majority of our global procurement volume. Additionally, last year, we successfully implemented supplier risk analysis and sought the necessary ESG requirements from our suppliers to better manage our supplier relationships with

CONSULTING LEAD AT BEARINGPOINT.

GLOBAL CHIEF PROCUREMENT

PARTNER AND GLOBAL

BEARINGPOINT.

sustainability considerations. In addition, TK Elevator continues to receive top sustainability ratings by CDP, EcoVadis and Sustainalytics. The company was included in the prestigious ‘A’ list by CDP for the fourth time in a row, recognising its leadership role in corporate transparency and performance on climate change. We also re-confirmed the Gold Medal in EcoVadis’ sustainability rating, now ranking in the top 2% of all assessed companies. These top ratings honour TK Elevator’s continuous efforts to combat climate change and drive sustainable action.

Ralf: Those are impressive successes, Oscar! What are your priorities for the next phase of your work?

Oscar: Now that we have the majority of procurement data within an integrated system, we can assess and plan the next steps more precisely. A central focus lies on leveraging AI, for instance, to analyse technical material specifications and further optimise our tactical procurement strategies.

Ralf: Finally, one last question: What advice would you offer to a global procurement leader embarking on a similar transformation journey?

Oscar: My advice would be not to embark on this journey alone. A successful transformation requires close collaboration from the entire team and leveraging established partnerships with companies like BearingPoint and Jaggaer to benefit from their experiences and efficiently implement the transformation project.

Ralf

Dillmann

Oscar Luis Rego

our clients achieve their goals of productivity and efficiency so they can focus on more pressing strategic objectives, needs and programmes inside their companies.

“It starts with asking questions. How do we eliminate manual effort? How do we then go beyond that to provide real insights to our customers? Where can we offer more predictive, powerful analytics to make better decisions about their supply chain?

“Given everything that's going on in the world geopolitically, economically and environmentally – alongside the daily business challenges facing companies – what we're doing is taking these smart technologies and integrating them into our platform to mitigate supply chain risks, to meet compliance regulations, to enhance processes and then ultimately transform the enterprise commerce part of the businesses we serve.

“For instance, we have a product called Contracts AI, built specifically to apply artificial intelligence to managing and administering contracts. It is an example of how we incorporate smart technologies into our software platforms to create significant efficiency gains,

SUCCESSFUL DIGITAL PROCUREMENT TRANSFORMATIONS ARE SUPPORTED BY CHANGE MEASURES AND INTEGRATION ACCELERATORS!

Digital Procurement Transformation projects are being heavily invested in by clients all around the globe to give them transparency over their supplier base, facilitate easier interaction with their suppliers and streamline the procurement process. Given the importance of making such a transformation, it’s no wonder that each client is looking to do the implementation in the shortest time possible at low risk. This is where the importance of having established toolkits that help speed up and streamline the project comes into play. Each implementation comes with its unique challenges but at their core, the projects and clients come with the same needs.

This is why BearingPoint has developed its own implementation and integration toolkit to streamline the implementation project by also reducing risk and delivering the highest customer impact by providing actionable steps and materials to facilitate successful execution. Due to our vast experience with solution implementations between JAGGAER & BearingPoint our integration toolkit could be leveraged with various ERP-Systems. In addition, the business transformation toolkit includes accelerators for master data migration and harmonisation, process design and process standardisation, change management and training needs.

BearingPoint is an independent, partner-led management and technology consultancy with European roots and global reach. We support the world’s leading companies and organisations in over 75 countries. As a leading provider of sourcing and procurement advisory services, we specialise in:

• Sustainable Procurement: Tailored strategies integrate environmental, social and economic factors to drive positive impact and cost efficiencies.

• Digital Transformation: Cutting-edge technologies streamline processes, enhance visibility and enable data-driven decision-making for procurement optimisation.

• Supplier Risk Management: Robust frameworks identify, assess and mitigate risks across the supply chain, ensuring resilience and continuity of operations.

• Artificial Spend Intelligence: AI-driven solutions provide actionable insights to optimise spend, detect anomalies and drive cost savings.

For more details, please contact us under…

Monica-Renate Schmitzer Daniel Nonnweiler

foster better compliance and better manage contracts in the process.”

Building on the notion of delivering value to its clients, Andy insists this sentiment stretches to its ESG policies and services. According to Andy, ESG is more than just a corporate strategy and JAGGAER enshrines it as an organisational imperative to empower social and environmental stewardship.

“At JAGGAER, we sit right in the middle of this topic since we work so closely with supply chain people,” says Andy. “From helping them set objectives to meeting these goals, we are intrinsically involved in our clients’ supply chains and the associated ESG priorities as both an enabler and exemplar.

“Consider the global push for decarbonisation, particularly in

“WE WORK CLOSELY WITH BEARINGPOINT, WHICH IS A GROWING GLOBAL INTEGRATOR OF OUR SYSTEMS AND PROVIDES NUMEROUS OTHER VALUE-ADDED SERVICES TO OUR CUSTOMERS”

“CONSIDER THE GLOBAL PUSH FOR DECARBONISATION, PARTICULARLY IN EUROPE. WE HAVE A ROLE TO PLAY. THE WAY WE'RE APPROACHING IT IS WE'RE FINDING TECHNOLOGY PARTNERS WHO ARE DEVELOPING THESE TYPES OF PLATFORMS AND TOOLS”

Europe. We have a role to play. The way we're approaching it is we're finding technology partners who are developing these types of platforms and tools. For example, we forged a technology partnership with carbmee, a trusted solution provider for carbon management in October 2023, where we extended our platform to fully integrate their Environmental Intelligence System carbmee EIS™ for carbon management.

“Carbmee provides comprehensive carbon transparency for companies with international supply chains. This empowers them with the ability to pinpoint carbon hotspots and collaborate with suppliers to minimise emissions. With an emphasis on Scope 3 emissions, carbmee EIS™ takes all indirect emissions into consideration – materials production, manufacturing processes, distribution and other activities across the supply chain.

This provides complete transparency into an organisation’s total carbon footprint. Now our software extends all the way through the supply chain, to deliver on carbon reduction commitments, to stay compliant and ultimately to accelerate the net zero journey.

“This is how we are taking bestin-class solutions around ESG and building them into our core platform, but also extending them in such a way that we can have a comprehensive

solution for customers who are on the same journey.

“But our commitment goes beyond this, and we've committed to specific benchmarks as an organisation ourselves. We've gone through the process of having these evaluated by the Science Based Target initiative and we have a plan for net zero in 2040. So not only are we helping our customers embrace their ESG journey, we are joining them with our own commitments and policies as well.”

“ANEON, WHICH IS ONE OF OUR STRONGEST PARTNERS IN EUROPE, DOES A LOT OF WORK ACROSS THE WORLD FOR US. THEY OFFER PARTICULAR EXPERTISE IN MANUFACTURING AND DIRECT MATERIALS PROCUREMENT”

On the topic of strategic partnerships as a means of driving technological innovation and striving towards ESG goals, Andy highlights the crucial importance of JAGGAER’s approach to collaboration and its partner ecosystem.

“It's incredibly important for us to build these collaborative alliances on a worldwide basis to build a global ecosystem of partnerships,”

says Andy. “We seek to work with companies where both parties are creating new value together.

“For instance, we work closely with BearingPoint, which is a growing global integrator of our systems and provides numerous other valueadded services to our customers.

“Aneon, which is one of our strongest partners in Europe, does a lot of work across the world for

WE MAKE PROCUREMENT FIT FOR THE FUTURE.

aneon solution GmbH is an internationally operating management consultancy specialised on end-to-end procurement suite implementations. As part of the h&z group, the subsidiary is specialised in the implementation of procurement & supply chain suites. aneon offers an in-depth purchasing expertise and accompanies its customers through the entire implementation process:

Program and Project management

Our experts advise and accompany projects during the whole process of transformation and together we develop the best individual solution for you.

Purchasing expertise and consulting

We help to optimise your processes and together we develop the best individual solution for you.

Data management & integration services

We advise you on the digitalisation and make your procurement auditand future-proof.

Change, communication & training

We know how you successfully communicate change in increase acceptance in your company.

Empowering Successful Transformations

As a Jaggaer Certified Partner, Groves & Company brings over 25 years of unrivaled expertise to drive impactful change. We are trusted catalysts for digital transformation, empowering visionary leaders across diverse sectors to harness the full potential of digital solutions.

From innovative manufacturers and leading universities to dynamic healthcare and retail brands, Groves & Company empowers organisations to realise their missions and make a lasting difference. Our commitment goes beyond technology; it’s about activating positive change and shaping a brighter future for all.

Join us in unleashing the power within. Together, we redefine what’s possible and create a world of endless opportunities.

Solutions to Empower Your Success:

• Source-to-Pay Assessment & Strategy

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us. They offer particular expertise in manufacturing and direct materials procurement.

“Groves & Company operate here in the US and is one of our Certified Implementation Partners, bringing deep industry expertise to the table. They have been around this space and partnering with us for a long time.

“We recognise that there's only so much that we can do. We're a software provider, we have deep industry expertise and we are

for the good of our customers and we have highly complementary capabilities.

“Obviously, we're a software company, we provide services on our own software as well. But when you expand that to big global programmes, this is where our partners make a huge difference for the customer and ultimately their success.

“With our partnership strategy, we're looking for true collaboration. It's not just a transactional relationship.

“GROVES & COMPANY OPERATE HERE IN THE US AND IS ONE OF OUR CERTIFIED IMPLEMENTATION PARTNERS, BRINGING DEEP INDUSTRY EXPERTISE TO THE TABLE”

confident in what we offer our customers. But partnerships with companies like Aneon, Groves & Company and BearingPoint allow us to expand beyond those services that we can provide, from the core implementation to other related services like consulting, programme management, change management and adoption strategies which are so important.

“I don't think you can do it alone and do it right. So we go to market together. We create value together

It's about working together to pursue joint strategies in the market, developing capabilities that are complementary or augment each other, so that we deliver more value to the customer. When I think about our partnership strategy, I'm looking for businesses that add value and help us achieve our ultimate goal, which is to ensure our customers are successful. I invite prospective partners to tell me about their capabilities that can complement our own, and then demonstrate

that it can be a collaborative winwin relationship over a long period of time. If that happens, then we have a winner – we can go to market on that.”

Drawing our conversation to close, Andy wraps up the discussion on offering exceptional customer service, technology-driven solutions, striving for sustainability and wielding a robust partnership strategy to

ultimately benefit clients by sharing his insights into a yearly point of pride for JAGGAER: the company’s annual meeting with its clients.

“We held our annual meeting, REV, with our customers most recently in Barcelona for 2023, and we had people from all over the world attend. I'm relatively new at the company, and I was taken

aback by the incredible level of engagement. There's a lot going on in the enterprise software space and for our customers, who are being asked to do more than ever before, the future is exciting and yet at the same time, it's a bit daunting, because of the full transformation that has to occur. But in my time at JAGGAER, REV was a particular highlight and I

celebrate how we came together with our clients to meet them and get to know them even more – it’s an amazing privilege.”

For further information about Jaggaer, visit jaggaer.com.

Turn over for 'ADDED VALUE' with Andy.

Connect with Andy

RECOMMENDED READING

“I recently went back and reread a book I had read decades ago and I've always espoused it as one of those primary and important readings that everyone should encounter,” says Andy. “It's called Man's Search for Meaning by Viktor Frankl. Without spoiling the book, it explores our search for purpose as human beings – and the truth is we all need a purpose. It’s fascinating how Frankl builds the case for that argument.

“You can take insights from the book and apply it to your company. We talk about purpose-driven organisations, and I absolutely believe that, firstly, we should all have our own personal purpose and, secondly every business should as well. I believe this book is one way to think about why purpose is important and how we can arrive at our personal purpose, but then take that into our organisations.”

LOOKING AHEAD

Andy was thrilled to attend JAGGAER’s annual meeting REV2023 in Barcelona last year, where he had the chance to engage with the company’s clients and partners. He cannot wait to attend REV2024 later this year in autumn and meet with them again when the event heads to the US.

“REV2023 was a wonderful event and really showed the power of the ecosystem,” says Andy. “I’m looking forward to our next REV for the partner participation and customer engagement as an energising experience.”

Snooze A.M. Eatery's Director of on the sustainability and supply chain behind flipping the script on the most Cindy Keys

Snooze A.M. Eatery's Director of on the sustainability and supply chain behind flipping the script on the most

Cindy Keys

LEADING THE CHANGE IN NO WASTE PRODUCTION: THE STRATEGY BEHIND PROCUREMENT AT COVERIS

Ivan Schober, Head of Group Procurement at Coveris, sits down with us to discuss the company’s journey towards sustainable manufacturing.

WASTE BEHIND

AS A LEADING EUROPEAN PACKAGING COMPANY WITH OVER €1BN IN ANNUAL SALES, COVERIS’

‘NO WASTE’

VISION TO AVOID WASTE IN ALL ITS FORMS, ACROSS PRODUCTS, PACKAGING AND OPERATIONS, IS AN AMBITIOUS ONE – BUT IT’S ALSO A DECISION THAT COULD DRIVE SIGNIFICANT CHANGE IN THE INDUSTRY.

Here to talk to us today about the company’s sustainable strategy is Ivan Schober, Head of Group Procurement at Coveris, a role with spend under group procurement which was €510m in 2023.

“We have 30 manufacturing locations across the EMEA region, where we produce paper and plastic-based packaging for various industries such as food, pet food, industrial or home and personal care products,” says Ivan.

For Ivan, one of the major challenges for procurement professionals in the industry has been developing a sustainable way to manage plastic production in contemporary manufacturing.

“Many people assume plastic is automatically bad,” says Ivan. “But in fact, plastics are much better than their reputation. Currently, plastics are, for example, providing the lowest carbon footprint in manufacturing, compared to paper, glass and metal, as they require a lot of energy in production. Those are heavy industrial processes that require a lot of CO2.

“Moreover, plastic packaging even helps to avoid waste. For example in regards to food waste, as through its barrier properties, it gives products a significantly longer shelf life.”

In order to achieve this on a larger scale, Coveris is employing two key strategies. The first is educating people on the advantages plastic

packaging can provide to the environment when reused. The second is replacing the original multi-structure base of plastic packaging with new structures made up of one single material for much easier recycling.

“It’s a challenge for the industry to redesign these products without compromising on barrier properties, scalability and performance,”

says Ivan. “But it’s leading towards positive change. In the last few years, we have seen so much innovation within the company while being able to provide more value to our customers, using our dedicated science labs to continuously develop more sustainable packaging solutions.”

This focus on sustainability and innovation is being deployed across

30

3 PRODUCTION FACILITIES BUSINESS UNITS

4,100 EMPLOYEES SUSTAINABILITY

€ 200,000,000

110

“AS A FRONT-RUNNER IN TECHNOLOGY, COVERIS IS ALSO CONVERTING PRINTED WASTE WITHIN ITS RECOVER

BUSINESS, REMOVING INK FROM FILMS FOR HIGH-QUALITY

PCW RESINS, WHICH ARE RARE ON THE MARKET”

the business. However, ensuring that all products are aligned towards being as sustainable as possible

begins with the process of procuring raw materials.

“From the corporate perspective, we need to look at our sourcing and procurement strategy,” says Ivan. “Of the raw materials we buy for our processes, many of them are resins, then there’s the masterbatch, inks, films and adhesives. We need to make sure we’re buying from suppliers who are contributing the lowest carbon emissions.

“To do this, we’re now asking our suppliers for CO2 data on every single product we procure. This is helping us build a future-focused strategy, with reducing our carbon footprint driving our decisions.”

One such partner is film supplier Hanseatisches Folienkontor (HFK).

“HFK is our number one partner for sourcing non-PE film,” says Ivan. “A core element of our business is in the extrusion of polyethylene film. We are continuously increasing recycled content in PE film, but we have limited influence on non-PE films

“HFK

that we must procure externally. As a global company, HFK can help us find these alternative solutions – not only within Europe but outside of it. It’s a great company, and we have a longstanding relationship with them.”

Looking ahead, Coveris hopes to increase its sustainability efforts even further and is deeply invested in recycling, converting waste to close the loop.

At HFK, we specialise in distributing a wide range of films for the packaging industry from across the globe. Our extensive product portfolio includes BOPP, BOPE, BOPET, BOPA films and aluminium foil.

Our core dedication revolves around offering forwardthinking films to meet the evolving demands of the market. We’re proud to collaborate closely with global producers focused on developing sustainable alternatives for years, collectively establishing us as a leading provider in the industry.

With our global diversification strategy, we ensure reliable and consistent supply, even in times of uncertainty. Benefit from our global network, which allows us to leverage regional advantages and minimise risks for you.

In addition to our diverse product portfolio, we offer a range of value-added services, including the entire purchasing and import processes, warehousing, consignment stock, just-in-time deliveries through our warehouse networks, flexible conditions and consulting options.

“With our newest recycling business ReCover we recycle plastic packaging in-house and bring it back into the value chain by closing the loop,” says Ivan.

As a front-runner in technology, Coveris is also converting printed waste within its ReCover business, removing ink from films for highquality PCW resins, which are rare on the market.

Our goal is to combine high-quality and innovative films with tailored service solutions. Contact us today at hello@hh-fk.com to learn more about how we can support your business. www.hh-fk.com

But within the No Waste strategy, Coveris is not only avoiding waste in packaging and products but also within its production:

“We are also proactive in our procurement of green energy contracting virtual and physical PPA (Power Purchase agreements),

ADDED VALUE

Family first

while simultaneously exploring generating our own energy from renewable sources – such as building photovoltaic panels on our facilities in Austria and Germany,” concludes Ivan.

Learn more about Coveris at coveris.com.

When Ivan isn’t working, he makes sure to spend as much time as he can with his family.

“I’ve had to give up selfishness since having children,” Ivan says. “I used to play ice hockey and golf, but I’ve stopped because I believe my time should be given to my family. My son loves swimming, so I take him to training and competitions and picked up the sport myself two years ago. Then my daughter does horse riding, so every weekend I’m helping with her training, and taking care of the horse.”

A passion for travel

Ivan enjoys travelling with his family and has visited several countries with them over the years. This quality time is of particular importance to him, as he has to travel long distances for work.

Staying informed

“When it comes to business, I try to stay educated,” says Ivan. “My passion is analytics, so I work on understanding global data and macroeconomics. This can be a little bit of a heads up as to where your market is going in the short and medium term while helping you make the right decision from a procurement perspective.”

Connect with Ivan

The 24-month collaborative hopes to catalyse a green transformation of the MedTech value chain.

The Collective Healthcare Action to Reduce MedTech Emissions (CHARME) collaborative launched last month with the goal of improving sustainability in the MedTech supply chain.

Led by the Sustainable Purchasing Leadership Council in partnership with Kaiser Permanente and Vizient, this initiative hopes to reduce greenhouse gas emissions arising from the multi-billion dollar US medical device and equipment supply chain. Currently, the MedTech supply chain accounts for 7% of US healthcare greenhouse gas emissions.

CHARME fills a critical gap in existing decarbonisation initiatives and has the potential to improve

“Reducing the climate we procure has environmental Kris Spriano, Interim CEO of

climate impact of the products has a positive impact on both environmental and human health”

of the Sustainable Purchasing Leadership Council

emission reductions in activities such as manufacturing and transportation practices across the MedTech supply chain.

Organisations throughout the MedTech supply chain industry have expressed an intent to participate, including Advocate Health, Cardinal Health and Health Care Without Harm.

“We are thrilled to be collaborating with some of the most significant participants in the health care supply chain as we work to identify, test, refine and promote specific best practices to move markets toward reduced supply chain emissions,” says Kris Spriano, Interim CEO of the Sustainable Purchasing Leadership Council.

“As the largest nonprofit integrated healthcare provider in the US, with a mission of improving the health of the 68 million people who live in the communities we serve, Kaiser Permanente is committed to reducing our direct and indirect greenhouse gas emissions,” says Steven Chyung,

Senior Vice President and Chief Supply Chain

and Procurement Executive at Kaiser Permanente. “Reducing the climate impact of the products we procure has a positive impact on both environmental and human health, which ultimately improves chronic conditions and creates more healthy years for our members and the communities we serve.”

The CHARME initiative will implement key findings from the white paper Catalyzing Collective Action to Decarbonize Healthcare Roadmap for Health Systems and MedTech Suppliers, which was published in 2023 by Kaiser Permanente, Health Care Without Harm, and Accenture with input from over 30 organisations. The participating health systems included hundreds of hospitals from across the country, and the suppliers included MedTech companies representing over $1tn in annual revenue.

This white paper laid out a 24-month roadmap for health systems, MedTech companies and other stakeholders to work collaboratively on four key decarbonisation levers: renewable energy, product innovation, product utilisation, and transportation and logistics. Through CHARME, industry leaders will work in alignment with this roadmap to make meaningful progress toward emission reduction goals.

“The participating health systems included hundreds of hospitals from across the country, and the suppliers included MedTech companies representing over $1tn in annual revenue”

"Vizient is honoured to serve as a co-chair in partnership with Kaiser Permanente for this important initiative focused on reducing greenhouse gas emissions in healthcare,” says Simrit Sandhu, President of Spend Management at Vizient. “We look forward to collaborating with other industry leaders via CHARME to create a resilient, environmentally sustainable MedTech supply chain as well as identify strategies that may also be appropriate for other sectors to improve human and environmental health.”

For more information, visit www.sustainablepurchasing.org/ charme.

Source: Sustainable Purchasing Leadership Council

‘THE QUEST FOR THE BEST’: SIMPLIFYING HEALTHY EATING AT NATURE’S TOUCH

Édouard Adès, VP of Supply Chain at Nature’s Touch describes the company’s end-to-end supply chain transformation and sustainability strategy – with the ultimate goal of serving customers high-quality, delicious and nutritious food.

TWENTY YEARS AGO, JOHN TENTOMAS AND HIS COUSIN PHILLIP BEGAN A FROZEN FRUIT AND VEG COMPANY FROM JOHN’S BASEMENT AND PACKED THEIR VERY FIRST ORDER

THEMSELVES FROM A RENTED ROOM IN A WAREHOUSE.

oday, Nature's Touch is the North American leader for frozen fruits, and John regularly travels the world to visit farms in the 21 countries Nature’s Touch sources its fruits and vegetables from as the company’s CEO. Nature’s Touch has also recently acquired the US-based asset of Sunrise Growers – a vertically integrated frozen fruit processor – which has increased its operations.

Speaking to us today about the company’s journey to optimise its supply chain with a focus on sustainable practice is Édouard Adès , VP of Supply Chain at Nature’s Touch.

“My role as VP of supply chain is to oversee all of the planning activities, transportation, warehousing, customer service and indirect procurement,” says Édouard. “We have a wide range of operations from importing frozen fruits to distributing products to customers and seeing our products on the shelves. Every single step of this operation is key, as we are constantly looking to streamline our processes and optimise the rolling of our inventory ensuring nothing but the best quality of our products for the consumers.”

Édouard joined Nature’s Touch just under two years ago, but

“AT

NATURE’S

TOUCH WE NOT ONLY

WORKED INTERNALLY TO FIND SOLUTIONS, BUT WE BROUGHT IN OUR PARTNERS TO THE DISCUSSION AS WELL”

Édouard Adès , VP of Supply Chain at Nature’s Touch

has already seen significant growth within the company – some of which has stemmed from COVID. Unlike many industries, the COVID-19 pandemic led to an unexpected boost in the frozen fruit and vegetable market as more and more people were looking for healthy foods with a longer shelf life. What makes Nature’s Touch stand out has been its ability to maintain that growth.

“The frozen fruit category has grown year after year,” says Édouard.

“The COVID-19 pandemic did give a boost to the category, and it not only remains but has increased. Our CEO will often tell the story of how it started by selling six pallets to a retailer and just within a few days everything was gone. The retailer then asked for two truckloads and since then it never stopped.

“Other than its own brand, Nature’s Touch is in the private label category and this category for years was underrepresented. Yes, you could have found frozen fruit on the shelves but even the retailers did not know

back then how big or what could be the true potential of the frozen fruit category. With new items constantly arriving on shelves and ongoing innovations, the category just kept growing and expanding. There are now a multitude of items in a variety of forms to adapt to the consumer’s needs. And even after 20 years, the road ahead is still open for many opportunities and growth.”

To build on that growth, Édouard and his team have been building an end-to-end supply chain in order to further develop operations.

“Since I joined, my mandate has been to optimise the supply chain operations and streamline the processes and workstreams,” shares Édouard. “As a starter, focusing and implementing a sales and operations planning (S&OP) process to align all stakeholders into a common plan. This drives efficiencies in the operating model from planning to distribution and it reinforces the supply chain integration within all functional teams and stakeholders to ensure the success

of our operations while servicing the customers (the retailers) and consumers accordingly.

“Transportation was also a big piece of the puzzle in reviewing the area of opportunities on how we can move products in a much more efficient way. This is from the container drayage to the last mile delivery while optimising our internal movements as well, from the plant to a 3PL or vice versa, or from a plant to another plant. We had to align on a plan and define the proper transportation lead time so we could balance the transfers by going over the road and intermodal as well.

Édouard Adès

“The same would apply with warehousing where we identified the partners to work with, the recurrent volume we will be storing in their facility based on their location to optimise the distribution is always a key factor we need to consider. Also implementing a joined up supply chain customer collaboration approach with customers is helping us to be closer with our customers, providing the ability to discuss more

to ensure we execute the processes accordingly or, should any issue happen, we can course correct them quickly.

“At Nature’s Touch we not only worked internally to find solutions, but we brought in our partners to the discussion as well. For instance, for the drayage services we were facing demurrage and detention fees because containers were not moving

“WE ENSURE THAT OUR PRODUCTS ARE SOURCED IN A RESPONSIBLE MANNER, THAT SOCIAL AND ENVIRONMENTAL POLICIES ARE NOT ONLY MET BUT IMPROVED UPON AND THAT QUALITY STANDARDS ARE RESPECTED”

about demand and supply and especially getting better alignment.

“All the above is leaning into an end-to-end supply chain to ensure a proper execution at every step of the chain. Having an operating cadence is a key component for alignment with all key stakeholders at every level. We have our daily, weekly and monthly operating plan and it is important to keep the momentum

efficiently within the free period time we were given. By connecting the partners in the discussions, exposing them on appointment and offloading constraints we were able to find solutions to ensure we were moving the containers from the port, offloading them, and returning them back within the free time period timeline. This significantly reduces the demurrage and especially the detention fees. Now, if we get a

demurrage or detention, we know exactly why it happened and can easily identify if it was to be expected or not.

“And of course, as part of our constant market due diligence process, whether it’s freight, warehousing, indirect raw materials or otherwise, we connect with our partners to review rates and conditions and how we can establish a win-win plan for all parties. Having a supplier that provides low rates, but the service is not great means that you end up losing money and time to get back on track. But when you have the right partner then you

are in an advantageous position to focus on the growth of the business.”

Alongside working to optimise the supply chain, Édouard and his team have been factoring sustainability into the supply chain – something that has become a core value for the company as a whole.

“Now that we have a good understanding of carbon emissions in our own operations, we are starting to look at emissions within our supply chain,” says Édouard.

“For consumer packaged goods (CPG) companies, the majority of the emissions that make up the carbon

Re-defining the value proposition

“Our business model is pretty simple. Deliver great service at competitive prices and the customers will beat a path to your door”

Stanley Scheves, Founder and CEO of Cloverdale Cold Storage Ltd. (CCS)

CCS is a family-owned and operated company. By extension, we see our customers and business partners as members of the family. We are proud of our relationship with Nature’s Touch, and we look forward to continuing mutual success.

www.cloverdalecold.ca

footprint exist within the supply chain. When it comes to the logistics component of that, we begin by engaging our third-party logistics (3PL) suppliers to understand if first, they are measuring their carbon emissions, and secondly, if they can share that data with us so we can have a more comprehensive understanding of our carbon footprint. There is a saying in the sustainability space that ‘What gets measured gets managed.’ Once we understand what the footprint of our logistics is, we will be looking to collaborate with our 3PL suppliers to find opportunities to better manage it.

“We ensure that our products are sourced in a responsible manner, that social and environmental policies are not only met but improved upon and that quality standards are respected.

“Also, considering the nature of our operations and the environmental factors we do not control, we have been diversifying the regions we source fruit from as a risk management strategy. For example, if one of the countries we source a certain commodity from is experiencing drought, heatwaves, or other climatic events, we are still able to source the fruit we need because we have established relationships with suppliers in other parts of the world.”

This focus on sustainability comes at a time when more and more consumers are looking for environmentally responsible products, something Édouard notes as an influencing power in the company’s decision to adopt a more ambitious sustainability strategy. These have been sorted into three goals to make the company more environmentally conscious.

1. Making packaging more sustainable while maintaining product quality.

2. Climate action.

3. Social compliance within the supply chain.

These sustainability targets closely align with the key brand values of Nature’s Touch – customer centricity and innovation.

“Customer centricity is one of our top pillars and anything we do is oriented towards this pillar,” says Édouard. “The customers have placed a high value on the quality of our products and our brand. Since most of our business is driven by private labels, it is important that we align on the retailer’s strategy in terms of brand awareness and quality. On this, our customers know they will get only the best and we will support them in their growth plan. The same thing goes with the Nature’s Touch brand which is only sold at Costco.

“Another key component is innovation. We are in a fastgrowing category and the customers constantly want to see innovation on the shelves. Our internal teams and the customers are working hand in hand to identify which products will be the ones consumers will want to see.”

In order to adhere to these values, Édouard stresses the importance of the entire supply chain team at Nature’s Touch.

“The supply chain operation is quite the rollercoaster and it can only achieve the desired level of success by having a team that is engaged and will move heaven and Earth to get things done to ensure the success of the business while making the customers

“OUR SUPPLY

CHAIN TEAM

AT NATURE’S TOUCH IS MORE THAN JUST DEDICATED. THEY ARE EXCEPTIONAL!”

happy,” he says. “Our supply chain team at Nature’s Touch is more than just dedicated. They are exceptional! We care about the people we work with.”

But it’s not just the internal team that keeps things running smoothly. Nature’s Touch has carefully curated partnerships with leaders in their

Customs Clearance

respective industries, something Édouard considers deeply important to the company culture.

“We have a culture of partnership and act as such in our interactions with our partners,” he explains.

“By developing this partnership it is important to connect with them and even to get to know personally, their background, their families, their hobbies and such. We are not only building this relationship – we

are maintaining it. This also ensures that when issues arise, they are addressed quickly.

“Suppliers deal with a variety of organisations and each of them have their own issues, which means there are a variety of possible solutions, and we rely on our partners to support us by working in a proactive way with us to identify the area of opportunities and finding ongoing viable solutions for our

business. As mentioned before, our desire is to work hand in hand with partners, we do not want this ‘old’ mentality of customer/ supplier. We want to build partnerships so we can grow together.”

Looking ahead, Édouard sees a promising future for Nature’s Touch, and the frozen fruit industry as a whole.

“I would say there is a world of opportunities, and we will be working to identify which ones align with our strategy as well as our customers’ strategy,” concludes Édouard. “The frozen fruit category continues to expand year after year. There are more consumers buying and adopting frozen fruit. Not only for smoothies but for a variety of recipes and even for a quick snack bite.

“With the recent acquisition of the US-Based asset of Sunrise Growers back in October 2023, we now have another repacking facility in the United States, and we also have a processing facility, from fresh to frozen as well as a repacking facility in Mexico. This will be a good leverage to continue to expand our operation in North America as well as internationally.”

To learn more about Nature’s Touch, visit naturestouch.com.

ADDED VALUE

THE ART OF UNLEARNING

“I recently read a book named Think Again: The Power of Knowing What You Don’t Know by Adam Grant,” says Édouard. “The book covers the ability to rethink and unlearn and how to think again to find bold ideas. It also puts the emphasis on how being wrong can help us to re-shape our thinking process.”

CONNECTIONS WITHIN THE INDUSTRY

Édouard is keen to network with fellow professionals at industry conferences and keeps his diary open for such opportunities.

Connect with Édouard

PEREIRA

Coppelmans to discuss the innovative intelligence at HERE Technologies

"The team were professional and diligent throughout"

Leigh Feaviour, CTIO for BT’s Supply Chain

"Absolute pleasure working with the Digital Innovation team"

Mun Valiji, Chief Information Security Officer at Sainsbury’s

"A highly professional approach"

Andy Brierley, Vice President, Cloud Application Modernisation at IBM

"Digital innovation Magazine is a very flexible and professional team"

Kim Larsen CTIO, T-Mobile Netherlands

The rise of cold chain track and trace technology in the food industry

The growing regulatory oversight on food supply chains is leading to a surge in investments.

Investments in temperature and humidity monitoring solutions are set to rise dramatically in the global food industry.

This trend has been amplified by an increase in traceability reporting demands, such as the Food Safety Modernisation Act (FSMA) in the United States. The act mandates enhanced reporting protocols for various food products, impacting the entire US food supply chain –including exporters.

Global technology intelligence firm ABI Research projects that worldwide revenues from cold chain track and trace operations will surpass $7bn by 2032, encompassing hardware sales and recurring Software as a Service (SaaS) subscriptions.

“For cold chain management to be effective it must be enabled by technological solutions, which are critical for maintaining the quality and safety of food products,” says Adhish Luitel, Supply Chain Management & Logistics Senior Analyst at ABI Research. “The need for real-time monitoring across the food supply chain has been exacerbated due to the regulatory compliance requirements in North America and Europe. This includes all stakeholders from farmers and first-line handlers to

“The need for real-time monitoring across the food supply chain has been exacerbated due to the regulatory compliance requirements in North America and Europe”

logistics providers, food manufacturers and retailers.”

Service providers that combine monitoring devices and sensors with software solutions are crucial for realtime temperature monitoring and insights during food product transport and transit. The growing trend of adopting such solutions among end users highlights the increasing role of realtime monitoring solutions in maintaining food quality and safety standards during transport in refrigerated trucks and containers.

However, there are more benefits to investing in

“By

investing in robust cold chain management software, suppliers can reduce product waste and improve the quality of their products, helping companies save money as well as leading to more sustainable practice”

temperature monitoring solutions than just adhering to new protocols.

“Beyond regulatory compliance, food waste mitigation is also a key enabler for cold chain monitoring growth in the food industry,” says Adhish. “Between 7% and 15% of all foods spoil during transport, especially imported produce. The recent rise in food imports into the United States and Canada from

Mexico and Central America has further heightened the need for 'smart' containers equipped with real-time tracking solutions.”

By investing in robust cold chain management software, suppliers can reduce product waste and improve the quality of their products, helping companies save money as well as leading to more sustainable practice.

Source: ABI Research

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Let’s collaborate…

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DRIVING CARBON REDUCTION IN THE

How automotive manufacturers worldwide are looking to

Scope 3 emissions.

REPORTING AND THE SUPPLY CHAIN

manufacturers and suppliers

improve the reporting of emissions.

A GLOBAL COLLABORATIVE EFFORT FACILITATED BY THE SUPPLIERS PARTNERSHIP FOR THE ENVIRONMENT (SP), MANUFACTURE 2030 (M2030) AND LEADING AUTOMAKERS AND SUPPLIERS IS SEEKING TO IMPROVE CONSISTENCY

IN SCOPE 3 EMISSIONS REPORTING AND REDUCE CARBON EMISSIONS WITHIN THE SUPPLY CHAIN.

he Automotive Climate Action Questionnaire arising from this collaboration builds on existing industry guidance by providing a standardised template which seeks to improve consistency and reduce reporting burdens by aligning around common questions and definitions. It has been hosted through the M2030 programme where participating suppliers also have access to energy-focused best practices, learning tools, support services and an expert network to support decarbonisation efforts.

Canadian automotive parts manufacturer and collaborator Magna believes this initiative could be transformative to the industry.

“Addressing global decarbonisation is one of today's most pressing challenges across industries, and within the automotive supply chain we must work together to collaborate, innovate, and seek solutions that advance our sustainability goals and operational efficiencies,”

“TOYOTA

IS WORKING TO REDUCE CARBON EMISSIONS ACROSS THE VEHICLE LIFE CYCLE AS PART OF OUR ENVIRONMENTAL CHALLENGE 2050, WHICH INCLUDES ENGAGING WITH OUR SUPPLIERS IN THE DRIVE TOWARD CARBON NEUTRALITY”

Image from

media.toyota.co.uk

says Ahmed Elganzouri, Global Director, Sustainability and Energy at Magna. “M2030's platform provides valuable tools for energy reduction and manufacturing excellence supporting Magna's Science Based Targets initiative net-zero targets.”

The programme has also been supported by Toyota, the leading global automobile manufacturer.

“Toyota is working to reduce carbon emissions across the vehicle life cycle as part of our

“EFFECTIVELY

ENGAGING STAKEHOLDERS ACROSS THE SUPPLY CHAIN IS KEY AS COMPANIES IN THE AUTOMOTIVE INDUSTRY WORK TOWARD LONG-TERM DECARBONISATION GOALS”

Environmental Challenge 2050, which includes engaging with our suppliers in the drive toward carbon neutrality,” says Kevin Butt, Senior Director, Environmental Sustainability at Toyota Motor North America and Chair of SP's Board of Directors. “We value the opportunity to work together with industry peers through organisations like SP to develop common tools and resources to support the supply chain in this effort and promote continuous improvement.”

Manufacture 2030 relishes its role as a key facilitator for the initiative.

"Manufacture 2030 is proud to be at the core of this pivotal movement, helping supply chains spearhead the action needed to drive measurable carbon reductions across the automotive industry,” says Martin Chilcott, CEO of Manufacture 2030. “Crosssector collaboration is critical to reducing duplication and increasing the efficiency of reporting, enabling more suppliers up and down the value chain to focus efforts on reducing emissions in line with

science-based carbon reduction targets.”

This programme complements a growing library of automotive industry environmental sustainability resources developed through SP, including a recent Scope 3 Maturity Benchmark initiative delivered in collaboration with Proxima, a range of industry guidance documents and tools, and additional supplier capacitybuilding programmes planned to launch later this year.

“Effectively engaging stakeholders across the supply chain is key as companies in the automotive industry work toward longterm decarbonisation goals,” says Kellen Mahoney, Director

of Suppliers Partnership for the Environment. “This initiative is a testament to the leadership and commitment of our members to develop common tools and educational resources to support companies in the supply chain in building capacity in carbon reporting and reduction within the limits of applicable antitrust laws, while striving to improve efficiencies and identify opportunities to drive continuous improvement.”

The total pool of supplier sites in the programme has grown from more than 12,000 sites invited by participating automotive supply chain owners in 2023 to nearly 20,000 sites now being invited to participate.

Source: Suppliers Partnership for the Environment (SP)

In the Company of...

Welcome to our spotlight profile feature where we chat with the leaders and innovators in the supply chain, procurement and logistics industries.

For this month’s In the company of… we sit down with Paul Jarrett, Co-Founder and CEO of Bulu.

A brief summary of your role and what your company does.

On paper, my role is Co-Founder and CEO but day-to-day, my title should read something along the lines of, “kicks tyres and lights fires,” because with us being the final entity handling consumer goods before they get into the customers’ hands, there’s often something lastminute to address. At Bulu, we do the Tricky Ship™, which means we empower consumer brands to deliver to store shelves, customer homes and for special circumstances… in other words, we help any brand ship like a major brand.

How did you start working in supply chain?

In 2012, we launched a vitamin and supplement subscription box called, “Bulu Box,” and after working with a few 3PLs, we needed to handle shipping ourselves because what we wanted was disrupting the market. Big brands like GNC, Disney and Clorox started paying us to handle shipping for their innovation projects. After a decade of shipping expertise, we decided in 2023 to extend our services and knowledge to emerging consumer packaged goods brands. Ironically, our venture stemmed from the lack of fulfilment services meeting our needs, so we created our own and now offer it to others.

What has been the biggest highlight of your career to date?

I should probably say something like, “selling a software company” or

“launching products with Disney” but if I’m being sincere, working with people that I enjoy, trust and look forward to seeing is hands down the highlight of my career.

Which emerging trend do you think will be most crucial in your industry in the next ten years?

Artificial intelligence and robotics are the most significant trends but specifically managing, interpreting and data security for those items is what will be crucial to be part of those trends.

If you could spend a day in the life of another profession, what would it be and why?

100% – music producer… being a total hip-hop-head, I’d love to be behind the boards watching a song be created. Creating something out of thin air that benefits people is magic.

Outside work, what helps you feel like the best version of yourself?

Having spent two decades in the consumer packaged goods industry, I've learned from numerous mistakes and successes. Sharing this knowledge to spare others similar pitfalls brings me immense satisfaction. Specifically, I have been reflecting on how crucial “momentum” is for companies. I'm eager to impart how we generate and sustain it at Bulu. I believe this insight can profoundly benefit those open to learning.

Before we go: what advice would you like to share with our readers?

The Bulu team noted my frequent use of the “�� ” emoji and the phrase “Keep it 100.” This reflects our commitment to achieving 100% accuracy and delivering results.

Moreover, it underscores our dedication to honesty, integrity, and transparency in all aspects of life and work. This principle is essential for building strong relationships, earning trust and fostering a positive reputation. Embracing authenticity promotes genuine connections, improves communication, and facilitates personal and professional growth.

After all, most folks want the same thing but might disagree on how to get there. If you “Keep it 100,” there’s usually a middle ground that’s actually the best path forward. www.bulugroup.com