Bryan Dunham

The Art of Closing the Integration Gap For technology leaders bringing a world-class, automated facility model to the North American market, the challenge becomes achieving flawless replication at scale. Smooth replication is most often compromised at startup. The culprit is the Integration Gap: the space where a perfected ASRS platform, the building controls, the industrial refrigeration, and the local controls all meet. For a rapidly growing enterprise, true value comes from finding a single, scalable partner who already possesses the rare combination of an integration culture, fluency in the ASRS and cold chain businesses, and deep construction expertise. The goal is to find a partner who can contractually own and eliminate the integration risk between your platform and the local construction realities. Achieving this level of integration begins long before construction. It requires a disciplined, front-end process that translates a global design standard into a project that accounts for local site conditions, building codes, and supply chain logistics. This ensures success is defined, in detail, before the first dollar of major capital is spent. Constructing a world-class facility takes an immense team of skilled engineers and craftsmen. Making all the systems work together is an art. #EPC #ASRS #Automation #Integration #Commissioning #ColdStorage #Refrigeration #Logistics #IndustrialConstruction #BurnsMcD The postings on this site are my own and do not necessarily represent the views of my employer.

Accelerating a business takes more than great ideas. It takes teams who can turn them into reality with speed, discipline and strong cross‑functional partnership. That’s exactly what I saw spending time with the Unilever Beauty & Wellbeing Supply Chain Innovation team recently, in our spiritual home, Port Sunlight. We talked openly about what will shape our next chapter: moving faster with clearer governance, surfacing trade-offs earlier, staying disciplined on margins, and landing high quality products that truly resonate with consumers. We also discussed the growing importance of smaller, high‑value formats and how technology and AI can help us make smarter, faster decisions. Across our biggest brands, I saw supply chain, R&D and marketing working seamlessly to bring ideas to life - from improving formulations and strengthening packaging, to scaling new formats that meet evolving consumer needs. Cross-functional partnership is becoming a real competitive advantage, with supply chain playing a pivotal role in turning concepts into reality at quality and speed. I left inspired by the capability, commitment and momentum behind our innovation engine. Proud of the progress and excited for what comes next. #SCMakeBeautyHappen #UniquelyUnilever

This week the Supply Chain leaders at Conagra Brands met for the Annual SC Summit. It is always great to have such a talented group of leaders together to share experiences, collaborate and co-create the path to become the Best SC in the industry. We celebrated all the team‘s achievements by delivering multiple leadership awards for safety, food safety, cost, service, customers operations, cash, sustainability and Technology Innovation. Special congratulations to Sundeep Yanamala and the Jackson site for Most Improved Plant of the Year and to Justin McCormack and the Rensselaer site for Plan of the Year, both of them delivering incredible value through operational discipline and great leadership. I am really proud of the progress made over the last years and even more excited with the path ahead. Craig Weiss Stevi (Howard) Milbourn Jim Schwab Jim Prunesti Deirdre Elter Christine Daugherty, Ph.D., J.D. Brian Hunter Scott A. Solberg Bart Mroz Jess Sweley Alvaro A. Mejia Fernando Teixeira Lance Maddex Aaron Pemberton Greg Schweitzer Rachel Richter Tammi Schulz Mark Hojnicki Meghan Smith Jorge Gordillo Córdoba Brandon Headlee Robin K.

Today, we begin! The Korn Ferry – London Business School Supply Chain Executive Education Programme is officially underway. We are proud to unveil our 2026 Executive Mentor cohort featuring world-class Chief Operations Officers and Chief Supply Chain Officers. What makes this the #1 programme globally? 📦 Real-world operators — not theorists 🌍 Global scale experience — across leading organisations 🔗 Direct access — candid, unfiltered dialogue 📈 Live transformation insight — not retrospective thinking Over the coming months, these leaders won’t just share perspectives they will shape how the next generation leaders, we cannot wait to get started! Bart Derde 🦎Mandy Adams (She/Her) Leo Roberts Aicha Sandy Esther Garcia Jérémie Gallien

In 2017, Kraft Heinz launched a $143 billion hostile takeover bid for Unilever, where I was then CEO. The offer came with an 18% premium to shareholders, promising higher short-term returns funded by sweeping cuts to sustainability, R&D, jobs, and long-term investment. I won’t pretend the pressure wasn’t real. Defending a long-term model against the promise of immediate returns is never easy, especially when the premium is large. But our board, our investors, our unions, our NGO partners, and policymakers saw beyond the arithmetic. They understood that short-term extraction would destroy long-term value. Within 48 hours, the bid collapsed. But the philosophy behind it remained intact. Kraft Heinz continued to bet that value comes from cutting costs, not from sustainability and innovation. And when the world moved on, toward healthier products, regenerative sourcing, conscious consumerism, the company stood still. Underinvested, overstretched, and out of touch. The scoreboard doesn’t lie. Since their 2015 merger, Kraft Heinz shares have fallen roughly 65–70%. Over the same period, the S&P 500 has more than doubled. The deeper story is of a company run for a handful of owners at the expense of the millions of customers, employees, suppliers, and communities who made its success possible. This is a case study in the failure of shareholder primacy. When you strip out investment and trust in return for a quick payday, you lose the very engine of growth and resilience that capitalism depends upon. A little pruning can stimulate growth. But hack at the roots and collapse is inevitable. I know from experience that building a purpose-led business is no easy task. At Unilever, we faced constant pressure from investors who wanted faster returns. Not every bet paid off. The sustainability agenda attracted criticism from those who thought we were overreaching and from those who thought we weren’t going far enough. But the alternative is clear. Financial engineering may deliver margins for a few quarters. But it cannot sustain a company for decades. The question facing every board and CEO today is not just what your company sells, but what it stands for, and whether your model is built for the world that’s coming or the one that’s already gone. Because here is the truth: short-term businesses live shorter lives. Kraft Heinz’s fate is not an unfortunate misstep in brand management. It is a warning about where narrow capitalism leads. Build a company around enriching a few, and it will eventually serve no one. Build it around solving problems for billions, and you create something that lasts. Markets, eventually, know the difference.

A marathon week across the U.S. — from the #Zero100 Conference to our sites in Covington and Sikeston, and finally reviewing our North America Supply Chain plans. And yet, what stood out most wasn’t the travel or the agenda. It was the energy — the kind that reminds you why we do what we do. This visit reinforced a simple truth: performance is ultimately powered by people. By resilience. By disciplined execution. And by teams who show up every day with ambition and belief. In Covington and Sikeston, I listened, learned, and engaged with teams who are deeply committed to raising the bar. Progress is visible, momentum is real, and with continued focus and consistency, we will unlock even higher levels of performance. In Covington, seeing Digital truly come to life was inspiring — AI‑driven intelligence layered onto our Klondike line, lowering waste, boosting efficiency, and reimagining the operator–machine connection. Add to that the passion of our U.S. Operations team, led by Alper Kulak it’s clear: we have the capability, and even more importantly, the fire, to take our business and Supply Chain to the next level. At #Zero100, I had the privilege of delivering a keynote and joining conversations with COOs and CSCOs on a challenge we all share: scaling AI in ways that are practical, replicable, and built to last. I was proud to share how The Magnum Ice Cream Company is approaching Technology, Process simplification and standardisation, and Organisational design to create the foundations for scale. Technology sets the pace — but culture sets the ceiling. A special highlight was meeting Former UK Prime Minister Tony Blair Institute for Global Change , exchanging perspectives on geopolitics and AI, and understanding more about the work of his institute. These moments challenge us, stretch our thinking, and elevate our aspirations. Thank you to everyone who contributed this week. Staying close to the field and deeply connected externally is what keeps The Magnum Ice Cream Company making Life Taste Better with Ice Cream. Alper Kulak, Andres Borrero, Perevan Moodley, Marcela Reyes, Gaurav Chugh, Bryan Dunham, Heather Sneller, Olly Sloboda, Lewis Barnes,

🍦the wonder of visiting an ice cream #unilever factory is that you start with scoops of happiness 😉 🍦Sikeston 🇺🇸 is the home of our delicious ice creams #popsicles #klondike #magnum #talenti (my preferred is Talenti mango alfonso 🤪) and home of a committed team 🍦 Among the happy people working in Sikeston, I had the privilege to meet Frankie Hurd who received a Consumer Obsession award for putting people and consumer first and raising the bar for Quality with energy, dedication and innovative tech solutions, in her past role in Quality and her current role in Manufacturing. Congratulations Frankie 👏🏼👏🏼👏🏼👏🏼👏🏼 Katie Siebenborn-Williams Bryan Dunham Carla Belo Serpa Gillian Rivers Sandeep Desai Matt Close