Head of Logistics Development & Standards at construction materials giant Tarmac, on the company’s sustainable solutions and the role of logistics in facilitating them.
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Welcome to the November 2024 edition of CHAIN Magazine.
he year is flying by, isn’t it? As we all prepare for the holiday season, with deadlines looming and the final push of 2024 before us, why not take a break and dive into our latest magazine? We are thrilled to share three exclusive interviews, alongside the latest global supply chain news and features with you in our latest edition.
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In our cover interview this month, I sit down with Ben Garner, Head of Logistics Development & Standards at construction materials giant Tarmac, to discuss the company’s sustainable solutions and the role of logistics in facilitating them. Ben also shares his insights into how Tarmac is forging new partnerships to facilitate transformation in the construction industry ( Silvana De Lima, Global Supply Chain Director at Nufarm Seed Technologies (Nuseed), joins me to reflect on how globalising and innovating the company’s supply chain function has facilitated rapid growth and transformation across the business. Silvana highlights how these steps have helped embed sustainability into the global agricultural industry (p34
Our community consists of C, V and D level executives from a wide range of industries. A unique blend of thought leadership interviews and features that cover digital transformation, supply chain, procurement, logistics, technology, AI and sustainability.
I welcome the chance to chat with Luidi Maia, Global Well Access Operations Director at OneSubsea about how the company has leveraged emerging technologies and built a robust supply chain to become the world’s leading subsea technology provider. We dive into how the company is focused on accelerating innovation to improve subsea asset performance, while also increasing energy efficiency and reducing CO
Our features this month include delivering the first eHGV from the eFREIGHT 2030 project ( providing joint customers with AI-powered insights to modernise their supply chain operations ), announcing Kinexus’s five-year IDIQ with the Defense Logistics Agency to deliver GenAI ), revolutionising healthcare supply chain operations ( strategic expansion due to transform packaging solutions for the multifamily housing industry
We are thrilled to welcome Luiz Bouças, CEO & Founder of SCHAIN Advisory, as the guest in our In the company of…
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. editorial@ithink.media connect with me on LinkedIn.
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6 We speak to Ben Garner about the role of logistics in facilitating sustainable solutions at Tarmac 22 eFREIGHT 2030 develops its first electric heavy goods vehicle
Silvana De Lima explores embedding sustainability within the agricultural industry at Nufarm Seed Technologies
Tredence expands supply chain command centre to provide customers with AI-powered insights
Luidi Maia on how OneSubsea has leveraged emerging technologies and built a robust supply chain 68
Knexus announces contract with the Defence Logistics Agency to deliver cutting-edge GenAI solutions 76 How Medline’s partnership with Microsoft is set to revolutionise healthcare supply chain operations
Discover Fetch’s strategic expansion, designed to transform packaging solutions in the multifamily housing industry 100 In the company of… Luiz Bouças
Ben Garner, Head of Logistics Development & Standards at construction materials giant Tarmac, on the company’s sustainable solutions and the role of logistics in facilitating them.
he company has contributed to some of the UK’s biggest construction and infrastructure projects, including Wembley Stadium, Heathrow Terminal 5 and London Olympics 2012.
As new environmental legislation comes into play, the company is building new partnerships to facilitate sustainable innovation in the construction industry. Here to tell us more is Ben Garner, Head of Logistics Development & Standards at Tarmac.
“Innovation is driving change as the industry continues to make progress to support the UK government’s legally binding commitment to net zero by 2050,” says Ben. “As requirements for zero-emissions vehicles move closer, we need to be proactive in our
transition. To facilitate this, Tarmac is prioritising supporting first-of-a-kind demonstrations to help members of our supply chain network take the first steps towards sustainability.
“We have an EV discovery programme that we developed in partnership with Renault Trucks. The idea behind this is our suppliers get to effectively try before they buy – leasing the truck for a six-month period. This approach is very low risk for them, and gives them an opportunity to understand the vehicle, the different cost mechanisms behind it and the kinds of operating processes that they’ll need to have in place. Ultimately, this de-risks the first step for them.
“At the end of the six-month period, they can decide if they want to buy the
vehicle. If they don’t want to, we’ll give the truck to someone else to trial. At some point in the more distant future, we’ll have to mandate the use of electric vehicles but before that process begins, we want to create an understanding within our supply chain of how electric vehicles can work within their business to make that long-term transition much smoother.”
However, while Tarmac’s EV discovery programme is helping to encourage that first step into electrification, developments in the charging infrastructure will be a key part of shaping the direction of the construction sector in the next few years. So, how is Tarmac navigating these changes?
“The government is committed to decarbonising the grid by 2030, which is a mammoth task,” says Ben. “Within Tarmac and our sister company NAL, we supply solutions that support the charging infrastructure – making it scalable to build a low carbon model of construction. To further progress this, we are developing a partnership with EV innovator Fleete, and they’ve been able to help us identify opportunities to improve in this area.
Partnerships such as this have fostered innovation within the company and led to exciting new developments –including the creation of the UK’s allelectric mixer (e-mixer).
“A couple of years ago we held an innovation competition, and Renault
“IT’S REALLY IMPORTANT TO NOTE THAT NONE OF OUR INNOVATIONS HAVE BEEN DONE IN ISOLATION. PARTNERSHIP IS ALWAYS GOING TO PLAY A ROLE IN PROGRESS”
Ben Garner, Head of Logistics Development & Standards
and TVS Interfleet came to us with the outline for an e-mixer,” says Ben. “What excited us about this particular project was that they came to us and said ‘This isn’t about just electrifying a piece of kit. This is about redesigning it for the 21st century.’ They took a close look at the problems with concrete mixers today, and how deploying new innovations could fix them.
“Concrete mixers are much more unstable than a traditional truck. The liquid concrete that’s being spun around can increase the risk
Fleete Group is at the forefront of the revolution in commercial vehicle electrification. Established by Macquarie Asset Management, a global asset manager and the world’s leading infrastructure investor. Macquarie’s expertise in long-term, sustainable investments has allowed Fleete to build a business rooted in innovation and scalability, driving real change in the transportation and logistics sectors.
Fleete was created with a clear mission: to simplify the process of fleet electrification for businesses. As part of Macquarie’s commitment to sustainable infrastructure, Fleete’s shared infrastructure hubs and unique digital platform are uniquely positioned to offer smart, efficient charging solutions that meet the complex needs of commercial operators.
We recognize that the energy transition requires more than just advanced technology; it requires an ecosystem of infrastructure that can meet the diverse
needs of commercial operators. From small businesses to large enterprises, Fleete removes the financial and logistical barriers associated with electrification, allowing companies to make a seamless transition to zero-emission transportation.
Our collaboration with Forth Ports marks our first major milestone with the opening of a 5MW state-of-the-art Fleete Hub charging facility at the Port of Tilbury. It’s designed to support up to 12 heavy duty commercial electric vehicles and 6 light to medium vehicles with ultra-fast charging speeds. The Fleete Hub provides reliable
and rapid charging for the Port’s customers, and operators.
Importantly, this hub forms a key part of the eFREIGHT 2030 consortium, a pioneering project that Fleete is proud to be part of. Led by VOLTEMPO and backed by the UK Government’s Zero Emission HGV and Infrastructure Demonstration (ZEHID) programme, eFREIGHT 2030 aims to accelerate the uptake of zero-emission heavy goods vehicles (HGVs) across the UK. With a £49 million investment from the Department for Transport (DfT) and Innovate UK, the initiative is expected to unlock £500 million of private investment into EV and charging hubs by 2030.
As part of the ZEHID programme, Fleete will deliver four commercial charging hubs across the UK, providing cutting-edge digital platform software integrated with
VOLTEMPO hardware. This will allow realtime network management across sites, benefitting both the Port of Tilbury and consortium members. Work on the eFREIGHT 2030 project has already begun and will continue over the next six years, driving forward the UK’s zero-emission future.
Fleete’s hub will not only benefit the Port’s customers but will also play a significant role in reducing Forth Ports’ Scope 3 emissions, showcasing the impact that innovative, shared infrastructure can have on sustainability goals.
At Fleete, we believe that electrification is the key to a sustainable future. Our pioneering infrastructure and forwardthinking solutions make the transition to EVs practical and cost-effective. Backed by the strength of Macquarie Asset Management, we are committed to driving the future of clean energy in commercial transport. Join us as we continue to empower businesses to make the switch to cleaner energy and accelerate their journey toward net-zero emissions.
For enquiries email contact@fleete.com
www.fleete.com
“WE ARE DEVELOPING A PARTNERSHIP WITH EV INNOVATOR FLEETE, AND THEY’VE BEEN ABLE TO HELP US IDENTIFY OPPORTUNITIES TO IMPROVE IN THIS AREA”
of rollovers, and with 20 to 30 mixer rollovers in the UK each year, this is happening far too regularly. So TVS Interfleet and Renault decided to see how they could reduce that risk.
“An electric truck already has a lower centre of gravity thanks to the weight of the batteries, which is a big tick in the box already. They then looked at a number of videos of concrete mixers toppling over and realised that what was happening was the mixer drum started to spin off its axis, which triggered the truck to fall over due to the shift in the centrifugal force.
“The drum sits on an open cradle. What they’ve done to prevent the drum spinning off its axis is implement a retention bracket, so it can’t spin off
centre unless the bracket breaks. With the e-mixer, it requires three times as much force to roll the vehicle over – so something really straightforward has massively improved that truck’s safety characteristics.”
By working with other businesses on projects like this, Tarmac is championing new innovations and de-risking these developments for suppliers.
“CRH, our parent company, set up a $250m venturing and innovation fund a couple of years ago to encourage innovation across the Group.
“The e-mixer was the first project supported by the fund and we’re building on that success by working on a number of new projects across Tarmac to drive forward innovation in a range of areas.”
But while these projects are significant developments for the industry, one of Tarmac’s most innovative changes in recent years has been the centralisation of logistics within the company.
“Traditionally, logistics in the construction materials sector is a function of the commercial teams –not a separate specialism,” explains Ben. “Tarmac decided to change that
“WE’RE WORKING ON SCALING OUR INNOVATIONS TO IMPROVE OPERATIONAL EFFICIENCY IN THE MOST COSTEFFECTIVE WAY, AND WE WOULDN’T BE ABLE TO DO THIS WITHOUT OUR STRATEGIC PARTNERS”
around two years ago by appointing Graham Waters as a Logistics Director and changing our structure including creating my role as Head of Logistics Development & Standards. The company wanted to transform the way it approached logistics, with a focus on the future.
“This transformation looks at all different aspects of the business including, customer performance, future tech and our people. One of the things Tarmac recognised was that we have some great people in logistics but they were on the fringes of the business. It wasn’t until recently that it’s been seen as a core component.
“The main thing we did to centralise logistics was to create a development and innovation programme for this branch of the company. We took high performers that were ready to take their next steps in the coming years and we created this development and innovation programme around them. There were four sessions, with a project at the end of it. Within these sessions, we gave them the opportunity to get to know one another, explore ideas of innovation within logistics and construction and develop new ways of thinking. The final project in these sessions was focused on transforming our logistics model.
“There were six people on that original course, and four of them have been promoted to new roles in the past year. We’re about to kick off our second year of this programme, and we’re excited to make a difference with our people and
get them to think beyond the day-today, which can be really challenging in logistics, where everything is coming at you all at once.”
One way Tarmac is thinking beyond the day-to-day is to look outside the construction industry while conceptualising and deploying new innovations – particularly when it comes to considering the future of the company’s vehicles.
“Looking at the future of our trucks themselves, we want to make sure that we’re effectively utilising emerging technologies to improve
safety,” says Ben. “What we’ve said now is that we want to see all of our new trucks installed with radar braking systems. So that’s a radar system on the rear that’s activated when you put it in reverse, that will automatically stop the vehicle if there’s any kind of obstruction within a couple of metres of the back of the truck.
“This system is already used on road sweepers and is starting to be used on bin lorries, but to my knowledge, it has never been used on trucks in our sector. So we ran a trial on one of our vehicles, and this new model was so
successful that we’re implementing it across the company.
“I think active safety, where the truck has the mechanism to take over from the person in emergency situations, will be a big trend that we see going forward. It’s very promising technology, and I’m excited to see how it transforms our industry.”
But Ben stresses that innovations such as this are a credit to the company’s partnerships.
“It’s really important to note that none of our innovations have been done
in isolation,” says Ben. “Partnership is always going to play a role in progress. We may have a specific vision, but our supply chain is incredible at designing and creating effective solutions for us that meet our vision.
“Electrification is a great example of partnership in action. Truck manufacturers need to make sure they’re meeting regulations when it comes to selling electric vehicles, which can be challenging. So they could sell them in the traditional way, or they can work with the people who are using them to figure out the best way
Opening up the industry
“I have four daughters and I would love for the logistics and construction materials industries to be a place where they could have a career, if that’s what they chose,” says Ben. “Being a truck driver is a very challenging job. The environment is dirty, it’s stressful and there’s a lot of long hours. We do have a lot of women drivers within our fleet, which is fantastic, but I’d love to see that shift further and I think electrification could be a key enabler of that.
“I recently went for a ride in the brand new Renault T Series electric tractor unit, and it’s beautiful. The seats
to implement these new vehicles into businesses.
“By working together, we can develop new solutions – like longer battery guarantees and streamlined charging infrastructure – which will help unpick the areas that are blocking us from scaling new innovations. We’re working on scaling our innovations to improve operational efficiency in the most costeffective way, and we wouldn’t be able to do this without our strategic partners.”
Learn more about Tarmac here.
are comfortable, the layout is really nice and you can tell that the vehicle manufacturers are putting a great deal of thought into the environment that the drivers are in. I think changes like this are going to play a huge role in opening up this industry to more people.”
“I’ve worked in logistics for my entire career, but my degree was in Geography with Ancient History and Archaeology,” says Ben. “As a part of the geography element, I did an extended essay on climate change. This would have been in 2005, and I remember reading the research at the time and
coming to the conclusion that it was too late to reverse climate change.
“At the time, governments weren’t thinking about it, companies didn’t have an action plan and there was no general consensus. Because of this, it’s been really exciting to be a part of an industry where real sustainable change is now taking place. Climate change is one of the most pressing challenges of our age, and it’s been inspiring to see the world coming together and starting to realise that we need to do something about it.
“With so many new regulations coming into place, it’s easy to see
these changes as a threat, but I see it as an opportunity. More and more companies are taking that first step in the energy transition, which is fantastic to see.
“I attended the Road Transport Expo in June of this year, and I thought the amount of electric vehicles that were there was very telling. It demonstrates that the industry is embracing sustainability, and we’ll soon see huge amounts of change coming off the back of that.”
Connect with Ben
eFREIGHT 2030 has accelerated the shift to greener transport with the delivery of its first electric heavy goods vehicle (eHGV). This key milestone is part of the UK Government’s Zero Emission HGV and Infrastructure Demonstrator (ZEHID) Programme, which aims to transform the future of road transportation.
A new project will carry out a real-world evaluation of the commercial and technical viability of electric trucks, and seek to prove a compelling business case for eHGVs.
he £63m eFreight 2030 trial includes a consortium of fleet operators, vehicle manufacturers, data analytics companies, battery manufacturers, energy suppliers, service station operators, finance companies, Research and Technology Organisations (RTOs) and trade associations – all united by the goal of decarbonising the road freight transport sector.
Set up by Voltempo, developers of the British designed and manufactured
electric HGV megawatt charging system in July 2022, and chaired by Sir Vince Cable, the consortium seeks to transform the heavy goods vehicle market in the UK, creating a widescale switch from diesel to electric power across the industry by 2030, and entirely electrifying the sector by 2035.
And now, they have launched their first eHGV on the road.
The 42-tonne Renault Trucks E-Tech T 4×2 has been delivered
to Welch’s Transport, the Cambridgeshire-based freight, haulage and logistics business where it will operate out of their flagship site in Duxford, Cambridgeshire on regional distribution and long-haul deliveries.
The arrival of the E-Tech also marks the first deployment of Renault Trucks’ heavy duty regional distribution model in customer operations in the UK.
Welch’s Transport and Renault Trucks are among the fourteen founding members of the eFREIGHT 2030 consortium, part of the ZEHID Programme funded by the Department for Transport and delivered in partnership with Innovate UK, which is introducing 100 eHGV tractor units and 32 new charging locations over a multi-year real world evaluation of electric HGVs that will shape the future of zeroemission transport.
Future of Roads Minister Lilian Greenwood said: “Our roads are undergoing a technological revolution, and I’m delighted that e-FREIGHT 2030, Renault Trucks and Welch’s Transport are coming along on the journey.
“A greener transport network is a key priority for this Government, which is why our demonstrator programme aims to scale up zero emission HGVs and install the right infrastructure to decarbonise road freight. This is an excellent example of industry and government collaborating to reach net zero.”
Family business, Welch’s Transport, brings 90 years of experience as a
leading logistics provider in the East of England, with 160 staff and a fleet of 80 vehicles which comprises a mix of electric, diesel, and specialist HGVs.
The introduction of the first Renault Trucks E-Tech T, which will be joined by a second early next year, marks a major step in the company’s commitment to innovation and sustainability. This follows Welch’s 2023 investment in a 19-tonne
“It’s fantastic to see the first electric HGVs on the road with Welch’s Transport as part of the eFREIGHT 2030 project, which combines the operational and technical expertise necessary to decarbonise road freight transport from the largest fleets to SMEs”
Michael Boxwell, Group CEO of Voltempo
Renault Trucks E-Tech D Wide for Cambridge’s first Net Zero delivery service and the installation of the UK’s first publicly accessible 150kW supercharger at its Duxford site, where the new eHGVs will be charged.
With zero tailpipe emissions, the E-Tech T is powered by six 90 kWh batteries and three electric motors, delivering up to 490kW continuous power and maximum torque of 2400Nm, coupled to Renault Trucks’ Optidriver AT 2412 12 speed automated gearbox.
The E-Tech T will handle general haulage and pallet distribution, supporting Welch’s Transport’s commitment to zero-emission deliveries in and around Greater Cambridge and beyond.
Michael Boxwell, Group CEO of Voltempo, which heads up the eFREIGHT 2030 consortium, said: “It’s fantastic to see the first electric HGVs on the road with Welch’s Transport as part of the eFREIGHT 2030 project, which combines the operational and technical expertise necessary to decarbonise road freight transport from the largest fleets to SMEs. We’re eager to start gaining insights into the realworld performance of eHGVs to demonstrate how they can replace conventional HGVs at scale.”
“We are committed to pushing the boundaries of what’s possible within the SME environment and leading the way in sustainable logistics for the UK”
Chris Welch, Managing Director of The Welch Group
Chris Welch, Managing Director of The Welch Group said: “We’re incredibly proud to be at the forefront of this landmark shift towards decarbonising road freight. The introduction of our first fully electric 42-tonne HGV is not just a step forward for the Group, but a crucial milestone for the industry. This vehicle demonstrates how innovation, sustainability, and operational efficiency can go hand in hand as we work to make zero-emission freight a reality. We are committed to pushing the boundaries of what’s possible within the SME environment and leading the way in sustainable logistics for the UK.”
Carlos Oliveira Rodrigues, Managing Director of Renault Trucks UK & Ireland said: “We’re delighted to see the first E-Tech T on the road with Welch’s Transport and look forward to many more joining eFREIGHT 2030 member fleets in the coming months. With over 100 Renault Trucks battery electric vehicles already operating in
the UK, our dealer network—backed by four years of investment and development—is fully prepared to support operators as the industry accelerates this vital transition.”
For more information, visit efreight2030.com.
Source: eFREIGHT 2030
Global Supply Chain Director at Nufarm Seed Technologies (Nuseed), on how globalising its supply chain function has facilitated rapid growth and transformation within the company.
Established in 2006, Nuseed, the seed technologies platform of Nufarm Limited, an Australian company that saw the strategic opportunity to bring more value to agriculture, is today strategically focused on being a global agriculture innovator enabling the transformation of select crops into renewable and traceable sources of lower-carbon energy and plant-based nutrition.
he company has grown to offer cutting-edge germplasm, advanced molecular capabilities and world-class R&D in more than 30 countries.
With a high-performing team, they have grown beyond a commodity seed business and are now attracting global customers, managing strategic partnerships, and value chains, driving incredible change and adoption at the farm gate, with channel partners and end-use customers.
Joining us from Nuseed is Silvana De Lima, Global Supply Chain Director, to discuss the company’s rapid growth in recent years, and the role that supply chain innovation has played in facilitating that expansion.
To begin, Silvana dives into the recent journey of transformation the company has embarked upon.
“Our goal is to grow a better tomorrow, while delivering real value today,” says Silvana. “We’ve focused on partnering with organisations such as the Commonwealth Scientific and Industrial Research Organisations (CSIRO), one of the largest and most diversified scientific research organisations in the world, and acquiring businesses to build a stronger portfolio and expand our international presence.
“By partnering with key global players, we’re able to introduce new technologies that can improve agronomic practices, offering alternatives that foster a better environment and human nutrition, opening up more opportunities for our long-term vision. As we’ve expanded our reach, Nuseed’s business today is built on three main platforms.
“Our first is seeds and grains, which our genetics bank uses for the discovery and development of new products for our crops across our regions of operation. This is really the foundation of our genetics development, in which we add the characteristics needed for us to create better food, new ingredients and more environmentally efficient products.
“The second is our nutritional (Omega-3 Canola) platform. We’ve developed the world’s first land-based source of long-chain omega-3 fatty
“Our third area of business is Bioenergy. In 2018, Nufarm acquired new assets to expand low-carbon solutions for the biofuel industry, and offer a plant-based solution for sustainable aviation fuel. This came in the form of a crop called carinata, which is found in the same family as canola. This acquisition was a catalyst for the offtake and market development agreement with bp in 2022, which has enabled expansion of our Carinata feedstock programmes to help replace fossil oils and reduce carbon.”
“Our people are super smart, very dedicated and enjoy nurturing our development to help us flourish”
Silvana De Lima, Global Supply Chain Director
acids, which is an essential nutrient. Our omega-3 canola is processed into two proprietary oil ingredients. One is called Aquaterra® for aquafeed, and the other is Nutriterra®, designed for human nutrition markets. These aren’t just alternative sources of omega-3 –they’re both uniquely rich in DHA, EPA and ALA because they’re long-chain fatty acids, vital for good nutrition.
“Most recently, Nufarm announced that we were granted a commercial licence to produce oil in Camelina, a crop that omega-3 can be extracted from, expanding the plant-based alternatives that we can offer to our customers.
Continuing investment in their vision, Nufarm acquired sugar cane breeding assets in 2023, an energy cane for biofuel as sugar mill energy source.
However, the growth that Nuseed has seen in recent years, Silvana stresses, would not be possible without the development of a dynamic and innovative supply chain network.
“The foundation of Nuseed is its global sourcing supply chain,” says Silvana. “It enables new development and facilitates our acquisition and deployment of new technologies to our business partners and customers. Within the supply chain function,
we’re responsible for developing flexibility and the ability to identify the best strategy and the best suppliers to adapt to the design of the new business and execution.
“As we develop new strategic partnerships and continue to expand, the way we operate develops and changes. So, the supply chain team needs to not only work efficiently now but continue to adapt and change as new business models are brought into place so that we can continue to deliver on our vision.
“We also need to prioritise implementing strong integrated business processes. Supply chain is a business enabler to build and operate a true value chain. The Nuseed value chain covers grower contracting, regulatory, harvesting & storage, to the rail system, shipping to crush, actual crushing itself and quality management. We’re connecting growers, industry, and end-use customers – adding value at each step, and for every participant. Because of this, our team needs to ensure that everything is integrated in a way
“We’ve
built a very strong partnership with Intertek, a leading Total Quality Assurance Provider to industries worldwide – working together to enhance expertise and developing international methods for consistent results across regions, utilising globally advanced breeding and quality control testing methodologies”
that gives us clear communication of overall strategies, so we can work seamlessly alongside other areas of the business. If we’re aligned, we can make decisions quickly and intelligently to enable business growth.”
In order to stay aligned in all areas of the business, the company is prioritising the implementation of new
Did you know? From seed to fork, Intertek’s Precision Agriculture, Sustainability and AgriTech services help you manage risk and ensure transparency along your entire product value chain, whilst supporting your ability to operate effectively and act responsibly. Intertested? Contact us today to learn more.
technologies and the development of robust strategic partnerships.
“Our technology acquisitions in the past five years have played a huge role in enabling our growth,” says Silvana. “And these acquisitions wouldn’t be possible without the strategic partnerships we’ve been building.
“For instance, we’ve built a very strong partnership with Intertek, a leading Total Quality Assurance Provider to industries worldwide – working together to enhance expertise and developing international methods for consistent results across regions, utilising globally advanced breeding and quality control testing methodologies. Partnerships like
this enable us to continue to look at more supplementary technologies and innovative processes in order to broaden our reach and better help us realise our vision.
“Digitalisation has been key to our growth. Implementing nutritional and bioenergy end-to-end value chain platforms has required a new look from the business. This means there has been a need to build capabilities like product traceability to make our product planning more efficient when operating in several markets on a global scale. We’ve put a lot of focus and a lot of effort into ensuring that we can enable these new functions – as the business shifts, you have to adjust your processes and systems accordingly.”
And Silvana foresees a bright future for the company as it continues to shift and grow.
“Looking to the future, we would like to be seen as a key worldwide contributor to nutrition and environmental sustainability,” says Silvana. “We will continue to expand our global capabilities with the help of our strategic partnerships, and we will continue to facilitate research and development opportunities and sustainable initiatives. But at the core of it all, we want our products to continue to be recognised as high value – from the seed to the end consumer.”
But Silvana believes that this growth and innovation wouldn’t be possible without the people within the company.
“I want to take this opportunity to celebrate our seed technologies team,” says Silvana. “As an innovative and entrepreneurial company, we wanted to create a fun and safe environment, where people can share ideas, challenge processes, and feel included. We’ve been able to nurture a strong culture in teams around the world, which I’m very proud of.
“A business that has grown as fast as we have, and continues to bring in new opportunities, we need a team that demonstrates extraordinarily strong competencies and feels the passion of the business. Our people are super smart, very dedicated and enjoy nurturing our development to help us flourish.”
Learn more about Nuseed here.
“There’s a TED Talk by Brené Brown called The Power of Vulnerability,” says Silvana. “She develops this topic so beautifully, focusing on the idea that in order for a real connection to happen – be that between you and your spouse, you and your friends or you and your employees – you have to allow yourself to be authentic and to be seen.
“It’s important to first develop the self-awareness that you need in order to know yourself, because then you’ll better understand your strengths and weaknesses, and be humble enough to ask for help.
“With this mindset, you understand that you are unique, and that everyone around you is unique. You have your flaws and your talents, but it’s you and you have to be proud of who you are. By accepting yourself as you are and recognising that there are always areas where you can develop, you can strengthen your relationships. This requires courage and compassion, to others and to ourselves, but it can transform the way we interact with the world around us.”
“Kintsugi is an ancient Japanese art that embraces imperfection,” says Silvana. “It’s a fantastic metaphor for life, rooted in a philosophy of embracing the beauty of human flaws. With Kintsugi, you take a broken piece of ceramic and glue it together with gold. In the end, it’s a beautiful piece of art.
“I see it as a useful tool in the workplace – encouraging making the best out of mistakes by seeing what you can learn out of it. At the end of the day, the collection of your mistakes and the things you have learnt in your life makes you the person that you need to be. Every year you grow with every new experience you have.”
Connect with Silvana
Tredence's innovative solution provides joint customers with AI-powered insights and modernises their supply chain operations.
Tredence, a leading global data science and AI solutions company, recently announced the expansion of its Supply Chain Command Center to the Snowflake AI Data Cloud.
lready deployed by several clients, this advanced joint go-tomarket (GTM) solution now offers additional features to integrate supply chain functionalities such as inventory optimisation, demand forecasting and price optimisation – reducing risks and costs.
The Supply Chain Command Center provides joint clients with interoperable, scalable data storage, elastic compute, secure access to industry-leading large language models and built-in governance for data and apps.
“At Tredence, we build global supply chain solutions, driving
“Integrating Snowflake's AI Data Cloud further enhances our ability to detect upstream and downstream signals”
Sumit Mehra, CTO and Co-founder of Tredence
last-mile impact for eight of the top 10 global retailers and CPGs, as well as six of the top 15 Healthcare and Life Sciences companies,” says Sumit Mehra, CTO and Cofounder of Tredence. “Integrating Snowflake's AI Data Cloud further enhances our ability to detect upstream and downstream signals, assess their impact on key metrics and provide intelligent AI/ML predictive solutions.
“This collaboration helps our joint clients transform their supply chains from reactive cost centres into proactive engines of innovation, resilience and sustainable growth.”
Tredence is leveraging the Snowflake AI Data Cloud and Snowflake's advanced AI/ML
capabilities to enable the rapid implementation of supply chain solutions. Tredence's supply chain control tower accelerator offers prebuilt AI/ML models, providing a swift data-to-decision journey ten times faster than legacy solutions.
Tredence's specialised functional control towers – Inventory Control
Tower, Procurement and Inbound Control Tower and Logistics Control Tower – provide significant value to planners, buyers, operations heads and executives.
These towers drive crucial decisions such as inventory rebalancing, expediting shipments, alternative distribution centre (DC) fulfilment
“By leveraging Snowflake's AI Data Cloud, Tredence is creating an integrated solution that not only optimises supply chains but also drives strategic value for our customers”
Adam Kaufman, Vice President of Industry Go-to-Market at Snowflake.
and dynamic operations scheduling. As a result, enterprise clients have achieved an average 5-6% reduction in logistics costs, a 3-5% decrease in operational costs, a 10-12% improvement in days inventory on hand (DIOH), an 8-12% boost in inventory turnover ratio (ITR) and service levels, and an over 30% reduction in customer penalties due to out-of-stocks.
“The Tredence Supply Chain Command Center on Snowflake's AI Data Cloud enables joint clients to navigate supply chain disruptions with agility and precision,” says Adam Kaufman, Vice President of Industry Go-toMarket at Snowflake. “By leveraging Snowflake's AI Data Cloud, Tredence is creating an integrated solution that not only optimises supply chains but also drives strategic value for our customers.
“This collaboration enables joint customers to unlock the true potential of their data, drive efficiency, enhance decision-making and deliver measurable business outcomes.”
Source: Tredence
Luidi Maia, Global Well Access Operations Director at OneSubsea on how the company has leveraged emerging technologies and built a robust supply chain to become the world’s leading subsea technology provider.
As
is focused on accelerating innovation to improve subsea asset performance, while also increasing energy efficiency and reducing CO2 emissions.
ith a transformative approach to leveraging digital and technology innovation, OneSubsea is working to unlock the large potential of subsea solutions to accelerate the energy transition.
Joining us to explore the company’s achievements is Luidi Maia, Global Well Access Operations Director at OneSubsea. To begin, Luidi highlights the lessons he has learnt from his career journey thus far, and how he’s applied his technical and supply chain knowledge to his current position.
“I started my career as a field engineer within Schlumberger (SLB), which provided me with a practical knowledge of the technology that I’ve used throughout my career in the deepwater energy industry,” says Luidi. “From there, I began getting more and more involved in supply chain and
procurement – first from a customer perspective, and then from a supply chain management perspective.
“This journey has allowed me to develop a systematic approach to business model innovations and procurement. In particular, my role as an Inventory Manager for the Middle East and Asia at SLB involved managing around 16 countries to optimise inventory, replace and find alternatives and reduce the overall cost of ownership for the business.
“In this role, I would promote inventory sharing and collaboration across business units to improve inventory utilisation and I developed forwardlooking methods to define which inventory type and quantity should be stocked into the distribution centre in Dubai. From there, I would look for ways to optimise sourcing strategies for that inventory.
“We just deployed our new technology that we developed in partnership with Envirex Group – the Submersible Wireless Installer for Tubing (SWIFT)”
Luidi Maia, Global Well Access Operations Director
“We implemented a supply and demand planning group in Dubai, to look centrally into common material demands across the Middle East and Asia regions, and developed proactive methods to share and optimise inventory across those regions based on forecasted activity. This group brought so much cost efficiency to the way the company was operating in those regions that SLB decided to implement that same approach in the US, Europe and Latin America.
“Not long after this, I became the regional manager for OneSubsea, leading teams within North and South America. I used the same principle of supply chain optimisation – a centralisation of resources and collaboration across business units to improve the whole region.
“I created a pool of subject matter experts in the US which would support operations in other business units and allow us to reduce our footprint where our activity wouldn’t justify a permanent support structure. We centralised our assets and redistributed them based on forecasted demand using the same supply chain principle we developed in Dubai for inventory management and it allowed us to reduce our CAPEX expenditure by 80% yoy.
“You can`t afford to continuously invest in new assets every time –engineers love to create new solutions but if you build a new system or new solution every time, you’ll not be competitive and will be out of business in no time. So we decided to focus our innovation efforts into a modular small group of assets that can address 80 to 90% of our customers’ needs.”
Luidi explains how having these assets in place makes the process of innovation more straightforward within the company – providing it with the scope to utilise emerging technologies effectively and efficiently.
“We just deployed our new technology that we developed in partnership with Envirex Group – the Submersible Wireless Installer for Tubing (SWIFT),”
YOUR STRATEGIC PARTNER FOR RELIABILITY AND EFFICIENCY
At FOX Subsea, (part of Envirex Group), we are dedicated to driving innovation and delivering cuttingedge technology that enhances efficiency and reliability in the subsea oil and gas industry.
As an integrated service provider we specialise in supporting SPS contractors by offering sustainable, high-quality technology for intervention, completion and P&A operations worldwide.
Our flagship product, the MODFOX (Modular Subsea Control System), revolutionises subsea operations by offering a flexible solution for installation and testing of subsea Xmas Trees down to a depth of 3000 meters. Unlike traditional systems, MODFOX is designed for quick reconfiguration, allowing our clients to adapt to changing operational needs, minimise downtime and optimise performance.
Backed by the engineering excellence of Envirex, FOX Subsea benefits from over a decade of experience and a strong track record in delivering innovative subsea solutions.
Envirex, an engineering powerhouse within the Envirex Group, has been instrumental in developing groundbreaking systems like SWIFT, a tubing hanger control module created together with Aker Solutions. This expertise empowers FOX Subsea to continuously push the boundaries of subsea technology.
In addition to MODFOX, our portfolio includes the innovative WCM (Wireless Control Module), further demonstrating our commitment to advancing subsea technology. At FOX Subsea, we believe true innovation comes from strategic partnerships. We are proud to collaborate with industry leaders, leveraging our combined expertise to push the limits of what’s possible in the subsea arena.
By providing our advanced tool pool and expert services, FOX Subsea, with the support of Envirex, make subsea operations safer, more sustainable and more efficient. Together, we are dedicated to moving the subsea industry forward for everyone’s benefit.
“We have to stay close to our customers in order to understand their evolving needs for the future in order to stay relevant for the long term, and maintain a robust and sustainable supply chain”
says Luidi. “This technology operates the hanger and installs it along with the completion of the well, removing the need for a lot of heavyweight umbilical and surface control technology. It simplifies land and lock operations substantially and reduces overall rig time.
“However, the process of developing new technologies such as SWIFT can take a lot of time due to the stringent standards that a subsea developer is required to comply with, during the design and qualification process.
“So we focus a lot on standardised building blocks when it comes to technology development – these can then be pre-engineered, upgraded and gradually deployed across
“The one constant between customers is that they want scale, and they want faster delivery”
our applications. Then, when we’re looking at innovating, all of the components we’re implementing are already prequalified and can be quickly integrated into a system.
“If you want to innovate in this industry, you need to look at the right time horizon, because it can take time to qualify certain materials. Some of the latest innovations we’re doing right now are enabling electrification. For instance, we’ve built an allelectric subsea system, with standardised building blocks, designed to reduce the carbon footprint and make the whole subsea installation more agile.”
According to Luidi, a robust supply chain and agile procurement procedures are crucial to these innovations.
“The one constant between customers is that they want scale, and they want faster
delivery,” explains Luidi. “So we need to accelerate delivery and lower risk while staying affordable for the customer, which means we have to consolidate demand to reach that level of efficiency.”
In order to satisfy these customers, OneSubsea has prioritised building robust partner relationships to promote efficiency and agility across the supply chain.
“We have a lot of conversations with our partners on what is and isn’t feasible, and what our vision is as to where new technologies should be deployed” shares Luidi. “There are several ways we can use a new technology, and we go to our partners for input on what the best approach is.
“This creates an intimacy with the customer and with the suppliers. We’re lucky to be able to walk up to those suppliers, discuss ideas and come up with more effective ways to deliver what the industry needs.
“For example, machining can become extremely complicated depending on how you design your tools. So we sit down with our suppliers and say: ‘How can I design this product in a way which is more efficient for you to manufacture? How can I change my internal process to
drive efficiency to the way you run your business? How can I help you remove your bottle necks?’
“By asking the right questions, we can shrink our supply chain cycle and make our processes more agile, benefitting both us and our partners. And as we develop faster response times, everyone we work with is able to become more efficient.
“For us, a priority is maintaining steady engagement between engineering, manufacturing and supply chain. This helps us shape solutions that are faster and more streamlined, allowing us to create an ecosystem where these three areas of OneSubsea which typically interface with the final manufacturing supplier, work in symbiosis with
our vendors, reducing costs and responding faster to our customers’ needs.”
Looking ahead, Luidi’s goals for the future of OneSubsea Well Access group are based on nurturing partnerships and collaboration to stay on the cutting edge of subsea Well Access technology production.
“The future of OneSubsea lies in effective collaboration,” summarises Luidi. “We have to stay close to our customers in order to understand their evolving needs for the future in order to stay relevant for the long term, and maintain a robust and sustainable supply chain.”
Learn more about OneSubsea here.
“I have a very competitive background,” says Luidi. “I was a semi-professional swimmer in Brazil and played handball competitively, and that discipline early on really helped shape the way I approach life. Even though I work 10-12 hours a day, I prioritise finding time to work out at least three times a week. I like to relate my job back to endurance sports. It’s all about consistency and hitting targets over and over again, which requires that level of discipline.”
“I like to learn and grow by reading,” says Luidi. “I’m particularly into reading about history at the moment.
For example, I’m currently reading about the US Constitution. The book examines the country’s journey from a colony to a superpower, and the relations it built over time. There’s so much knowledge that you can retain from one generation to the next.
“I find it interesting to explore history and better understand what other generations did, and see how we’re repeating patterns in a different way. It’s the cycle of evolution – from Vikings to the democratic societies we’ve built today. It makes me think about how humans will continue to evolve, and what’s coming next.”
Connect with Luidi
Building on Google Cloud AI models, Knexus delivers GenAI solutions to drive operational efficiency.
For nearly two decades, Knexus has worked with dozens of agencies across the US government as a trusted partner to deliver tailored AI solutions to mission-critical problems.
With four patents and 100+ peer-reviewed scientific papers, the scientists and engineers of Knexus are routinely breaking the barriers between human and machine intelligence. The company has recently announced that it has been awarded a five-year Indefinite Delivery Indefinite Quantity (IDIQ) contract with the Defense Logistics Agency (DLA) to deliver cuttingedge generative AI (GenAI) solutions built on the Google Cloud technology stack.
The IDIQ contract is a result of Knexus’ performance in a highly competitive hackathon, where the company demonstrated the power of GenAI by creating a user-friendly interface that allowed users to ask questions about recent world events and their potential impact on the DLA supply chain.
By combining Google Cloud’s advanced AI models with publicly available DLA strategy documents, Knexus has demonstrated a
solution showcasing how GenAI can revolutionise supply chain insights.
This has not only solidified Knexus’ position as a leader in AI innovation, but has also paved the way for the company’s new partnership with DLA.
“This contract award is a monumental achievement for Knexus," says Justin Karneeb,
Vice President of Technical Solutions
at Knexus. “Our partnership with Google Cloud has enabled the rapid deployment of transformative AI solutions that address the agency’s critical needs.
“By leveraging the power of GenAI, we can help DLA streamline processes, improve decision-making and drive innovation across a wide range of operations. We are excited to embark
“By leveraging the power of GenAI, we can help DLA streamline processes, improve decision-making and drive innovation across a wide range of operations”
Justin
Karneeb,
Vice President of Technical Solutions at Knexus
on this 5-year journey and make a lasting impact on the agency.”
The IDIQ contract provides a framework for Knexus to deliver GenAI solutions to DLA over the next five years across a variety of use cases. The company will leverage its expertise in AI, machine learning and data science to develop tailored solutions that meet the agency’s specific requirements as well as driving operational efficiency.
Knexus' commitment to providing secure, scalable and innovative AI solutions aligns perfectly with DLA's goal of harnessing the power of AI to improve its day-to-day operations.
“We’re excited to provide the platform for Knexus to support the Defense Logistics Agency in their mission to enhance operational efficiency and security," says Troy Bertram, Executive Managing Director, Partner Ecosystem, Google Public Sector. “Knexus’ deep technical knowledge and industry expertise combined with AI solutions built on Google Cloud will provide valuable insights and automation, helping to streamline DLA’s processes and mitigate risks.”
Source: Knexus
The innovative partnership marries best-in-class supply chain operations with next-gen digital insights.
Medline recently announced its partnership with Microsoft to address complex supply chain challenges facing today’s healthcare professionals.
heir shared goal is to reduce disruptions and enable more focus across all patient care settings.
Together, the two organisations are designing an innovative healthcare supply chain resilience solution built on Microsoft 365 and powered by Azure AI that is easy to navigate, predictive and secure. The solution will aim to leverage AI-generated insights to save time, headaches and hassle while eliminating onerous technology implementation through integrated inventory management.
“Healthcare today is dealing with a crisis of complexity, and Medline exists to make healthcare run better,” says Jim Boyle, CEO of Medline. “In Microsoft, we see a partner who can help us power better informed actions at a lower cost for our customers. This win-win will revolutionise the way we ensure a resilient healthcare supply chain.”
The solution, called Mpower™, will plan to tackle some of the toughest challenges in advancing the healthcare supply chain, including:
Combining customer and supplier data to provide actionable, predictive recommendations for supply chain professionals: Powered by Microsoft Copilot and
“Healthcare today is dealing with a crisis of complexity, and Medline exists to make healthcare run better”
Jim Boyle, CEO of Medline
Azure AI, this transformative, predictive solution will be designed to include features that make current complicated inventory management workflows easier and empower users with proactive recommendations that they can choose to implement. In short, Mpower will aim to ease decision-making so healthcare professionals can focus where it matters most.
Avoiding expensive, resourceheavy implementations for new technology platforms: Building the answer to these problems on the familiar, secure Microsoft 365 suite of applications will shorten rampup time considerably without the need for new, complicated tools or additional hires.
Powering positive employee experiences: The planned solution will also target to help address the current talent pressures faced by healthcare organisations by making software more helpful, action-oriented and insightful. The intention is not to create heavy reports that require more from over-scheduled professionals. Instead, the goal is streamlined suggestions to ease the workday.
“The potential for AI to help alleviate the burden on healthcare professionals is immense, and together with Medline we’re helping to address a unique piece of this puzzle”
Deb Cupp, President of Microsoft Americas
Leveraging Medline’s powerful vantage point in the industry and its leadership position across the continuum of care, the tool will pull upon the company’s superior data to empower better choices for patients – ultimately freeing up valuable resources that can be redirected to patients in all points of care.
“The potential for AI to help alleviate the burden on healthcare professionals is immense, and
together with Medline we’re helping to address a unique piece of this puzzle – the healthcare supply chain,” says Deb Cupp, President of Microsoft Americas. “By combining capabilities of our Copilot and AI offerings with Medline’s proven expertise across supply chain resilience and clinical solutions, we will be able to significantly reduce complexity and give providers time back to focus on patient care.”
Source: Medline
"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
With new product launches and growing transform package solutions for serving 25 markets with additional
growing profitability, Fetch is set to the multifamily housing industry, additional markets planned for 2025.
Fetch Package Delivery (Fetch), the leader off-site package management for apartment communities, recently announced significant expansion plans and new product launches, including the nationwide expansion of Fetch Storage in 2024, followed by Fetch Market Fetch has experienced substantial growth in recent years, now partnering with more than 1,200 communities comprising nearly 400,000 residential units. Over the last three years, Fetch has tripled its revenue, reflecting the growing trust and preference communities have for the Fetch service.
The company serves 36 of the NMHC Top 50 management companies, 8 of the top 10 developers, and many of the largest ownership groups in the US Fetch’s network of 40 facilities nationwide supports its robust logistics and service delivery infrastructure.
In recent years, Fetch has expanded into student housing, partnering with eight of the top 10 student housing managers. The company’s commitment to excellence is reflected in a yearto-date customer satisfaction (CSAT) score of 98%, highlighting the positive feedback from student housing residents who appreciate its reliable service.
Looking ahead to Fall 2025, Fetch plans to expand into key college markets such as Athens, Tallahassee, Fayetteville, College Station and Tucson.
“Fetch has always been about solving real problems for
in apartment significant launches, Fetch in 2025.
“With
this expansion, we’re continuing to meet the growing demand for space and convenience, ensuring residents and property managers benefit from a more efficient, accessible, and reliable service”
Michael Patton, CEO of Fetch
apartment communities,” says Michael Patton, CEO of Fetch. “With this expansion, we’re continuing to meet the growing demand for space and convenience, ensuring residents and property managers benefit from a more efficient, accessible, and reliable service.”
Fetch has achieved a 99% same-day availability rate and a 97% on-time
delivery rate over the last two years while delivering 21 million packages. This achievement underscores Fetch’s commitment to quality through sustainable unit economics enabled by technology deployments and operational efficiencies. Almost 90% of its facilities across the country operate profitably, and the company is on track to achieve overall profitability in the first half of 2025.
Key highlights of Fetch’s expansion and innovation include:
Launch of Fetch storage:
Currently available in Seattle, Washington DC, and Houston, with continued market expansion throughout 2024. This on-demand, micro-storage solution addresses space constraints for communities and provides residents with a more convenient solution than selfstorage.
Launch of Fetch market:
Launching in Austin with a limited release in Q4, with national expansion throughout 2025. This service will offer residents convenient delivery of everyday essentials, snacks, and drinks via the existing mobile app and delivery service.
Advanced PMS integrations:
Fetch is developing seamless integrations with leading property management systems, streamlining the process for property managers to offer Fetch services.
Fetch’s strong financial performance, driven by operational excellence, positions the company for continued growth and profitability. 1 2 3 4
“We’re able to leverage our existing infrastructure and core competencies to offer uniquely valuable services to Fetch residents that can drastically improve what it’s like to be a renter day to day”
Austin Wagner, VP of Product at Fetch
“This expansion marks a significant evolution in our service model,” says Austin Wagner, VP of Product at Fetch. “We’re able to leverage our existing infrastructure and core competencies to offer uniquely valuable services to Fetch residents that can drastically improve what it’s like to be a renter day to day.”
As Fetch continues to evolve from a package-delivery-only provider to a comprehensive solutions partner for multifamily operators, the company is in discussions with enterprise clients for additional onsite services that leverage its established infrastructure, technology, and delivery network.
Source: Fetch
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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 Luiz Bouças, CEO & Founder of SCHAIN Advisory.
A brief summary of your role and what your company does.
I lead a boutique supply chain consulting firm dedicated to empowering executives to deliver measurable value quickly while advancing their careers. We provide tailored, high-impact strategies that optimise operations, reduce costs and enhance profitability. Our high-touch approach ensures executives not only achieve swift results but also drive lasting improvements in their companies’ financial performance.
How did you start working in supply chain?
My journey into supply chain was shaped by my entrepreneurial upbringing. My family owned a Coca-Cola distribution business in Brazil, and from a young age I was immersed in the logistics side of operations.
When the distribution business was sold, we moved into beverage manufacturing, where I gained hands-on experience in areas like production scheduling, inventory control and transport logistics. This early exposure set the foundation for my career, and eventually, I pursued my passion by joining the beverage industry professionally, where my path into supply chain truly began.
What has been the biggest highlight of your career to date?
The highlight of my career has been the transformation from working in a small business in rural Brazil to leading global logistics for a $25bn company and connecting with supply chain professionals from all over the world.
It was an incredible learning experience that expanded my perspective and shaped my approach to leadership. Early
on, I developed a passion for working internationally and, after years of growth, I was lucky to step into a role that allowed me to manage complex, cross-border supply chains and deliver meaningful results. This accomplishment came through perseverance, continuous learning and a commitment to improving the organisations I’ve worked with.
Which emerging trend do you think will be most crucial in your industry in the next ten years?
AI will have the most transformative impact on supply chain management. AI’s ability to augment the capabilities of supply chain professionals and provide data-driven insights and automation will completely redefine how we operate.
As supply chains grow more complex and labour shortages continue, companies that embrace AI will be better positioned to adapt and thrive. With the industry constantly evolving, the ability to learn, unlearn and relearn will be crucial for staying ahead.
If you could spend a day in the life of another profession, what would it be and why?
I’d be an architect. The blend of creativity and structure that comes with designing spaces fascinates me. Turning ideas into tangible, functional creations is something I greatly admire.
Outside work, what helps you feel like the best version of yourself?
Spending time with my family grounds me. It allows me to disconnect from the demands of work and focus on what
“Our high-touch approach ensures executives not only achieve swift results but also drive lasting improvements in their companies’ financial performance”
truly matters. Whether it’s enjoying simple moments or creating lasting memories, family time helps me recharge, reflect and return to work feeling more balanced and motivated.
Before we go: What advice would you like to share with our readers?
I’m passionate about learning. The process of acquiring and mastering new skills excites me. It fuels my curiosity and keeps me constantly evolving, both personally and professionally. Whether I’m exploring a new topic or deepening my expertise, I believe continuous learning is key to staying relevant and adaptable.
Connect with Luiz
Connect with SCHAIN