Podcasts about nestl

Como criar campanhas que funcionem na TV, no TikTok, no YouTube e até nas respostas de ferramentas de inteligência artificial? E como manter a criatividade relevante quando o consumidor decide, com uma 'passada de dedo', se vai prestar atenção ou não? O episódio 247 do programa Mídia e Marketing recebe Renata Bokel, CEO da agência WMcCann. Há 90 anos no Brasil, a WMcCann atende clientes GM, L'Oréal, Mastercard e Nestlé. Agora, a agência tenta equilibrar essa longevidade com um consumidor cada vez mais exigente. Renata também explica a decisão de criar uma vertical dedicada ao agro, que estreou com a John Deere, comenta o papel dos criadores de conteúdo e fala do desafio de liderar times cada vez mais multidisciplinares: 'Grande ideia é igual carro alegórico: se toda escola não empurrar, ela não sai".

Formular für Portfolio Einsendungen ►► https://sparkojote.ch/ddDer Dividenden Donnerstag Livestream findet jeden Donnerstag (und manchmal auch dienstags) um 19:00 Uhr auf YouTube statt, zusammen mit Johannes Lortz philosophieren wir über Dividenden-Aktien, das Investieren, die Börse und vieles mehr.

Ultra-marathon runner Rob Pope, better known as "the real-life Forrest Gump" is back with more tales of incredible feats of human endurance... and even a near death experience.In this episode, Rob talks about his latest challenge: a 569-mile, 14-day coast-to-coast run across Britain for Nestlé's Taste Trail, which raised over 175,000 meals for The Felix Project. The man who ran Forrest Gump's famous USA journey, 5 times over - now tells us how running across the UK compares! KitKat factories, perils of Scottish roads, rural beauty and more.He also tells Jenni about running 2,000km across Australia alongside AC/DC's tour dates — where he met the band, who turned out to be huge supporters of his challenge, and had a terrifyingly close call with one of the world's deadliest snakes along the way.Expect blisters, near-death wildlife encounters and a run-in with rock royalty... all in a day's work for Rob.

On Season Seven, Episode Five of The Food Professor Podcast, Michael LeBlanc and Dr. Sylvain Charlebois sit down with Annemarie Swijtink, President & CEO of McDonald's Canada, for her very first Canadian podcast interview. Annemarie started as a 15-year-old crew member in the Netherlands, studied economics in Rotterdam, joined McDonald's as a marketing intern and went on to lead the Dutch business before taking the top job in Canada a year ago, where she supports franchisees and restaurant teams across 1,500 restaurants.What surprised her most? How Canadian McDonald's Canada really is. Annemarie explains that 85% of the company's supply chain is sourced domestically, including beef, chicken, eggs, potatoes and milk, and shares how vertical farming partnerships now deliver 100% Ontario and BC tomatoes year-round. She makes a clear commitment to keep buying Canadian beef, a promise that dates back to the 2003 BSE crisis, and describes investments in 4-H, young cattle producers and farmer mental health.The conversation also covers food inflation and affordability, including the $5 meal and $1 coffee with prices frozen for a year, the rise of beverages and chicken, protein-forward menus in the GLP-1 era, the "three-legged stool" of franchisees, suppliers and corporate, a "high tech, high touch" approach to restaurant labour and technology, new formats like Winnipeg's first drive-thru-only restaurant, and what McDonald's will look like in five years. Spoiler: the Big Mac stays on the menu. Plus, Sylvain tests just how Canadian she's become by asking about her favourite hockey team.But first, we start with the food and agriculture news of the week. Sylvain unpacks potash politics after President Trump floated replacing Canadian potash with supply from Belarus, explaining Canpotex, the global potash cartels and why Canada's geography remains a competitive advantage. We look at Canada–India trade talks toward a Comprehensive Economic Partnership Agreement and the opportunities for pulses, grains and pork, then ask whether a Super El Niño will push food prices higher, delay the Prairie harvest or disrupt shipping. Using Grocery Pulse data, we break down the month's biggest grocery price increases, led by strawberries, chicken breast and flour, plus why beef volumes are down and what supply management has to do with chicken prices.We also discuss a major Wendy's franchisee with 314 U.S. restaurants seeking creditor protection, Maple Leaf Foods consolidating U.S. plants, the end of the long Metro strike, a possible Safeway strike in Alberta before Thanksgiving, Sobeys' Competition Bureau agreement on property controls, Nestlé's seized assets in Russia, caviar's direct-to-consumer price shake-up, and Barilla's acquisition of high-protein mac and cheese brand Goodles. About UsDr. Sylvain Charlebois is a Visiting Professor in Food Policy and Distribution at McGill University and a Professor in Food Distribution and Policy in the Faculty of Management at Dalhousie University in Halifax. He is also the Senior Director of the Agri-food Analytics Lab, also located at Dalhousie University.Known as “The Food Professor”, his current research interest lies in the broad area of food distribution, security and safety. He is one of the world's most cited scholars in food supply chain management, food value chains and traceability with over 775 published peer-reviewed journal articles. Dr. Charlebois is also an editor for the prestigious Trends in Food Science Technology journal. He co-hosts The Food Professor podcast, discussing issues in the food, foodservice, grocery and restaurant industries and which is the most listened Canadian management podcast in Canada. Every year since 2012, he has published the now highly anticipated Canadian Food Price Report, which provides an overview of food price trends for the coming year. Furthermore, his research has been featured in several newspapers and media groups, nationally as well as internationally. He has testified on several occasions before parliamentary committees on food policy-related issues as an expert witness. He has been asked to act as an advisor on food and agricultural policies in many Canadian provinces and other countries.With extensive experience collaborating with businesses, governments, and NGOs, Dr. Charlebois combines academic rigor with practical expertise, making him one of the most influential voices in the global agri-food landscape. His work continues to advance the understanding of food systems, fostering innovation and resilience in a rapidly evolving industry. In 2025, he received the prestigious Charles III medal recognizing his tremendous work in informing Canadians about food issues. Michael LeBlanc is a senior retail advisor, keynote speaker and media entrepreneur. Michael has delivered keynotes, hosted fire-side discussions hosted senior retail executive on-stage in 1:1 interviews worldwide. Michael produces and hosts a network of leading retail trade podcasts, including The Remarkable Retail Podcast, The Voice of Retail, The Food Professor, The FEED powered by Loblaw and the Global eCommerce Leaders podcast. He has been recognized by the National Retail Federation (NRF) as a global Top Retail Voice for 2025 and 2025, and continues to be a ReThink Retail Top Retail Expert for the fifth year in a row.

Hasta el próximo 7 de octubre, estará para comentarios un proyecto de regulación que pretende restringir la venta de alimentos con alto contenido de grasas y azúcares en un radio de 50 metros alrededor de sus casi 1,5 millones de escuelas. Esta es la más reciente propuesta para reducir el consumo de comida chatarra en un país que lucha contra las crecientes tasas de obesidad, especialmente entre los niños. Grandes multinacionales como Coca-Cola, Mondelez y Nestlé.

For any entrepreneur who has spent years building a company, the idea hits close to home: what if you still owned your business on paper, but suddenly lost the power to run it? In Did Russia Just Declare War on All Western Corporations?, host Jack Russo examines Russia's Decree No. 661 and the transfer of control over Nestlé and Auchan's Russian operations to a little-known management company. It shows how quickly the meaning of ownership can change when business collides with geopolitics. With thousands of foreign companies still navigating the Russian market, Jack digs into the strategy behind "temporary administration," the fight over frozen Russian sovereign reserves, and what happens when companies must weigh staying, leaving, or fighting for their investments. When businesses become leverage between governments, how much protection does ownership really provide? Jack Russo MBA/JD/LLM NITA Master Trial Advocate Certified Appellate Specialist 

Die Top-Meldungen am 22. September 2026: Galeria ordnet Einkauf neu. Beinahe jeder Online-Shop wird Opfer von Betrug. Nestlé hält am Russland-Geschäft fest.

What kills iconic brands like MTV, Nike, Blockbuster, and GoPro? Not bad marketing. Not weak products. But four specific strategic traps that fragment brand story governance — and silently destroy enterprise value from the inside out. Brand strategist and BrandStruck founder Magda Adamska joins Park Howell on the Business of Story to reveal the four strategic traps that cause even the world's most powerful brands to collapse: the Comfort Trap, the Efficiency Trap, Over-Expansion, and Growth-at-All-Costs. Drawing from 250-plus brand strategy case studies spanning nearly 50 countries, Magda shows exactly how narrative entropy sets in when brand story loses its governance — and how AI accelerates the damage at light speed. In this episode you will learn: Why MTV had everything Spotify needed — and still failed to act How Nike's pandemic data trap triggered a brand crisis still unfolding today Why GoPro's move into media nearly destroyed the company How a governed brand story acts as the one strategic guardrail that protects against all four traps Magda Adamska is an independent brand consultant with over 20 years guiding C-suite executives through brand transformations and portfolio optimizations for MTV, Pearson, Nike, Nestlé, JP Morgan, Procter & Gamble, and Guinness World Records. If you lead a brand, market one, or build them for clients, this episode is essential listening. Visit brandstruck.co to explore 250-plus brand strategy case studies including free access to Nike, Lego, and IKEA.

En este episodio en vivo de Dimes y Billetes, repasamos las tres noticias más importantes de la semana: la Reserva Federal sube su tasa de interés 25 puntos base en la primera decisión del nuevo presidente de la Fed, mientras la inflación en Estados Unidos se dispara por los energéticos y el peso mexicano se deprecia de 16.80 a 17.20 por dólar; la guerra entre Rusia y Ucrania escala a un nuevo nivel, con Putin confiscando los activos de Nestlé y de una cadena minorista francesa como represalia por el armamento europeo a Ucrania, justo cuando Ucrania responde con el mayor ataque de drones de toda la guerra contra Moscú; y en México, el problema del huachicol alcanza otro nivel con el decomiso de 59 millones de litros de combustible en Guanajuato, la incautación de energéticos más grande en la historia del país. Prueba café el Capitalhttps://cafeelcapital.com/s/08a4840:00 – Bienvenida al live de los lunes y saludos en vivo a la audiencia 4:54 – Arranca el resumen: las tres noticias de la semana (Fed, Rusia-Ucrania, huachicol) 10:13 – Adelanto: la reunión Trump-Xi y el debate sobre regular la inteligencia artificial 20:06 – Noticia 1: la Reserva Federal sube la tasa de interés 25 puntos base 21:01 – El nuevo presidente de la Fed y su primera decisión al mando 21:31 – Por qué el objetivo de inflación de EE. UU. (2%) obliga a subir tasas 23:51 – El peso se deprecia: de 16.80 a 17.20 pesos por dólar en días 27:41 – Desglosando la inflación de agosto en EE. UU.: 3.4% general 31:00 – El componente que dispara todo: energía y gasolina +27.4% 32:38 – Boletos de avión suben 23.4% por el combustible 42:21 – Noticia 2: Rusia confisca los activos de Nestlé y de una cadena francesa 44:24 – El antecedente: Danone y Carlsberg, confiscadas en 2023 44:59 – El mayor ataque de drones de Ucrania contra Moscú 45:30 – Rusia ha confiscado más de $50,000 millones de dólares desde 2022 47:52 – La posible cumbre trilateral en Abu Dabi en octubre 51:36 – La "cadenita": de la guerra a la inflación, de la inflación a la recesión 1:01:45 – Materia Consulting: la nueva comunidad empresarial gratuita 1:03:56 – Noticia 3: el huachicol en México y el nuevo epicentro en Nuevo León 1:04:41 – Qué es el huachicol y qué es el huachicol fiscal 1:07:03 – El antecedente: el escándalo de corrupción en la Marina 1:08:43 – La anécdota personal de Moris: "todo mundo te vendía diésel" 1:10:05 – El decomiso de 59 millones de litros en Guanajuato 1:11:14 – Las implicaciones del huachicol para Pemex, el fisco y la seguridad 1:16:26 – El hilo conductor de las tres noticias: el precio de los hidrocarburos 1:18:37 – Aclaración en vivo: el decomiso de Guanajuato aún no se confirma como huachicol 1:21:11 – Avisos: nuevo episodio de Fírmame el Cheque este jueves 1:26:10 – Despedida

Ab heute sind Sandoz und Galderma im SMI vertreten – Kühne und Nagel sowie Swisscom räumen das Feld. Somit nimmt der Pharmabereich mit rund 41 Prozent an Gewicht zu. Laut Jörn Spillmann, Anlage-Experte der Zürcher Kantonalbank, bleiben Novartis, Roche und Nestlé weiterhin die grössten Treiber. SMI: +1.2%

The end of an era at Berkshire Hathaway: Warren Buffett steps down as chairman after more than six decades, with his son Howard taking the chair. But could one of Buffett’s favourite trades — Japan’s five great trading houses — offer investors a way to continue following his playbook? Michelle Martin breaks down why the yen fell even after the Bank of Japan raised rates to a 31-year high, and reveals which major Asian economy now has even lower interest rates than Japan. Then it’s Up or Down: Kylian Mbappé leaves Nike for On, a Wendy’s franchisee files for bankruptcy protection, Disney appoints its first CTO, Google’s Gemini raises fresh AI security concerns, and Nestlé faces mounting risks in Russia. Plus, why Goldman Sachs sees close to 30% upside for ST Engineering — and how Resident Evil just scared up a franchise-record opening at the box office.See omnystudio.com/listener for privacy information.

Tickets für Roger Köppels Deutschland-Tournee finden Sie hier: www.weltwoche.de/vortrag Unterstützen Sie die Weltwoche mit nur einem Klick: https://www.youtube.com/@die.weltwoche?sub_confirmation=1 Und aktivieren Sie die Glocke, damit Sie keine Sendung mehr verpassen. So helfen Sie mit, unser Programm weiter auszubauen. Herzlichen Dank! ⭐️ Weltwoche daily ohne externe Video-Werbung geniessen? Werden Sie Abonnent! ▶️ https://weltwoche.ch/abonnemente/ Themen in diesem Video: Putin übernimmt Nestlé: Folge des Schweizer Neutralitätsbruchs. Irrweg: Brandmauer-Parteien FDP und Mitte sollten nach Deutschland schauen. Wirbel um Granit Xhaka: Schweizer Medien im Corona-Wahn. Fahnenflucht? Der Abgang von Budliger Artieda. Amtsgeheimnis-Verletzung beim Bundesgericht Kostenlos informiert:

In Russia si è votato per tre giorni per rinnovare la Duma, la Camera bassa dell'Assemblea federale. Sono le prime elezioni legislative dall'invasione su larga scala dell'Ucraina, ma con un risultato già scritto in anticipo. L'unico partito contrario alla guerra, Yabloko, è stato escluso dalla corsa. Non ci sono stati osservatori indipendenti e il voto elettronico, esteso a un terzo del Paese, resta una scatola nera. Intanto, la sera prima della chiusura dei seggi il cielo di Mosca era pieno di droni ucraini.Eppure, dietro la vittoria annunciata di Russia Unita, il voto racconta molto di un Paese in affanno. La guerra si è palesata in casa con le code ai distributori, un'economia quasi ferma e la stanchezza di una popolazione che nei sondaggi chiede sempre più spesso la pace. Intanto, fuori dai confini, la pressione cresce. Gli Stati Uniti si preparano a sanzioni e dazi contro chi compra petrolio russo, e Mosca risponde colpendo le aziende occidentali rimaste nel Paese, a partire dalla svizzera Nestlé.Come funziona un sistema elettorale costruito per non avere sorprese? Quanto regge il consenso a Putin? E cosa cambia per la guerra, per l'Europa e per la Svizzera, a pochi giorni dal voto sulla neutralità?Ne parliamo a Modem con:·       Alberto Zanconato, giornalista che vive e lavora in Russia ·       Ulrich Schmid, slavista e storico dell'Università di San Gallo ·       Nona Mikhelidze, politologa presso l'Istituto Affari internazionali e specialista dell'area post-sovietica

What can building some of the world's best-known brands teach us about building a personal brand?In this episode of Beyond the Bio, Sophie is joined by Fiona Wylie, Founder and Chief Executive of Brand Champions. Fiona has more than two decades of marketing experience, including senior roles with household names including Nestlé, British Airways and Pfizer, before going on to build her own award-winning marketing agency.Fiona shares the lessons she has taken from building major consumer brands and how she has applied them to her own reputation and personal brand. She talks about what helped her win clients when she first started Brand Champions, why positioning matters just as much for people as it does for businesses and what individuals can learn from the way successful brands build recognition and trust.The conversation also explores Fiona's experience returning from maternity leave, why experienced women can find themselves overlooked in the workplace and how years of expertise can become a powerful foundation for building a visible personal brand.In this episode, they cover:What household brands can teach us about personal brandingHow Fiona used her corporate reputation and network to build her own businessWhy positioning matters when building your profileThe differences between marketing a business and marketing yourselfHow to turn years of experience into a reputation people recogniseWhere to start building your profile when you already have years of expertiseConnect with FionaLinkedIn: https://www.linkedin.com/in/fewylie/Check out Brand Champions:Website: https://thebrandchampions.co.uk/LinkedIn: https://www.linkedin.com/company/the-brand-champions-london-ltd/home/Connect with Sophie:LinkedIn: linkedin.com/in/sophie-millikenInstagram: @moja_sophieWant to be a guest on Beyond the Bio?Do you have interesting ideas to share about how to raise your profile? We want to hear from you! Fill out the submission form here: https://www.sophiemilliken.co.uk/btbThis podcast is brought to you by Moja. Moja is an award-winning modern PR agency working with entrepreneurs and senior executives to get you known in your industry. See how your profile is currently performing: https://mym-btb.scoreapp.com/

VOV1 - Cơ quan Quản lý An toàn và Tiêu chuẩn thực phẩm Ấn Độ (FSSAI) cho biết đã phát hiện một mẫu sản phẩm dinh dưỡng dành cho trẻ nhỏ của Nestlé không đáp ứng quy định về hàm lượng biotin, đồng thời tiến hành các thủ tục pháp lý đối với tập đoàn thực phẩm của Thụy Sĩ.Ngay lập tức, giá trị cổ phiếu công ty Nestlé Ấn Độ đã sụt giảm 3%.  Theo Cơ quan Quản lý An toàn và Tiêu chuẩn thực phẩm Ấn Độ, mẫu được kiểm tra là sản phẩm “follow-up formula”, một loại sữa dành cho trẻ sơ sinh và trẻ nhỏ. Kết quả phân tích lại cho thấy sản phẩm không phù hợp với yêu cầu về hàm lượng biotin, còn được gọi là vitamin B7, theo tiêu chuẩn thực phẩm của Ấn Độ.Cơ quan Quản lý An toàn và Tiêu chuẩn thực phẩm Ấn Độ cho biết đang tiến hành thủ tục pháp lý liên quan đến mẫu sản phẩm này. Cơ quan quản lý chưa cho biết có yêu cầu thu hồi sản phẩm hay không.Ngoài vấn đề về hàm lượng biotin, Cơ quan Quản lý An toàn và Tiêu chuẩn thực phẩm Ấn Độ cũng đã khởi động hai vụ việc khác đối với các sản phẩm dinh dưỡng trẻ em của Nestlé, gồm NAN Excella Pro Stage 1 và Lactogen Pro 1. Nhà chức trách cho rằng thông tin thể hiện trên nhãn của hai sản phẩm có những nội dung có thể gây hiểu lầm, không phù hợp với quy định hiện hành.Như vậy, Cơ quan Quản lý An toàn và Tiêu chuẩn thực phẩm Ấn Độ cho biết đã tiến hành tổng cộng ba vụ xử lý riêng biệt đối với Nestlé.Phía Nestlé Ấn Độ khẳng định các sản phẩm của doanh nghiệp “tuân thủ đầy đủ các quy định hiện hành” và cho biết sẽ tiếp tục phối hợp với cơ quan quản lý. Liên quan đến các nội dung trên nhãn sản phẩm, Nestlé Ấn Độ cho biết đã gửi giải trình chi tiết, đồng thời khẳng định những thông tin này có cơ sở khoa học và từng được một ủy ban chuyên gia của Cơ quan Quản lý An toàn và Tiêu chuẩn thực phẩm Ấn Độ phê duyệt.Vụ việc diễn ra trong bối cảnh Ấn Độ đang tăng cường kiểm tra ngành công nghiệp thực phẩm trị giá khoảng 100 tỷ USD, với các hoạt động kiểm tra đột xuất tại nhà máy và lấy mẫu sản phẩm để xét nghiệm. Ấn Độ là một trong những thị trường tăng trưởng quan trọng của Nestlé. Trong năm tài chính kết thúc vào tháng 3/2026, nhóm sản phẩm sữa và dinh dưỡng, trong đó có sữa công thức và thực phẩm dành cho trẻ em, là nhóm sản phẩm mang lại doanh thu lớn nhất cho Nestlé Ấn Độ, chiếm khoảng một phần ba tổng doanh thu sản phẩm, tương đương khoảng 2,4 tỷ USD.Nestlé từng đối mặt với một vụ việc lớn liên quan đến an toàn thực phẩm tại Ấn Độ vào năm 2015, khi nhà chức trách yêu cầu thu hồi mì ăn liền Maggi do những vấn đề liên quan đến hàm lượng chì và quy định ghi nhãn. Sản phẩm sau đó được đưa trở lại thị trường sau các đợt kiểm nghiệm mới. Đình Nam/VOV-New DelhiẢnh minh họa (AI)

What does it take to succeed when the rules of the game are changing? In this episode, Gordon hosts Colin McQuay, Senior Director and Head of Strategic Revenue Management at Nestlé, who shares his perspective on the future of work, data science, AI, leadership and the evolving CPG landscape.From combining analytics with human understanding to building careers across different disciplines, Colin explores why the playbook that got companies to 2025 won't necessarily get them to 2050. He also discusses the rapid evolution of AI, why empathy and context will become even more important, and what it means to help people grow beyond what they thought was possible.Tune in for a thought-provoking conversation about rewriting the rules, making data useful, embracing AI, and helping people build the skills for what comes next.

01. Трамп пригрозил запретить рыбалку в США 02. Россияне реже всех в мире умирают от поноса 03. Концерты Канье Уэста в Петербурге пропали с его сайта 04. «Ашан», Nestlé и «Лемана ПРО» передали малоизвестной компании 05. Российские школьники решают задачи про нефоров 06. Петербурженка привезла «в подарок» 55 кг волос 07. Туалет Долиной оказался размером с небольшую студию

Der Schweizer Lebensmittelkonzern verliert die Kontrolle über einen Teil seines Russlandgeschäfts. Auf Anordnung von Russlands Präsident Wladimir Putin. Nestlé selbst sagt, man könne noch nicht genau sagen, was das bedeute. Weitere Themen: · In Russland haben die Parlamentswahlen begonnen. Es sind die ersten seit dem Beginn des Krieges gegen die Ukraine. Oppositionsparteien sind nicht zugelassen. · Saudi-Arabien kann in den USA F-35-Kampfjets kaufen. Die USA haben dafür grünes Licht gegeben. Lange war offen, ob dieses Geschäft zustande kommt, weil Israel das nicht wollte. · Felsssturz von Blatten: Mit den Häusern wurden auch Schadstoffe begraben, darunter etwa 150'000 Liter Heizöl. Der Wiederaufbau von Blatten sei dadurch aber nicht gefährdet, heisst es beim Kanton Wallis. · In der Westschweiz gab es am Abend grössere Probleme im Bahnverkehr. Betroffen war die Strecke Lausanne – Genf.

Der russische Präsident Wladimir Putin stellt zwei Tochterfirmen von Nestlé unter Zwangsverwaltung – und verprellt damit einen der grössten ausländischen Konzerne, die noch in Russland tätig sind. Dass er das in Kauf nimmt, muss einen Grund haben. Denn eigentlich hätte Putin ein Interesse daran, dass ausländische Unternehmen im Land bleiben. In den letzten Jahren hat er mehrfach Firmen bestraft, die sich aus Russland zurückziehen wollten: Sie mussten ihre Werke unter Druck verkaufen – oder der Staat übernahm sie. Nun aber riskiert der Kreml, westliche Unternehmen endgültig zu vergraulen. Weshalb? ____________________ Habt Ihr Fragen oder Themen-Inputs? Schreibt uns gerne per Mail an newsplus@srf.ch oder sendet uns eine Sprachnachricht an 076 320 10 37. ____________________ In dieser Episode zu hören: - Calum MacKenzie, SRF-Russland-Korrespondent ___________________ Team: - Moderation: Isabelle Maissen - Produktion: Marc Allemann - Mitarbeit: Reena Thelly ____________________ Das ist «News Plus»: In einer Viertelstunde die Welt besser verstehen – ein Thema, neue Perspektiven und Antworten auf eure Fragen. Unsere Korrespondenten und Expertinnen aus der Schweiz und der Welt erklären, analysieren und erzählen, was sie bewegt. «News Plus» von SRF erscheint immer von Montag bis Freitag um 16 Uhr rechtzeitig zum Feierabend.

Gold prices are once again moving higher, putting the precious metal firmly in focus. Is the current rally likely to continue, and what global and domestic factors could influence gold prices in the coming days? Meanwhile, India's income-tax collections are showing strong growth, highlighting the changing tax and revenue landscape. At the same time, Nestlé has come under the spotlight following action by the food-safety authorities. What triggered the action, and what could it mean for the company? In this episode, we decode the gold-price rally, rising income-tax collections, the Nestlé development and the key business factors investors should watch.

Nestlé, Volkswagen y Deutsche Telekom, los protagonistas de Europa. Con Luis García Langa, analista en luisgarcialanga.com.

Christine Lagarde ha vuelto a repetir que dejará el cargo de presidenta del BCE en 2027. “Me iré en el 27”, ha dicho.. pero sin confirmar si continuará en Francfort hasta octubre, que es cuando finaliza su mandato. JPMorgan cree ahora que el BCE subirá tipos en marzo de 2027 después de otra subida en diciembre. Esta nueva hoja de ruta supone una revisión de la previsión anterior, que apuntaba a que se mantendrían sin cambios el próximo año. Los ministros de Economía y Finanzas de la eurozona se reúnen este viernes en Dublín para analizar la situación económica del bloque. Rusia ha tomado el control de las filiales locales del gigante alimentario suizo Nestlé y de la cadena de supermercados francesa Auchan, en lo que supone la mayor adquisición de activos corporativos extranjeros por parte del Kremlin desde, al menos, 2024. Y de vuelta a la actualidad nacional, la economía española creció dos décimas menos de lo previsto en 2025 y se queda en el 2,6%, según el INE.

Die Top-Meldungen am 18. September 2026: Lidl tauscht Frankreich-Chef aus. Hornbach bekommt Zuschlag für sechs Hellweg-Standorte. Russland greift nach Nestlé und Auchan.

Moscú transfirió a una empresa rusa las operaciones de Nestlé, Auchan, Lemana Pro y las filiales de FM Logistic, en una medida que el Kremlin presenta como una respuesta a las sanciones occidentales por la guerra que Vladimir Putin lanzó contra Ucrania. La decisión afecta a compañías de países que Rusia considera “no amistosos” y eleva la presión sobre las empresas occidentales que aún mantienen negocios en territorio ruso.

Rémi lit les infos : Macron promet de faire baisser le prix du carburant (gasoil à 2,40€ record), rapport catastrophique sur les urgences cet été avec des attentes de 48h, un policier des Yvelines en détention pour préparation d'acte terroriste, Nestlé renvoyé en correctionnelle pour décharges dans les Vosges, Monaco en Ligue 1 ce soir, Marseille battu en Ligue Europa, et Zidane qui dévoile sa première liste comme sélectionneur de l'équipe de France à 18h.

Come ha fatto un'acqua minerale, chimicamente identica a tante altre, a diventare un simbolo di lusso da 5-8 euro al ristorante? La storia del capolavoro di marketing Sanpellegrino, oggi venduta da Nestlé a un fondo di private equity.

Welcome to the CanadianSME Small Business Podcast, hosted by Kripa Anand. What if the biggest business decisions happen before customers even realize they are making them? Today, we explore the hidden emotions, cultural influences, and human behaviors shaping modern consumer choices.Joining us is Johanna Faigelman, Founder and CEO of HumanBranding. A pioneer in applied anthropology, Johanna helps global brands like Nestlé and Logitech uncover deeper human insights while building a globally recognized, bootstrapped consulting firm from Toronto.Key HighlightsHuman Decision-Making: Exploring the unconscious forces that influence consumer behavior.Bootstrapped Growth: Lessons from building a sustainable global consulting company.Applied Anthropology: How human insights reveal what traditional metrics miss.AI & Behavior: Combining technology and behavioral science to understand customers.Future Strategy: The evolving role of anthropology in global business decisions.Special Thanks to Our Partners:UPS: https://solutions.ups.com/ca-beunstoppable.html?WT.mc_id=BUSMEWAADP Canada: https://www.adp.ca/en.aspxFor more expert insights, visit https://canadiansme.ca/ and subscribe to the CanadianSME Small Business Magazine. Stay innovative, stay informed, and thrive in the digital age!To learn more about how we are supporting the ecosystem, please visit the CanadianSME Small Business Foundation at https://smbfoundation.ca/.Disclaimer: The information shared in this podcast is for general informational purposes only and should not be considered as direct financial or business advice. Always consult with a qualified professional for advice specific to your situation.

In der heutigen Folge sprechen die Finanzjournalisten Lea Oetjen und Holger Zschäpitz über die krasseste KI-Rotation seit dem DeepSeek-Schock, fette Kursgewinne bei Pharma und neue Fusionsfantasie bei den Börsen-Aktien. Außerdem geht es um Nvidia, Broadcom, Micron, Teradyne, Coherent, Astera Labs, Arm, Siemens Energy, Schneider Electric, Infineon, ASML, Aixtron, BE Semiconductor Industries, SoftBank, Samsung, SK Hynix, Rapid7, Zscaler, CrowdStrike, Palo Alto Networks, Autodesk, Intuit, Adobe, SAP, Dassault Systèmes, Roche, GSK, Deutsche Börse, Euronext, Coca-Cola, PepsiCo, Pfizer, Bristol-Myers Squibb, Schering-Plough, Tesla, Nemetschek, Sartorius, Rational, Fuchs Petrolub, Eurofins, Dürr, Danone, Eli Lilly, Novo Nordisk, Glanbia, Archer-Daniels-Midland, Nestlé, VanEck Sustainable Future of Food ETF (WKN: A3DP9K) und iShares MSCI World Health Care ETF (WKN: A2PHCD). Am 2. Oktober findet unser „Alles auf Aktien“-Summit in Berlin statt. Sichere dir jetzt dein Ticket, um Zugriff auf den Merch-Shop zu bekommen. Mit dem Code „AAAFRIENDS“ sparst du 50 Prozent aufs Ticket – aber nur unter folgendem Link: https://veranstaltung.businessinsider.de/event/financesummit26/summary?rp=c6dc55d6-6f4f-4fb4-b75f-3f3501d84859 Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Hier könnt ihr den AAA-Newsletter abonnieren: https://www.welt.de/newsletter/article232797673/Alles-auf-Aktien-Der-taegliche-Boersen-Newsletter-fuer-WELTplus-Abonnenten.html Und – ganz neu: AAA gibt es jetzt auch auf Instagram: https://www.instagram.com/alles_auf_aktien/ Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Anzeige: Eight Sleep: Der Pod 5 reguliert die Temperatur im Bett automatisch, trackt Schlaf- und Gesundheitswerte ohne Wearable und kann so zu besserem Schlaf beitragen. Mit dem Code ALLESAUFAKTIEN erhaltet ihr auf https://www.eightsleep.com/allesaufaktien bis zu 350 Euro Rabatt. Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Libby Morgan is an executive leader and the Chief Executive Officer at NOVUS Media LLC. She brings extensive international experience building and leading cross-disciplinary teams across North America, Europe, and the Middle East, driving omnichannel growth and media strategy for tier-one global brands like Nestlé.

ABOUT ANATOLIY KOROLENKOAnatoliy's LinkedIn profile: https://www.linkedin.com/in/anatoliykorolenko/BIO:Anatoliy Korolenko is a retail real estate and development executive with more than a decade of experience leading growth, portfolio strategy, construction, and facilities for some of the world's most recognized consumer brands.Currently leading Real Estate and Development for Nespresso USA, Anatoliy is responsible for shaping the brand's U.S. retail footprint—from market strategy and site selection through lease negotiations, design, construction, and ongoing portfolio optimization. His work combines consumer and market analytics with real estate economics to identify growth opportunities and translate brand strategy into high-performing physical retail environments.Prior to Nespresso, Anatoliy held a senior development and facilities leadership role with EssilorLuxottica, supporting a large multi-brand retail portfolio that included Lens Crafters, Sunglass Hut, and Ray-Ban.Throughout his career, he has focused on the intersection of real estate, customer experience, and business performance—building strategies that treat physical retail not simply as a distribution channel, but as an important driver of customer acquisition, brand engagement, and long-term growth.* * * *SHOW INTRO:Welcome to Episode 92 of the NXTLVL Experience Design podcast and my conversation with Anatoliy Korolenko – who leads the Real Estate and Development for Nespresso USA.In every episode we follow our catch phrase about having “Dynamic Dialogues About DATA: Design, Architecture, Technology and the Arts.”And as we continue on this journey, we'll continue to invite guests on our journey that are thought provoking futuris ts, AI technology mavens, retailers, international hotel design executives as well as designers and architects of brand experience places.We'll talk with authors and people focused on wellness and sustainable design practices as well as neuroscientists who will continue to help us look at the built environment and the connections between our mind-body and the built world around us.If you like what you hear on the NXTLVL Experience Design show, make sure to subscribe, like, comment and share with colleagues, friends and family.The NXTLVL Experience Design podcast is always grateful for the support of VMSD magazine.VMSD brings us, in the brand experience world, the International Retail Design Conference. I think the IRDC is one of the best retail design conferences that there is bringing together the world of retailers, brands and experience place makers every year for two days of engaging conversations and pushing us to keep on talking about what makes retailing relevant.You will find the archive of the NXTLVL Experience Design podcast on VMSD.com.Thanks also goes to Shop Association the only global retail trade association dedicated to elevating the in-store experience.SHOP Association represents companies and affiliates from 25 countries and brings value to their members through research, networking, education, events and awards. Check then out on SHOPAssociation.orgToday, EPISODE 92… I talk with Anatoliy Korolenko who leads Real Estate and Development for Nespresso USA … This conversation is effectively based on a tour that we took of the Nespresso flagship store on 5th Ave. at the corner of 16th St. in New York. We cover a lot of ground about how a store is laid out how elements of storytelling merchandising experience and design and construction all come together to make memorable moments of relevant engagement.We'll get into all of that in a minute but first a few thoughts…I've been working in the world of retail design for more than 30 years and there are subjects that have been foundational to my early learning from my first employer Joe Weishar at New Vision Studios, which I've talked about before in previous episodes.Not often do you find most of them beautifully executed in one store. But that was exactly my impression when getting a tour of the Nespresso store on 5th Ave. Corner of 16th St. in New York.Nespresso was founded in 1986 as a Nestlé subsidiary after employee Eric Favre invented a single-serve pressurized coffee system inspired by a popular Roman espresso bar.Favre visited Rome's Sant'Eustachio café and observed how intermittent water pumping created superior aeration and crema, leading him to design a capsule-based extraction prototype.1986 Launch: Nespresso S.A. was officially founded, rolling out its first machine (the C-100) and four coffee blends targeting offices in Switzerland, Japan, and Italy with limited initial success…A Couple decades later Nespresso was a global coffee powerhouse and the company opened its first standalone boutique in Paris in 2000 and later enlisted actor George Clooney as the face of the brand in 2006 to drive global luxury appeal.Now it's great to have someone who is a famous face to help promote a brand but no matter what happens in terms of marketing and advertising if the store doesn't deliver on expectations you're still likely gonna be in trouble in growing your retail footprint.Nespresso sells a considerable amount of their product online but in order to drive brand love a deeper more physical experience is needed and that means store Has to deliver something special if people are making the effort to get off their couch and get on those sales floor.Well-considered physical touchpoints become critical in terms of how the customer journey unfolds and the experience that customers engage in and later talk about after visiting the physical location.People who work there need to be experts since customers are better informed now than they have ever been after deep searches on line .So when customers come in the associate needs to know more and be a welcoming host who acts as a bit of a stage manger who facilitates how the theatre of the store will unfold.Purpose of retail has moved beyond the simple acquisition of goods or services. Retail stores have acted as a place to exchange stories to learn about the news of the day and connect to brands whose ideological orientations you align with.We've clearly moved from a place where retail was transactional into an experience based economy and now as Joe Pine would put it, we have moved into a place call the Transformation Economy.Here, customers expect so much more than just the product or service they're paying for.Experiences need to leave customers with a sense of a transformation. Deeper, more lasting experiences customers engage in while in stores and the memories they leave with are not just a fun story to share, though that is often done too, but a way of seeing themselves perhaps in the world and in relation to that experience that deeply matter.And while it is true that an increasing volume of business is done online, getting a cardboard box delivered to your front door the next day just can't compare to the aroma of delicious coffee in an environment that delights your other senses as well.Sure, if you're interested in a commodity purchase, use an online resource and welcome the cardboard box. On the other hand if you're seeking something more, going to the store cannot be replaced.Of course, once you arrive at the store one of the key components will be interaction with other humans. An AI bot interaction through an online purchase that offers up more opportunities for other things to buy because other people also bought them too,is very different than being greeted with a smile by an expert who knows the world of their brand at both the customer and product level.If I've showed up at the store I'm looking for something more and I will suggest that it's the human interaction you get face-to-face with an sales associate that is one of the key drivers to great brand experiences in retail places.I've often thought of retail stores and hotels like theater performances.A stage with performers but with no audience is called a rehearsaland a theater with no performers is call an intermission.When performers and patrons come together in a place, magic happens. The energy changes and the exchange is much deeper.Actors live on audience feedback and audience members expect performers to bring them into an imagined world were time shifts and for that 2 hour block they are someplace else.The sales associate and customer interaction works much the same way the store then simply as a stage set for the stars of the show customers sales associates and let us not forget products. Everything you do inside the store is geared towards telling the story supporting the actors and audience members and bringing them along on the story that unfolds in chapters or acts.So it's not surprising when you walk into a store like the Nespresso flagship on 5th Ave. at the corner of 16th St. in New York, that the story of Nespresso so comprehensively and confidently comes alive.From interaction stations that are very analog where you can experience the aroma of various coffees from around the world and if you like, free of charge, create your own coffee drink pour it into real glassware that when held in your hand creates a sense of comfort and familiarity.Sure the Nespresso store cells great coffee in a number of variations but the flagship store does much more than that.It welcomes you into a world of surprise and delight where customers interact with both analog and digital touchpoints; where they learn about the making of coffee and Nespresso's extraordinary sustainability program and how their capsules are recycled.And then it takes you off of the main selling floor and allows you to descend the digitally enrobed case staircase walking “into the poor” to a members lounge that is not only for members… it is for everyone.This place is designed to be reminiscent of what your own home may be complete with vinyl record player, a coffee bar where you can pour yourself another - free of charge - drink and spend time simply relaxing or chatting with the throngs of people that seem to always being showing up daily after 5:00 PM.A lot of retailers and hotel brands push designed experiences through a cost benefit analysis.Naturally minding their dollars and trying to understand where intention is being placed to drive impact - which usually translates to thinking about construction cost, altering employment practices and policies, considering the long-term needs of digital content management and a host of other things.The problem is that that ROI spreadsheet often doesn't have other columns on it for the intangibles like Return on Innovation, Return on Creativity, Return on Novelty, Return on Experience and Return on Emotion,all of which have become increasingly important in an experience and transformation based economy.How do you put a number on the intangibles of surprise and delight and the body memory of an experience so well choreographed did it lose you thinking about it and sharing it with friends and family days later.And this is where this episode's guest Anatoly Korolenko comes into our story.Anatoliy currently leads Real Estate and Development for Nespresso USA, He is responsible for shaping the brand's U.S. retail footprint from market strategy and site selection through lease negotiations, design, construction, and ongoing portfolio optimization. His work combines consumer and market analytics with real estate economics to identify growth opportunities and translate brand strategy into high-performing physical retail environments.Throughout his career, he has focused on the intersection of real estate, customer experience, and business performance—building strategies that treat physical retail not simply as a distribution channel, but as an important driver of customer acquisition, brand engagement, and long-term growth.I caught up with Anatoly on a trip to New York where we found the space at the old Pentagram office off of Madison Park that was under renovation by the Porcelanosa company who was turning it into a beautiful new showroom.So, during our conversation we lived through some sounds of circular saws, scaffolding being dismantled and some jackhammers breaking up a floor.And what with it being New York there was the occasional ambulance siren that starts off in the distance and then tends to come up and park right below your window.All good. We made it through. And we just chalked it up to being part of the authentic and unvarnished experience...* * * *ABOUT DAVID KEPRON:LinkedIn Profile: linkedin.com/in/david-kepron-9a1582bWebsites: https://www.davidkepron.com (personal website)vmsd.com/taxonomy/term/8645 (Blog)Email: david.kepron@NXTLVLexperiencedesign.comPersonal Instagram: https://www.instagram.com/davidkepron/NXTLVL Instagram: https://www.instagram.com/nxtlvl_experience_design/Bio:David Kepron is a multifaceted creative professional with a deep curiosity to understand ‘why', ‘what's now' and ‘what's next'. He brings together his background as an architect, artist, educator, author, podcast host and builder to the making of meaningful and empathically-focused, community-centric customer connections at brand experience places around the globe. David is the Retail Studio Principle at Little Diversified Architectural Consulting (Little) and a former VP - Global Design Strategies at Marriott International. While at Marriott, his focus was on the creation of compelling customer experiences within Marriott's “Premium Distinctive” segment which included: Westin, Renaissance, Le Meridien, Autograph Collection, Tribute Portfolio, Design Hotels and Gaylord hotels. In 2020 Kepron founded NXTLVL Experience Design, a strategy and design consultancy, where he combines his multidisciplinary approach to the creation of relevant brand engagements with his passion for social and cultural anthropology, neuroscience and emerging digital technologies. As a frequently requested international speaker at corporate events and international conferences focusing on CX, digital transformation, retail, hospitality, emerging technology, David shares his expertise on subjects ranging from consumer behaviors and trends, brain science and buying behavior, store design and visual merchandising, hotel design and strategy as well as creativity and innovation. In his talks, David shares visionary ideas on how brand strategy, brain science and emerging technologies are changing guest expectations about relationships they want to have with brands and how companies can remain relevant in a digitally enabled marketplace. David currently shares his experience and insight on various industry boards including: VMSD magazine's Editorial Advisory Board, the Interactive Customer Experience Association, Sign Research Foundation's Program Committee as well as the Center For Retail Transformation at George Mason University.He has held teaching positions at New York's Fashion Institute of Technology (F.I.T.), the Department of Architecture & Interior Design of Drexel University in Philadelphia, the Laboratory Institute of Merchandising (L.I.M.) in New York, the International Academy of Merchandising and Design in Montreal and he served as the Director of the Visual Merchandising Department at LaSalle International Fashion School (L.I.F.S.) in Singapore. In 2014 Kepron published his first book titled: “Retail (r)Evolution: Why Creating Right-Brain Stores Will Shape the Future of Shopping in a Digitally Driven World” and he is currently working on his second book to be published soon The NXTLVL Experience Design podcast is presented by VMSD magazine and Smartwork Media. It is hosted and executive produced by David Kepron. Our original music and audio production is by Kano Sound. The content of this podcast is copywrite to David Kepron and NXTLVL Experience Design. Any publication or rebroadcast of the content is prohibited without the expressed written consent of David Kepron and NXTLVL Experience Design.Make sure to tune in for more NXTLVL “Dialogues on DATA: Design Architecture Technology and the Arts” wherever you find your favorite podcasts and make sure to visit vmsd.com and look for the tab for the NXTLVL Experience Design podcast there too.

A great idea can open the door. Turning it into a business that can grow takes something more: the right systems, partnerships and willingness to learn along the way. In this episode, Tessa Burg talks with Miller McCoy, founder and CEO of Limitless MFG, about how he transformed a small clothing brand into an end-to-end merchandise business serving major artists and brands. Miller shares how saying yes to unfamiliar opportunities helped his company expand into manufacturing, touring, fulfillment, e-commerce and customer service. You'll hear how Limitless grew through referrals, reduced risk by diversifying its client base and built a flexible partner network that can handle millions of garments without the overhead of owning factories.  Listen for practical lessons on finding new ways to deliver value, turning one-off solutions into repeatable systems and building a business that can scale. Leader Generation is hosted by Tessa Burg and brought to you by Mod Op. About Miller McCoy: Miller McCoy is the Founder and CEO of Limitless MFG, a full-service brand, merchandise, and product-development agency built for the entertainment and creator economy. He partners with artists, athletes, creators, and IP owners to turn ideas and audiences into scalable lifestyle brands—leading strategy, product development, manufacturing, e-commerce, fulfillment, and live-event merchandise. Known for pairing creative instinct with operational execution, Miller has helped build Limitless into a fast-growing platform supporting everything from limited-edition product drops to large-scale tour and retail programs. Under his leadership, Limitless MFG has earned recognition as a leading apparel manufacturer on the Inc. 5000 list, being named the fastest growing apparel manufacturer in 2025 and 2026 while expanding its production and fulfillment footprint nationwide. Miller's focus is simple: build brands with real cultural relevance, strong product, and the infrastructure to grow far beyond a single launch. About Tessa Burg: Tessa is the Chief Technology Officer at Mod Op and Host of the Leader Generation podcast. She has led both technology and marketing teams for 15+ years. Tessa initiated and now leads Mod Op's AI/ML Pilot Team, AI Council and Innovation Pipeline. She started her career in IT and development before following her love for data and strategy into digital marketing. Tessa has held roles on both the consulting and client sides of the business for domestic and international brands, including American Greetings, Amazon, Nestlé, Anlene, Moen and many more. Tessa can be reached on LinkedIn or at Tessa.Burg@ModOp.com.  

Dan Pontefract is a renowned leadership strategist, author, and keynote speaker with over two decades of experience in senior executive roles at companies such as SAP, TELUS, and Business Objects. Since then, he has worked with organizations worldwide, including Salesforce, Amgen, Nestlé, Virgin Media O2, Autodesk, BMO, the Government of Canada, Manulife, Nutrien, and BDO, among others.As an award-winning and best-selling author, Dan has written six books: THE FUTURE OF WORK IS GREY, WORK-LIFE BLOOM, LEAD. CARE. WIN., OPEN TO THINK, THE PURPOSE EFFECT, and FLAT ARMY. His 2024, Work-Life Bloom, is the 2024 Thinkers50 Best New Management Book and the Gold Medal Winner of the Axiom Business Book Awards. He also writes for Forbes and Harvard Business Review.Dan is a renowned keynote speaker who has presented at four TED events and has delivered over 600 keynotes. He is an adjunct professor at the University of Victoria's Gustavson School of Business and has received over 25 industry, individual, and book awards.Dan's career is interwoven with corporate and academic experience, coupled with an MBA, B.Ed, and multiple industry certifications and awards. Notably, Dan is listed on the Thinkers50 Radar, HR Weekly's 100 Most Influential People in HR, PeopleHum's Top 200 Thought Leaders to Follow, and Inc. Magazine's Top 100 Leadership Speakers.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

Unser Partner Scalable Capital ist der einzige Broker, den deine Familie zum Traden braucht. Bei Scalable Capital gibt's nämlich auch Kinderdepots. Alle weiteren Infos gibt's hier: scalable.capital/oaws. Google entgeht wieder Zerschlagung. Uber streicht 10% der Stellen und setzt auf Robotaxis. Dell schraubt Prognose um 25 Mrd. $ hoch. GitLab überrascht. MongoDB fällt trotz starker Zahlen. Nestlé verkauft Vitamine. VW droht Machtkampf und fliegt aus dem EuroStoxx50. Heidelberg Materials (WKN: 604700) hat sich in fünf Jahren verdoppelt, seit Jahresbeginn aber fast ein Drittel verloren. Der Vorsprung bei niedrigen CO2-Emissionen könnte zum Nachteil werden. Analysten sind aber optimistisch. Krypto-Update: Arbitrum, die Blockchain von Robinhood (WKN: A3CVQC), wird immer erfolgreicher. Londoner Börse startet mit Kraken tokenisierte Aktien. Strategy kauft nach Pause wieder Bitcoin. Krypto-Plattform Tectonic verliert 6 Mio. $ durch Preismanipulation. Diesen Podcast vom 03.09.2026, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung. Learn more about your ad choices. Visit megaphone.fm/adchoices

Why did Nestlé just walk away from a massive dietary supplement empire generating $1.2 billion in annual revenue? In this episode, I'm breaking down the major corporate shakeup in the global dietary supplements market: Nestlé's decision to divest its mainstream "Holistic Health" vitamin platform to private equity firm Yellow Wood Partners for $1.0 billion.If you have brands like Nature's Bounty, Osteo Bi-Flex, Puritan's Pride, or Nuun in your medicine cabinet, their parent company is about to change completely. I'll dive deep into the strategic playbooks of both giants to explain why this "corporate orphan" deal is a textbook win-win for everyone involved.What I'm Covering In This Episode:$1 Billion Carve-Out: The scope of the massive transaction closing in the first half of 2027.Why Nestlé Walked Away: How commoditization, fierce retail price wars, and logistics pushed Nestlé to drop its mainstream volume lines to focus entirely on premium, science-led nutrition.Yellow Wood's Superpower: How the PE firm behind Suave, Q-Tips, and ChapStick nurses neglected consumer brands back to hyper-profitable health.3-Step Growth Strategy: How Yellow Wood plans to turn this massive bet into a giant payout using radical autonomy, extreme retail leverage, and emerging health micro-trends.What do you think about Nestlé's decision to sell off these household vitamin brands? Let me know your thoughts in the comments below!

Recorded for release W/C 31st Aug 2026 This week we find out about the Soul Dance experience that is The Brown Suite from the Choreographers Nahum McLean & Daris Drooh from BlacBrik, James Brunner shares news of his Debut Album release, we find out about the latest travel trends with a survey from Fred Oulson and  hear how we can become more connected with our food with Dr Emma Keller of Nestlé.  

Alberto Roldán, profesor de Finanzas de la Universidad Europea, echa un vistazo al comportamiento de compañías como Lottomatica, Ryanair, BP, Nestlé y Bouygues.

I sat down for pizza with my daughter and her friend, opened GoDaddy on my phone, and bought the domain before we finished lunch. That's how Susan Dabbar describes the moment PROVOKED went from an idea to something real, and it tells you almost everything about how she moves through the world.Susan has designed nuclear submarines, run brand campaigns for Disney and Nestlé, played professional poker in Moscow, built and sold half a dozen businesses, and at sixty-five, launched a media company for women who refuse to be told their best chapters are behind them.What struck me most in this conversation is that none of it happened alone. Every pivot, from her college consulting business to PROVOKED itself, was carried forward by a mentor, a daughter, a friend at a café table who said the right thing at the right moment.A few things I took away from our conversation:Reinvention is never a solo act. Susan credits mentors, family, and community at every turn, even in careers built on individual expertise like naval architecture and poker.Poker taught her more about business than she expected. Reading people and making decisions on incomplete information turned out to be the exact skill she needed for every pivot that followed.Paying every writer, even first timers, is nonnegotiable for Susan. It says everything about how she wants PROVOKED to treat the women who trust it with their stories.Passion alone is overrated. Susan's advice to anyone rebuilding a career is to look for the opportunity first, then match it to what you are good at and what you have the resources for.Everyone has a story worth telling. Susan's advice for anyone who does not think of themselves as a writer is simple: start with a few sentences on a scrap of paper and let it grow from there.Susan and her digital magazine PROVOKED can be found here:linkedin.com/in/susandabbarhttps://provokedmagazine.com/ In appreciation for being here, I have some gifts for you:A LinkedIn Checklist for setting up your fully optimized Profile:An opportunity to test drive the Follow Up system I recommend by checking this presentation page - you won't regret it. AND … Don't forget to connect with me on LinkedIn and be eligible for my complimentary LinkedIn profile audit – I do one each month for a lucky listener!Connect with me:http://JanicePorter.comhttps://www.linkedin.com/in/janiceporter/https://www.facebook.com/janiceporter1https://www.instagram.com/socjanice/Thanks for listening!Thanks so much for listening to our podcast! If you enjoyed this episode andthink that others could benefit from listening, please share it using the socialmedia buttons on this page.Do you have some feedback or questions about this episode? Leave a note inthe comment section below!Subscribe to the podcastIf you would like to get automatic updates of new podcast episodes, you cansubscribe to the podcast on Apple Podcasts or your favorite podcast app.Leave us an Apple Podcast reviewRatings and reviews from our listeners are extremely valuable to us andgreatly appreciated. They help our podcast rank higher on Apple, whichexposes our show to more awesome listeners like you. If you have a minute,please leave an honest review on Apple Podcasts.

Ozempic went off-patent in India this year, and everyone from Novo Nordisk to Nestlé has rushed in expecting a billion-dollar market. Instead, growth has already stalled, and the reason isn't price. It's culture. While Hollywood joked about Ozempic on late-night TV and Serena Williams advertised a GLP-1 program for a tele-health platform at the Super Bowl, not a single Indian celebrity has admitted to using it. We trace why the drug ran out of India's easiest customers within months, why its next move — into Tier 2 and Tier 3 cities — might not work either, and what it would actually take to sell a $200-a-month injection in a country that's only now starting to believe that obesity is a disease.Read The Ken story about black market Ozempic here. Daybreak is produced from the newsroom of The Ken, India's first subscriber-only business news platform. Subscribe for more exclusive, deeply-reported, and analytical business stories.

The traditional shopper funnel is dead, yet most brands still chase it. Nico Laruina, General Manager of Nestlé's Food Business Unit, bridges both worlds daily, running a global food portfolio while proving that consumer truth beats commercial pressure every time. He breaks down why the funnel became circular instead of linear, how elasticity testing reveals what shoppers will actually pay for, and why the right AI prompt only works if you already know your consumer's real need. A must-listen for anyone building strategy and anyone building the research behind it.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Send us Fan MailDo you really lack discipline or are you trying to maintain healthy habits while already carrying more than you have the capacity to handle?In this episode, I'm joined by Gamal J. Palmer, founder and principal of Conscious Builders.Gamal has nearly two decades of experience working with executives, leaders, and organizations, including DreamWorks, Nike, Nestlé, Universal Studios, and NBCUniversal. His work combines behavioral science, systems thinking, self-awareness, and practical tools for building sustainable change.We discuss why healthy habits often disappear during stressful periods, why willpower fades by the end of the day, and how unrealistic promises can slowly damage self-trust.Gamal explains why people may interpret exhaustion, poor sleep, emotional stress, or an overloaded schedule as laziness—and why asking better questions can be more useful than criticizing yourself.We also explore why food, alcohol, scrolling, and other behaviors can become an emotional off switch, why removing a habit without replacing it often fails, and how small commitments can help you rebuild confidence in your ability to follow through.In this episode, you'll learn:• What “capacity” means in the context of healthy habits• Why lacking capacity is different from lacking motivation• How negative self-talk reinforces the belief that you are undisciplined• Three questions to ask before calling yourself lazy• Why healthy habits often disappear when life becomes stressful• Why willpower tends to fade after a demanding day• How food, alcohol, television, and scrolling can become an off switch• Why removing a habit without replacing it leaves an empty space• How small acts can help you build discipline and self-trust• Why unrealistic promises create feelings of failure• How minimum commitments can be more powerful than ambitious plans• Why habits need to survive real-life disruptions• How to use minimum, medium, and full versions of a habit• What to do during low-capacity weeks• How to notice a setback without turning it into self-punishmentConnect with Gamal J. PalmerWebsite:https://www.gamalpalmer.comInstagram:https://www.instagram.com/gamaljpalmerLinkedIn:https://www.linkedin.com/in/gamal-j-palmer-67986926Connect with Turo VirtaCoaching and fitness:https://personaltrainerturo.itFitMitTuro Fitness Podcast:https://www.fitmitturo.com/Instagram:https://www.instagram.com/personaltrainer_turoTikTok:https://www.tiktok.com/@personaltrainer_turoIf you enjoyed this episode, please subscribe, leave a five-star review, and share it with someone who keeps blaming themselves for struggling with consistency.Try The Consistency ResetMy new personalized coaching app for women 35–55 who are tired of starting over with diets, workouts, and healthy habits.Get simple daily actions, realistic workouts, practical nutrition habits, and Reset Mode to help you keep going when life gets busy.Take the quiz and build your personalized plan here: studio.com/turo/consistency-reset

La réaction de Nestlé au livre "La face cachée de l'empire Nestlé": "Ce livre traite de plusieurs sujets largement couverts ces dernières années, que nous avons toujours pris au sérieux et sur lesquels nous avons toujours communiqué publiquement. Nous estimons toutefois que plusieurs affirmations de l'ouvrage ne reflètent pas la réalité de nos activités, des actions que nous menons sur le terrain et des progrès accomplis au fil des années. Nous avons été contacté au stade final de l'ouvrage et regrettons que l'auteur n'ait pas souhaité échanger avec nous en personne."

Mike Wystrach is the founder of Freshly, the prepared-meal company acquired by Nestlé in 2020 in a deal valued at $1.5 billion. Before Freshly, Mike experienced business failure, lost his home, faced a $1 million judgment, and at 35 had just $15 in his bank account.In this episode, he explains how he rebuilt his mindset, scaled Freshly to more than 1 million meals per week, navigated fundraising and hypergrowth, and ultimately decided to sell the business. Mike also shares lessons on entrepreneurship, customer obsession, building great teams, wealth, failure, and what he is building today through Petfolk and Cutting Horse.Find Mike Wystrach here:Website: https://mikewystrach.com/ Instagram: https://www.instagram.com/mikewystrach/ LinkedIn: https://www.linkedin.com/in/michaelwystrach/ Check out Mike's businesses: Petfolk: https://petfolk.com/ Cutting Horse: https://www.cuttinghorse.com/ Listen to The Advantage: https://mikewystrach.com/podcast/ https://mikewystrach.com/newsletter/Hosted on Ausha. See ausha.co/privacy-policy for more information.

Denielle Finkelstein and Thyme Sullivan are Co-Founders and Co-CEOs of Unicorn in Every Stall. Before becoming entrepreneurs, Denielle spent more than 20 years in fashion leadership, including executive roles at Ann Taylor, Coach, Kate Spade, and Talbots, while Thyme built a 27-year career at Coca-Cola, Pepsi, and Nestlé. Both were the primary breadwinners for their families when they made the decision to leave corporate life and pursue something entirely new.Their journey began with a Facebook message between two cousins who hadn't seen each other in more than 30 years. What started as a conversation about cleaner period products quickly became a shared mission to build a company together. Although their backgrounds were different, they discovered their skills complemented one another, and within weeks they were working side by side.Throughout the conversation, Denielle and Thyme reflect on what it really means to become a founder later in life. They discuss walking away from successful careers, building a business while raising children, leaning on supportive spouses, and creating a company that reflected the life they wanted to live rather than repeating the burnout they had experienced in corporate leadership. They explain why they committed to putting themselves first, their families second, and the business third—and how that promise helped sustain them through the inevitable highs and lows of startup life.The episode also explores the difficult decisions that shaped their company. They share how listening closely to customers led them to rethink their original business model, why they chose to leave retail behind despite having momentum, and how they navigated fundraising while preserving the flexibility to build the company on their own terms. Rather than chasing certainty, they learned to trust their instincts, embrace change, and give themselves permission to make mistakes along the way.More than anything, this is a conversation about the founder journey. Denielle and Thyme offer an honest look at entrepreneurship as a second chapter—one built on courage, partnership, patience, and the willingness to keep moving forward even when the path isn't obvious.Denielle and Thyme explain:◼ Why they left successful corporate careers to become founders later in life◼ How reconnecting after more than 30 years led to an unexpected co-founder partnership◼ What they learned about building a company while raising families and supporting one another through startup life◼ Why they believe taking care of yourself first, your family second, and your business third creates a stronger foundation for leadership◼ How listening to customers gave them the confidence to completely rethink their business◼ What fundraising taught them about resilience, patience, and finding the right partners◼ Why having a trusted co-founder helped them navigate uncertainty and make difficult decisions◼ Their advice for founders on embracing risk, building a strong network, and trusting the journey over the destination

In this Leading With Strengths conversation, Remy Ejel, executive vice president of Nestlé S.A. and CEO of Zone Asia, Oceania and Africa, talks about how he leads with inclusion and a belief in the importance of growing people's capabilities to grow the business.Guided by his top CliftonStrengths — Relator®, Responsibility®, Intellection®, Arranger® and Includer® — Ejel helps lead a business committed to delivering affordable, accessible nutrition to consumers in 113 countries.The world needs great leaders who know their strengths and use them to create lasting impact. Leading With Strengths, Gallup's global leadership study, explores how the world's most influential leaders use their strengths to change the world.Subscribe to receive new Leading With Strengths interviews and learn more at www.gallup.com/leading-with-strengths. #leadingwithstrengths #leadershipdevelopment #strengthsbasedleadership #cliftonstrengths #leadership #leadershipskills

In the autumn of 2021, Ron Gonen sat across from me and made a call that sounded like activism: fossil fuel assets were already stranded, the smart money was gone, and anyone divesting that year was a decade too late. He said it during the best year energy stocks had had in a decade. For eighteen months, he looked flat wrong.He wasn't. This is a re-release, and before the interview I score the thesis against what actually happened. In 2024 the S&P's fossil fuel components returned 5.7% against 25% for the index; the sector has underperformed in seven of the last ten years and shrunk from 30% of the index in 1980 to about 3% today. The regulation he predicted arrived: seven states now have packaging producer-responsibility laws, up from two. And the single national recycling company he said the US needed — which did not exist when we spoke — he built a year later. It's Circular Services, now the largest privately held recycler in the US, with close to a billion dollars behind it from Brookfield, Microsoft, Nestlé, PepsiCo, Starbucks and Unilever.Ron Gonen is the Founder and CEO of Closed Loop Partners, an investment firm and innovation center built entirely around the circular economy. He founded and ran RecycleBank, served as New York City's Deputy Commissioner of Sanitation, Recycling and Sustainability, and wrote The Waste-Free World. In this conversation he lays out why the linear “extract, use, landfill” economy is a subsidised anomaly, why he thinks circular investing carries a clear financial edge rather than a moral discount, and how he underwrites it — value investing, price-to-value discipline, and a corporate LP base that tells him where the market is going before it gets there.The one part he under-called was the politics — and that's the live risk. Federal policy went the other way, every gain came from the states, and the fight he once compared to a bug bite is now a 17-state lawsuit. He was right on the assets, the regulation, and the infrastructure. The open question is whether the politics catches up.In this episode we discuss:Why he called fossil fuel assets “stranded” in the middle of their best year — and how that call has agedThe financial case that circular and sustainable portfolios beat the market, not lag itWhy the linear economy only works because extraction and landfill are subsidisedHow George Soros's writing turned an idealistic student into an investorValue investing applied to the circular economy: strict price-to-value discipline and a sub-$10M entry screenHow a corporate LP base of the largest CPG companies can de-risk the thesisRedirecting $100 billion in fossil fuel subsidies — “without costing taxpayers a cent”Why he builds a circular economy rather than thinking of himself as an investorFeatured guest:Ron Gonen, Founder & CEO, Closed Loop PartnersDiscover More from SRI360°:Explore all episodes of the SRI360° PodcastSign up for the free weekly email updateKey Takeaways:Stranded means stranded. Ron called fossil fuel assets impaired in 2021, with the divestment window already a decade closed. By 2024 the S&P's fossil components returned 5.7% against 25% for the index.The moral discount is a myth. He argues circular, stakeholder-aligned portfolios outperform — a fund built on the “greediest” companies would never have screened out Enron, WorldCom, or Tyco.The linear economy is subsidised, not natural. Extraction and landfill dominate only because they're propped up; the fossil fuel industry that makes plastic takes roughly $20 billion a year in US subsidies.Value investing, applied to circularity. Every fund runs a strict price-to-value discipline. On the venture side the hard screen is a sub-$10 million post-money valuation, then whether the tech can become a business, then the team.The corporate LP base is the edge. Closed Loop's LPs include some of the largest CPG companies, and they signal where supply chains are heading — turning an “idealistic” thesis into a realistic one.Redirect the subsidies. His biggest structural idea: move $100 billion over five years from fossil fuel subsidies into circular and renewable industries. As reallocation, not new spending, he argues it costs taxpayers nothing.The politics is the unhedged risk. Every recent gain came from the states, not federal policy, and incumbent resistance has escalated from a “bug bite” to a 17-state lawsuit — the one variable no investor controls.Additional ResourcesRon Gonen on LinkedIn: https://www.linkedin.com/in/ron-gonen-807a49/Closed Loop Partners: https://www.closedlooppartners.com/Circular Services:  https://circularservices.com/The Waste-Free World (book): https://www.penguinrandomhouse.com/books/646769/the-waste-free-world-by-ron-gonen/

AI can make existing work faster, but its greatest value may come from helping organizations rethink the work altogether. In this episode of Leader Generation, Tessa Burg talks with Chris Colangelo, AI leader for Verizon Business Group, about how leaders can move beyond incremental improvements and use AI to solve bigger customer and employee challenges. Chris shares practical lessons from leading AI transformation at scale, including how to find the right starting points, build momentum with willing teams and help employees focus on the value they bring rather than the tasks they perform today. You'll also hear how AI is changing marketing through campaign simulation, smarter personalization and closer coordination between marketing and sales. Listen to learn why AI should start with a real problem rather than a technology, how faster processes can elevate human thinking and why understanding customer rejection may be just as important as measuring conversion. About Chris Colangelo: Chris Colangelo is the Associate Vice President of Business Technology and AI at Verizon Business, where he directs the enterprise AI strategy, technology operations, and platforms powering global sales, marketing, and customer engagement. In this role, he leads the deployment of generative AI capabilities to transform corporate workflows while managing the integration of core systems like Salesforce, Adobe Marketing Cloud, and Pega. His strategic focus centers on leveraging automation to deliver highly personalized customer journeys and accelerate large-scale digital transformations. Throughout his career, Chris has specialized in driving commercial growth through technology, notably leading large digital transformations that doubled digital sales and scaled Verizon's B2B multi-billion-dollar revenue platforms. His expertise includes sales, MarTech and RevTech innovation, e-commerce strategy, and digital customer experience. He is passionate about delivering value out of bold ideas and fighting through tough executions. About Tessa Burg: Tessa is the Chief Technology Officer at Mod Op and Host of the Leader Generation podcast. She has led both technology and marketing teams for 15+ years. Tessa initiated and now leads Mod Op's AI/ML Pilot Team, AI Council and Innovation Pipeline. She started her career in IT and development before following her love for data and strategy into digital marketing. Tessa has held roles on both the consulting and client sides of the business for domestic and international brands, including American Greetings, Amazon, Nestlé, Anlene, Moen and many more. Tessa can be reached on LinkedIn or at Tessa.Burg@ModOp.com.

Should workforce transformation belong to HR? Bettina Dietsche, Group Chief People and Culture Officer at Allianz, doesn't think so. Bettina leads the people agenda for around 156,000 employees at Allianz. She came to HR after 25 years in IT and digital transformation, picking up the people function while serving as COO of Allianz Commercial during a company turnaround. That background shapes her view that HR's job is to challenge and push transformation onto the business agenda - not to own it.In this episode, David and Bettina discuss: Why she believes HR should challenge and nudge workforce transformation, while ownership sits with the businessHow 25 years leading IT and digital transformation, including a COO turnaround, shaped her approach to the CPO roleWhy she runs regular sessions with more than 60 CEOs across Allianz, and what that partnership actually looks like in practiceHer test for a healthy culture - what people do when no one's watching - and why she calls culture "the hardest currency"How Allianz builds daily AI habits into leadership, from "AI gem sessions" to asking each morning what AI can help with firstWhy she sees AI creating as many new early-career roles as it displaces, and how Allianz is reshaping graduate hiring around that This episode is sponsored by Valence. Nadia, Valence's AI coaching platform, connects talent strategy to the work employees are actually doing — offering coaching from the frontline to the boardroom, and surfacing organisational insights that weren't visible before.As the most widely deployed coach in the Fortune 500, Nadia is already helping global leaders like Nestlé, Delta, CVS, and Kraft Heinz transform talent at scale.Learn more at valence.co/insight222 Hosted on Acast. See acast.com/privacy for more information.

After following up on Justice Alito's summer interview, the new birthright-citizenship executive orders, and the Court's record-low approval numbers, we devote the episode to Cisco Systems v. Doe, the Falun Gong surveillance case that closes the door Sosa v. Alvarez-Machain left open for new Alien Tort Statute claims. We try to build a theory of the ATS from first principles — Section 9 of the Judiciary Act of 1789, the law of nations, and the Marbois affair — before running through two decades of the Court narrowing the statute. Then we ask what to make of "door closing" as a phenomenon, from Edwards v. Vannoy to Rucho, and whether the Court would really be stuck if the perfect ATS unicorn finally showed up. Along the way: whether Justice Alito is an I-95 or an Amtrak guy, the seven-case October calendar led by Suncor, Rooker anti-Feldmanism, and a Phoenix bar band called the Blackstone Three.Highlights[00:00:21] Opening: 29 episodes makes a record-breaking season, and the secret to sub-4-hour recording sessions[00:02:28] Justice Alito's WSJ interview with James Taranto: "Obviously I'm here for another term," the vultures, and his high school English teacher's psychoanalysis[00:06:27] How Will became a libertarian: Mr. Flannery, Lexis news alerts for "Ayn Rand," and golfer David Duval[00:09:48] Still no action on the mail-in voting applications; a White House ballroom emergency application expected any day[00:11:15] No rehearing petition in Trump v. Barbara — instead, new executive orders probing the decision's edges[00:15:32] The October calendar: only 7 cases, starting with Suncor — "conservative intuitions in search of a constitutional clause"[00:17:04] Mailbag: Rooker anti-Feldmanism via Lance v. Dennis, and Michael Rosman on whether sex-segregated sports are really "equal opportunity"[00:20:32] Gallup has the Court at 33% approval, a record low — the maximally anti-legitimacy strategy[00:22:35] The main event: Cisco Systems v. Doe — an anonymous person versus a faceless corporation[00:23:16] ATS first principles: Section 9 of the Judiciary Act of 1789, the law of nations as brooding omnipresence, and the Marbois affair[00:37:27] The 1980 revival, Sosa v. Alvarez-Machain, and the door Justice Souter left ajar[00:42:45] Two decades of narrowing: Kiobel, Jesner, Nestlé — and Will's brush with a thriving atrocities practice[00:47:33] Cisco closes the door; the Edwards v. Vannoy parallel, and whether door closing is ever dicta[00:52:33] Door closing as a genre: Vieth v. Jubelirer, Rucho — a Green Bag piece for Richard Re[00:56:36] What about pirates? The Blackstone 3 — the doctrine, and the Phoenix bar band[01:00:18] Implied causes of action, the slow death of Bivens, and the Ex parte Young irony after Trump v. Cook[01:05:19] Scoring the opinion: a win for the Bradley–Goldsmith "Erie algorithm" — or selective originalism?[01:13:33] Sign-off: rate and review — and if we go quiet, Will has been taken by piratesRelevant linksCasesCisco Systems, Inc. v. Doe I — slip opinionTrump v. Barbara — the birthright-citizenship decision the new executive orders are testingSuncor Energy (U.S.A.) Inc. v. County Commissioners of Boulder County — the OT26 openerSosa v. Alvarez-Machain, 542 U.S. 692 (2004)Edwards v. Vannoy, 593 U.S. 255 (2021) — slip opinionLance v. Dennis, 546 U.S. 459 (2006) (per curiam) — the Stevens "Rooker good, Feldman bad" dissentCommentary & articlesCNN on the Alito interview — coverage of James Taranto's Wall Street Journal interviewGallup, "Supreme Court Job Approval Slumps to Record Low"Jonathan Adler, "Amicus Brief in Suncor Energy v. County Commissioners of Boulder County" — the solo plaintiffs-side amicusOona A. Hathaway et al., "Has the Alien Tort Statute Made a Difference?," 107 Cornell L. Rev. (2022) — the settlements study cited in Cisco footnote 2Carlos M. Vázquez & Stephen I. Vladeck, "State Law, the Westfall Act, and the Nature of the Bivens Question," 161 U. Pa. L. Rev. 509 (2013)Samuel L. Bray & Paul B. Miller, "Getting Into Equity," 97 Notre Dame L. Rev. 1763 (2022) — why equity never needed causes of actionOtherDivided Argument, "Separation-of-Powers Police" (S4E23) — the Daryl Levinson Law for Leviathan book episodeThe Blackstone Three — original and cover music for all events, parties, and concert venues

In this episode, Cory Connors sits down with Crystal Bayliss, Executive Director of the U.S. Plastics Pact, to unpack a pivotal year for the organization. Crystal shares how a sustainability sign on an office water cooler sparked her personal journey from food and ingredient procurement into packaging sustainability, and how that path led her to the Pact — first as a member representative, then as a program manager, and eventually to the organization's top leadership role. Cory and Crystal dig into the departure of major member companies ahead of the 2025 targets, why the original goals were always meant to be a "blank sheet of paper" starting point, and what comes next as the Pact rolls out new, more flexible ways for companies to engage. The conversation also covers the recent leadership transition at the Pact, the case for voluntary industry action paving the way for smart regulation, and the newly released Film & Flex Circularity framework tackling one of packaging's most contentious materials.Key Topics Discussed:Crystal's path from procurement into plastics sustainability and up through the U.S. Plastics PactWhy major brands (Walmart, Mars, Mondelez, Nestlé) stepped back from the Pact ahead of the 2025 deadlineThe reality behind the 2025 targets: only ~50% of packaging reusable/recyclable/compostable and 11% recycled/bio-based content achieved, against 100% and 30% goalsNew, more flexible engagement tiers coming soon for Pact members with narrower packaging portfoliosThe recent CEO transition and Crystal's move from Director of Strategy & Engagement to Interim CEO to Executive DirectorVoluntary industry action vs. mandatory regulation, and how the Food Safety Modernization Act offers a precedentCalifornia's SB 54 and the Pact's role advising policymakersThe new "Journey to Film & Flex Circularity" framework and the unique challenges of flexible film packagingAtlantic Packaging's circular stretch film recycling system in North CarolinaWhat gives Crystal hope for the future of sustainable packaging amid regulatory uncertaintyResources Mentioned:U.S. Plastics PactJourney to Film & Flex Circularity: A Framework of Necessary Design, Collection, and End Market LeversCalifornia SB 54, Plastic Pollution Prevention and Packaging Producer Responsibility ActFDA Food Safety Modernization ActEllen MacArthur Foundation's New Plastics Economy InitiativeContact:Listeners interested in learning more about the U.S. Plastics Pact or its upcoming membership options can visit usplasticspact.org.Support our Sponsors:3M https://www.3m.com/3M/en_US/packaging-shipping-fulfillment-us/applications/sealing-recycled-corrugate/ Specright: https://www.specright.com/ Forest: https://www.forest-pkg.com/Thank you for tuning in to Sustainable Packaging with Cory Connors!https://anewearthproject.com/collections/new-earth-approvedConnect with CoryConnect with Cory on LinkedIn here: https://www.linkedin.com/in/cory-connors/I'm here to help you make your packaging more sustainable! Reach out today and I'll get back to you asap. This podcast is an independent production and the podcast production is an original work of the author. All rights of ownership and reproduction are retained—copyright 2022.

Victor Penev, Founder and CEO of Edamam LLC, is on a mission to help people make healthier food choices by organizing the world’s food knowledge, while building a Zero-Spend Marketing Engine that fuels sustainable growth through a proprietary semantic food database. By combining food science, nutrition expertise, and AI-powered technology, Victor has built Edamam into a trusted food intelligence platform that enables businesses to develop innovative health, wellness, and nutrition applications while making reliable food data accessible at scale. In this conversation, Victor introduces The Democratic Decisions Framework—No Pre-Judgement, Freedom to Speak Up, Intellectual Environment, Robust Discussion, and Work Towards Consensus. He explains why removing preconceived opinions encourages better ideas, how open dialogue and diverse perspectives lead to stronger decisions, and why working toward consensus builds lasting commitment across teams. Victor also shares how partnerships, referrals, and search authority fueled Edamam’s sustainable growth, and why proprietary data and continuous human refinement remain the company’s competitive advantage in the age of AI. — Zero-Spend Marketing Engine with Victor Penev  Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast. Today, my guest is Victor Penev, the Founder and CEO of Edamam LLC. Edamam is helping people eat better by making daily food choices simple and easy, eventually organizing all the food knowledge in the world. To that end, the company has built a proprietary semantic food knowledge base and is creating, on top of it, a range of consumer and business applications to solve real-world, everyday problems. Wow. Victor, welcome to the show.  Thank you. Good to be here. I’m very excited.  So I was shocked to learn that you’ve got 900,000 foods in the system and 2.3 million recipes. I mean, I don’t know who is even able to create so many recipes. So how did that whole thing come about? How did you come up with this idea? Are you a foodie?  I am a foodie. Yeah, that’s kind of the origin story. I’m a serial entrepreneur. I’ve done a few startups. I had a successful exit about 15 years ago. A friend of mine and I built Bulgaria’s largest internet company. Then I started looking for what to do next. I was actually going to start a news organization, but then I realized one day, on a beach in Thailand, that I think about food five hours a day, and I cook every day.  So I might as well do something around food that helps people. I married my passion for food with my passion for technology and built a company.Share on X The problem we set out to solve back then is still a very valid problem. People need the right information, just in time, to make the right food choices. The data is always inconsistent, incomplete, and lacking. So we set out to organize the world’s food knowledge so we can help people make the right food choices.  Wow, this is fascinating. So what is your personal ‘Why’ that you’re manifesting in this business?  So, in terms of philosophy—and my philosophy changes. Everybody’s personal philosophy changes over time. But where I am right now, I think there are a couple of things that really matter if you want to live what one would call the good life—a meaningful life. One is to be really present in the moment. You know, be here now. The other is to help people. I think my business falls into…Share on X For us, the measure of success is not revenue or profit.  It’s how many people we ultimately reach through our data. It’s worth noting that we’re a business-to-business company, so we don’t reach people directly. But we have partnerships with companies like Nestlé, Microsoft, Amazon, and Food Network. Through those partnerships, we think we reach at least a billion people. For us, that’s the real measure of success.  Helping everybody eat better and live longer, healthier lives. My vision is that everybody can live to 120 without chronic illness or mental conditions. A big part of that is food. So we're trying to help people. That's my 'Why'.Share on X  Yeah, I love it. Obviously, eating healthy is a big thing. You know, garbage in, garbage out. This is fascinating. Do you find that certain cultures have better eating habits than others? And what drives it?  I think history and geography, to some extent. Everybody knows about the Mediterranean diet. And it’s not only the countries around the Mediterranean. Vietnamese and Japanese cuisine are Mediterranean in the composition of the food. A lot of it comes from being close to water, living in a certain climate, and having a huge variety of fruits, vegetables, and fish. But I think the biggest change over the last hundred years hasn’t been culture. It’s been technology—quote-unquote—and the processing of food so it’s shelf-stable, can be shipped, and sold at a lower price.  I think that’s the biggest problem. It’s changing eating habits everywhere in the world. It’s very well known in the United States and, to some extent, in Western Europe. But even places like Japan are starting to eat a lot more processed food. Mexico is starting to eat a lot more processed food. This is more technology-driven than anything else. If I had to say one thing that would help people, it would be this: Go back to your roots. Get food directly from the soil. Cook it at home. It's a question of time and effort, but if you value your health, that's one of the best investments you…Share on X  Yeah, as we’re getting busier and busier, the opportunity cost of cooking our own meals is becoming higher. And that’s the real problem.  It is a problem. I mean, it’s a question of priority. I cook every day. I’m very busy, but for me, it’s an important enough thing. Food, apart from nourishment and nutrition, is also a very social thing. People connect through food and spend time together, and that’s another thing that correlates very well with longevity and a well-lived life. So there’s a lot more to be said about having good food.  Yeah, I think Woody Allen said in one of his movies that eating together is the second sexiest thing to do, or something like that.  Yeah, there you go. I’m not going to ask what the first one is.  Yeah. That’s awesome. So let’s talk about frameworks. This podcast is all about frameworks. What’s a framework that you’ve discovered along the way that helps you think about your business, create outcomes in your business, help other people be productive, or whatever it is that’s driving results in your business?  A couple of things come to mind. I’ll start with the non-obvious one. Some people speak about it, but I’ve practiced it, and I think going slow gets you further. You know, the hare and the tortoise. I am definitely against growth for growth’s sake. That drives a lot of decisions: who you raise money from, how you run your business, and so on. Over the years—and I’ve been an entrepreneur for probably close to 40 years—I’ve discovered that every successful product has its timing and its soul.  You just have to let it come to fruition. Sometimes that means slowing down instead of rushing forward. For me, being deliberate about the end goal without having time constraints is a framework that’s always helped me. It’s not for everyone. Definitely not for the modern world, where VC money is trying to get you to grow very fast, and everybody competes based on how fast their revenue or customer base has grown.  But I find that this does not lead to lasting results in terms of impacting humanity and having a meaningful life—both for yourself and for everybody in the company. So that’s one framework. The other, which is also very simple, though not too many people execute it, is just: treat people like people. This means there’s no hierarchy in my company. I’m super proud to say that in my last company, I never had an employee leave. And that was over 15 years.  It’s because I treat people as people. Going back to the Latin origin of the word companion, companio, which means “to break bread together.” We are a band of people breaking bread together on a journey. That’s how it works. That means doing things that are not intuitive in business. For example, having no advance notice requirement for vacations. If you want to take a vacation, take it now. Giving responsibility to people and treating them well. Those are the two frameworks that I think have helped me. In addition, making decisions democratically, which is a very contentious thing in business. Okay.  So how do you do that?  There is always, ultimately, an arbiter, which is oftentimes me or some kind of board. But that means having a robust discussion around a topic without preconceived notions of what the end decision or result should be. Creating a culture where everybody can speak up, argue, and tell you they disagree with you. Having that freedom creates an intellectual environment where people really debate.Share on X  At the end, more often than not, the obvious decision emerges. It takes a long time, but the reality is that once a decision is made, everybody has bought into it, and it’s usually the right decision. So I don’t make wrong turns. Now, there are times when it’s a coin flip. There are two equally good—or equally bad—options, and somebody has to make the call. Then it falls to me. But for the most part, it’s democratic decision-making.  So how do you cultivate that? How do you foster it? How do you make sure people contribute to it?  I’ve had the luxury of starting a company from scratch. It’s a lot easier to do when you start from scratch because you establish the culture with the first hire. It’s a lot harder to change a culture and instill new values. For me, it's been a very deliberate choice about what I want the company to be. People working together toward a common goal. People who don't get overworked. People who always have something exciting to do and an amazing group of people to work…Share on X  So it’s about hiring people who are reliable, self-sufficient, and want to move things forward. Then really showing that any conversation and any intellectual argument is absolutely allowed. There is no hierarchy where you can say something and I’ll just shut you down because I’m the boss. You have to demonstrate that in practice. You have to actively solicit everything a person has to say. After the first couple of hires, it becomes easier with the next ones because they see what’s going on. That’s how you do it. It’s a deliberate choice to build the culture through day-to-day interactions. There’s no easier way, unfortunately.  So how scalable is this flat, democratic culture? Does it impact scalability in any way?  It is scalable. My current company is small, but my previous company had about 150 people. Even when we sold the company and had to find a replacement CEO, the candidates had about 50 interviews each. At the end, the whole company voted on who the CEO would be. It is scalable. It slows down the decision-making process, but it speeds up the progress of the company.  An individual, even the smartest individual, is more likely to make mistakes than the crowd. Now, there are exceptions. I’m pretty sure Steve Jobs would have done it differently. But for the most part, I think people make fewer errors through a democratic process than by making decisions on their own. So yes, I think it’s scalable. It’s really a matter of deciding which decisions belong at which level. You don’t have the entire company of, say, 10,000 people voting on one thing. For a particular problem, there might be 10 people who are the relevant decision-makers. They get together and sort it out, and everybody else accepts what those people decide.  So it’s more of an approach to tapping into the minds of the people who can potentially bring diverse opinions.  Yeah. Diversity of opinion. They all have a different angle from which to look at the issue that needs to be resolved. So different angles. Because they’re all impacted, everybody can contribute. There’s respect in listening to everybody else. It’s not that one person establishes the ground truth and everybody else has to agree. There is actual debate.  Yeah. Interesting. By the way, I just want to comment on this bootstrapping aspect. I saw your post on bootstrapping. You spoke at a recent conference on it. So what are your thoughts on bootstrapping? What are the critical ingredients there?  So bootstrapping is the way business has been run for a very long time. It’s only recently—in historical terms—that the venture capital industry emerged and allowed businesses the luxury of building without thinking too much about the bottom line. But I think the disciplining effect of constantly thinking about the bottom line is super important. To some extent, it takes a certain kind of individual to do it, which I call the true entrepreneur. Those are the people who are risk-takers and can live with a very high degree of ambiguity.  When you don’t have money in the bank to cover next month’s expenses, you have to be comfortable with that. To me, that’s the right entrepreneur. It has become too easy for people to become “entrepreneurs” by raising tens of millions of dollars. That’s not to say they might not be brilliant people who execute very well and create amazing companies. I think those are probably one in a thousand. The majority get the money, spend it in two years, and they’re gone. So for me, bootstrapping is the proof in the pudding. If you do it day in and day out and keep moving forward, you're actually building something that's valuable.Share on X  Yeah, I agree. Some people say it’s akin to being an employee when you raise money and just have to get to the next fundraising round, and then the next fundraising round. It’s almost like executing the business plan your board has given you.  Exactly.  Worst case, you go take a job somewhere else if things don’t work out. But you’re not losing your livelihood, and your family isn’t going to starve, right?  It is a certain type of personality, and I don’t think it’s for everyone. But my personal belief is that if you’re going to build a business, you’re better off building it with a little bit of hunger. Not always having enough. Having just enough so you can keep moving forward.  Yeah. Necessity is the mother of invention, right? If you don’t have too many resources, that’s a constraint you can push against and come up with better ideas. It’s a forcing function.  Correct.  There you go. So, Victor, what drives growth in your business?  Like I said, I’m not pro-growth per se. This was also a deliberate choice for the company. Just as a parenthesis, the last business I ran before this was a media business. We sold advertising. I personally don’t believe that spending money on advertising is a good idea. So I built a business with the explicit desire not to spend any money on marketing. That meant I had to build mechanisms for referrals, inbound traffic, and so on.  A lot of our early customers—including companies like The New York Times and Food Network—received very high discounts, but with the requirement to display “Powered by Edamam,” linking back to us. Search engines like that. It builds authority and so on. Over the years, we’ve built enough authority that most of our traffic now comes from search engines and chatbots. That’s what’s driving our growth.  The other thing is that we try to stay nimble. We build technological assets and products, but the market changes. Who needs the data? For what use cases? It’s important to stay aware of the market and adjust to wherever the opportunity is. That’s how I’ve built the business. I’ve built it to generate lots of inbound traffic and then adjust very quickly if the market changes. The rest is we’re almost like a spider waiting for the flies to come in.  So you say you’re not pro-growth. Do you mean you don’t want to make this a bigger company?  No. I’m not for growth just for the sake of growth. Let’s grow 300% this year in top-line revenue. For me, as I said, what drives the business is how many people we reach with our data. That’s the metric I’d like to grow as much as possible. If possible, I’d like to reach every person on the planet. That’s the aspiration. When I say I’m not for growth, I mean that  sometimes growth becomes its own incentive. You grow without asking, “What’s the ultimate goal here?” Why do you have to grow?  Oftentimes, the answer is because you want to sell the company at a big profit. That’s why VCs put money into your company. You’re feeding the VC business model. But if you’re not feeding the VC business model, why do you have to grow the company? What’s the point? You may have investors, but you have patient capital, and they’re aligned with you. Eventually they’ll get their money back, but it doesn’t have to come at the expense of the company’s mission. When I talk about growth, I mean the pressure to constantly grow top-line revenue, which has become very popular over the last couple of decades.  So when you say you eventually want to organize all the food knowledge in the world, it sounds a little like Google organizing the world’s information—just for food. Isn’t that a big vision that requires growth?  No. Again, I don’t think growth is necessary to execute that vision. I think you can organize the world’s food knowledge, and we’re already well along the way. There’s always more to do. Even with very limited resources, we’ve been able to do it. I think that having more customers and more revenue would probably help, but only on the margin. It’s not a prerequisite.  The prerequisite is having the right technology and the right setup to constantly ingest new information about food, pass it through our pipeline, clean it, verify it’s accurate, structure it, organize it, and link it to other data. Food is a relatively limited universe. You started by asking whether people really create 2.3 million recipes. There are only so many ways to combine food items into something people eat. So it’s a limited universe. What’s exciting is the depth of food.  There are macronutrients, micronutrients, allergies, diets—we all know about those. But there’s much more. There are many more molecules in food. Eventually, even the soil it was grown in and the amount of sun exposure could become valuable data. There’s always more work to do, but we focus on what’s actually doable right now.  So do you envisage that the growth of technology, especially AI, means you can keep the company the same size as it is and accomplish your ultimate mission?  I think so. Similar size. To some extent, AI is helping us because it’s bringing a lot more customers. People are building all kinds of applications with large language models and agents, and they need accurate, deep data, so they come to us. We are also using AI to build tools and meet the demand, so our engineers are becoming more effective. So, to some extent, that helps keep the team small.  That being said, in terms of the speed with which AI moves, it’d be nice to have a few extra people. That doesn’t mean doubling the size of the company. I think it’s probably having 20 to 30% more people would be sufficient to actually leverage the technology—which is AI—to the best effect. So that’s kind of my view now. Ask me in two months, I may have a different view.  So what is one thing that you’re actively trying to figure out in this business right now?  Well, AI is throwing a wrench into everything, so it is a very fast-moving environment. Our clients are constantly changing their demands. The profile of our clients is changing. There’s a lot more new health, wellness, prevention, and weight-loss companies that are showing up and starting because they can now build with AI. So all of that makes for a very choppy sea. We can’t figure out exactly where the wind is blowing from and where we should head.  So for me, it’s kind of like having the North Star of, “Okay, we are a data company. We leverage our data asset, and we just keep doing that. Then we’ll innovate on the technologies that we need to offer, but stay there, as opposed to trying to change what the company does.” That’s kind of what’s keeping me steady. But again, it’s a very choppy sea, so I don’t know what’s going to happen. One big worry is whether Anthropic or OpenAI are eventually going to replicate everything that we’ve done. I don’t know. I don’t think so. But artificial superintelligence is something that nobody knows about.  Yeah. So the technology evolves very fast. So how do you avoid being commoditized by AI? I think the data—our moat is the data, right? It’s taken us so much time to actually clean, organize, and structure the data, and that’s not a process you can do easily just by throwing people or AI at it. We’ve used what used to be called AI since the beginning of the company: machine learning, natural language processing, and so on. Now we use generative AI. But we’ve used that, plus super-smart engineers, food experts, nutritionists, and week in, week out, we’ve been improving the data, improving the algorithms, refining it, and so on. That is not something you can just throw resources at.  It requires that constant iteration between humans and technology in order to get there. So for us, I think that’s an important moat because if somebody wants to build it and commoditize us, they’ll have to replicate that. I think the more likely scenario is they may end up buying us. Like I said, artificial superintelligence could be a completely different ballgame. But with the technology that exists right now, with large language models, I don’t think that’s replicable. We know it because enough people have tried.  Yeah. Would you be okay with someone buying you? Is this your…  Sure.  Yeah?  Yeah. The way I think of companies is the following. They’re like children. At some point, children become 18-year-olds. They can earn their own bread. They can walk on their own two feet. You kind of have to let them go. I think this company has gotten to that stage. It’s a teenager that can walk on its own. It doesn’t need me. And I have ideas for 10 more businesses. Who knows? If I’m healthy, I think I could probably build another four or five businesses in the next 40 or 50 years. Why not?  Yeah. I love it. So who do you want to connect with you, go on your website, check things out, and what’s the best way to engage with what Edamam is doing?  Two categories of people or entities. One is companies that are building something around diet management, nutrition, health, or food. I think they’ll find that we have valuable resources that can speed up whatever they’re developing. So that’s one category. The other is like-minded individuals. They could be investors, but they could also just be people who really care about healthy eating and the prosperity of humanity.  Those are the types of people I’d like to talk to because aligned minds often come up with new ideas. It’s kind of the Y Combinator thing—lateral thinking. If we have an aligned goal and we come from different fields, we may come up with something new.  Okay. So that’s a way for you to find people worth brainstorming with, I guess, who have the same ideas: healthy eating, helping people live longer—to 120 years. And other companies that could be using the data you’re processing and organizing. So if you’re out there and you’re in the food business or the healthy living business, then definitely pay attention.  Check out Edamam LLC‘s website. Talk to Victor Penev on LinkedIn. So, Victor, thank you for coming on the show and sharing your wisdom. And if you enjoyed this conversation, stay tuned because we have wonderful entrepreneurs like Victor every week. Anything else, Victor, you want to share? Any famous last words?  Yeah. I just want to say thank you. I appreciate the opportunity. Keep up the good work. I really enjoyed the conversation.  Thank you, Victor. And thanks for listening. Important Links: Victor's LinkedIn Victor's  website