Page 80 - Food&Drink magazine November-December 2022

REAR VIEW REVIEW 5
Each issue we asked one of the industry’s leaders five questions about themselves and their career. They were told, ‘don’t think too hard, don’t dwell on the question, just tell it how it is’. The responses they gave, particularly around what they had learnt from their mistakes and what they would tell their younger self, were insightful and valuable. Here’s a snapshot of what they said...
A rear view of the fast
FRUCOR SUNTORY
CEO DARREN FULLERTON “A big lesson I learned early in
THE COCA-COLA COMPANY my career was to
SOUTH PACIFIC VICE PRESIDENT ROB PRIEST embrace the
“If I was to give my 25-year-old self some sage unique characteristics in each advice it would be this: be patient. The saying “life market and that a one size fits
GOODMAN FIELDER AUSTRALIA
JOINT MD KINDA GRANGE
“ I had an image of what a ‘leader’ was in my mind, and when I was thrust into my first team leadership role, I learned the hard way that we each need to find our own authentic way to lead.”
BUBS AUSTRALIA
CEO KRISTY CARR
“The biggest mistake I made was when we were moving the business from start-up to a listed company. At the time I didn’t have confidence and self-belief to realise that the best person and CEO I could be was to be myself and surround myself with support. It is easy to get intimidated at first by fancy suits and all the jargon.
Then I realised it was still the business I had started, and that I was was where I should be to help the company achieve its goals. It has been a great self-discovery.”
all approach doesn’t work. That’s particularly important when you look at Australia and New Zealand – the cultural nuances, the market dynamics, and the consumers all have their own unique context, and you need factor this carefully in to your business plans.”
OPENWAY FOOD CO
CEO AND FOUNDER ANDREW LOADER “I have learnt the power of regular, clear, and concise communications. This builds a stronger culture
and connection to employees on all levels of the business, and means we can celebrate our progress, recognise our efforts, and even in the tougher times be energised knowing we are all in it together.”
is a marathon” is absolutely true, however, I like to think of it as a modern-day marathon where we are on the cusp of breaking the two-hour barrier.”
FËNN FOODS
EXECUTIVE CHAIR NICHOLAS SIMMS
80 | Food&Drink business | November-December 2022 | www.foodanddrinkbusiness.com.au
“ I like to focus on building galvanised teams that know what is expected of them, can communicate well, are empowered to deliver focused outcomes, and are accountable as individuals.”