The global food system is under increasing pressure as planetary boundaries are breached, social inequalities widen, and geopolitical shifts amplify uncertainty. Feeding 10 billion people by 2050 will require a fundamental redesign of how food is produced, distributed, and valued. This transition calls for organizations to reimagine their operating models and adopt collaborative, resilient, and circular approaches to remain competitive and future‑ready.
The food transition is accelerating, adding structural complexity across the entire system, from farmers and producers to retailers, logistics networks, and consumers. Pressure on natural resources, biodiversity loss, persistent social challenges, and geopolitical volatility are creating structural bottlenecks, while demand for healthy, affordable food continues to rise. Building a sustainable and resilient food system requires more than incremental innovation; it demands a systemic shift. Organizations must collaborate and adopt transparent, circular, and robust operating models to accelerate meaningful progress.
The food transition is reshaping the competitive landscape. New regulation, shifting customer expectations, rising costs, and accelerating geopolitical shifts are disrupting markets, supply chains, and cost structures, raising the strategic stakes for companies and redefining what it takes to create value across the food system.
Many organizations need additional strategic capabilities to respond effectively. Companies benefit from a sharper long‑term vision, clearer strategic priorities, and deeper insight into external risks and opportunities. At the same time, the transition demands choices that go beyond optimizing today’s operations, requiring clarity on where to play, how to win, and how to build resilience in an increasingly uncertain environment.
For leadership teams, the core challenge is balancing growing external pressure with the need to deliver short‑term performance, while shaping long‑term value creation and building a business model that can withstand disruption.
Strategic Insights & Opportunity Mapping
We analyse regulatory developments, market dynamics, value‑chain pressures, emerging business models, and geopolitical shifts to identify where risks and opportunities are likely to materialise. By structuring this complexity, we help organizations understand what is changing, why it matters, and which strategic opportunities warrant attention now.
Vision & Strategy Development
We work with leadership teams to shape a clear long‑term vision and translate it into a focused strategy that guides decision‑making and mobilizes stakeholders. Building on external insights and internal ambition, we define strategic priorities, outline pathways for value creation, and set a direction that strengthens resilience and competitive positioning in the food transition.
Coalition Building
We bring together organizations across the ecosystem to address challenges no single actor can resolve alone. By building coalitions rooted in shared goals and aligned incentives, we support partners in jointly shaping solutions that move beyond individual interests because meaningful progress in the food transition requires collective action.
The food transition is intensifying the pressures organisations must manage. New requirements, emerging standards and shifting value‑chain dynamics demand reliable execution, yet many companies lack the structural clarity needed to act consistently and decisively.
Much of the work involves new and unfamiliar domains: data is incomplete, ownership is dispersed, and existing processes lack the discipline required for coordinated decision‑making. As a result, responsibilities blur, reporting becomes reactive, and execution fragments.
To move from ambition to measurable progress, organisations must establish the systems, roles and processes that enable coherent, enterprise‑wide execution, building the structural resilience required to navigate regulatory change, market shifts and geopolitical volatility.
Operating Model Design
We help organisations build the core structures needed to accelerate the food transition and strengthen geopolitical resilience. We design integrated operating models that clarify governance, roles, processes and enabling systems, creating alignment, accountability and faster execution.
Multi‑Value Performance Steering
We help organisations shift from single‑value (profit‑only) steering to a multi‑value performance model that integrates financial, ecological and societal outcomes. We define balanced metrics, decision frameworks and reporting structures that enable leaders to optimise across multiple forms of value: strengthening resilience, impact and long‑term business viability.
Compliance, Standards & Certification
We support organisations in navigating the expanding landscape of sustainability standards and legislation, including B‑Corp, SBTi, CSRD and Ecovadis. Our work covers materiality and double‑materiality assessments, Fit-Gap analyses, policy drafting and integration into reporting cycles. We build internal capability while ensuring full compliance and strengthening long‑term credibility with stakeholders.
The food transition requires more than strategic choices and structural adjustments. Organizations in the food sector need to fundamentally reinvent themselves, especially in culture.
A culture of collaboration and continuous learning and improvement is essential, but not self-evident.
The power to change must be built up. This requires strong leadership, employees who are supported in their growth and development, improving cooperation and taking responsibility.
Performance Culture
Creating a performance culture based on desired behaviors and matching leadership styles ensures that the desired changes are embedded in the organization
Change Management
From analyzing the change(s) and their impact on the organization and employees to developing a change plan for all stakeholders
Team & Leadership Development
Providing insight into the strengths of teams and leaders in organizations to improve team performance through mutual understanding
In my role as Head of Food at Been MC, I focus on bringing companies together to tackle the most pressing challenges in the food transition. By leveraging my knowledge and network in Agri-Food, combined with the extensive experience in strategy development and change management at Been MC, I am confident that we can effectively support companies in their transition to a future-proof business model.