Leading in the age of ai
Discover how supply chain leadership is evolving for both large corporations and agile startups and why people, data, and AI are at the heart of transformation. In this episode, Alexander Gondris reveals practical lessons from global supply chain leadership, contrasts cultures and organizational sizes, and shares his insights on risk, technology, and the future of work.
Alexander Gondris is an executive renowned for his strategic leadership in global supply chain management. As Chief Operating Officer for Give Back Beauty North America and former Director at Unilever, he has consistently driven transformative growth by combining operational expertise, team building, and a forward-thinking vision grounded in data and technology.
Derek Lutz: What do large organizations frequently get wrong that smaller companies get right? And vice versa?
Alexander Gondris: Large organizations tend to have a lower appetite for quick action and focus on precision. In contrast, small companies have a strong appetite for speed, often moving rapidly but sometimes without clear direction. This difference creates a contrast: small organizations might move quickly but not always efficiently, while large ones are cautious yet may sacrifice innovation for certainty.
Derek Lutz: How do entrepreneurial, private-equity-backed businesses differ from large organizations in supply chain operations?
Alexander Gondris: Larger organizations prefer acting with precision and certainty before executing decisions. Smaller, entrepreneurial companies often "fail forward" more frequently, leading to higher success rates but less efficiency. Progress tends to be nonlinear in smaller businesses, requiring adaptability and resilience.
Derek Lutz: What motivated your move from Europe to the US for your career? Was it strategic, accidental, or emotional?
Alexander Gondris: The move was primarily driven by a personal connection—a single individual presented a compelling opportunity. While there was an element of strategy, the experience turned out to be much more emotional than expected. Transitioning across continents involved more personal impact than originally anticipated.
Derek Lutz: In a resource-constrained, growth-driven environment, how do you balance process discipline with adaptability?
Alexander Gondris: Two things stand out: providing clear direction and developing a strong understanding of risk. In environments where data and process reliability are limited, leaders need to accept inherent risk, identify it, learn to live with it, or find ways to minimize its impact. Too much caution can paralyze progress; decisive movement in the face of risk is essential.
Derek Lutz: Are there notable differences between American and European approaches to supply chain leadership?
Alexander Gondris: Europe exhibits wide diversity in culture and approach, so there isn’t a single “European model.” The US stands out for its palpable energy, urgency, and intensity to create and succeed. This sense of urgency and the drive to deliver is a unifying characteristic observed across American organizations.
Derek Lutz: If starting from scratch today, how would you rebuild a supply chain organization?
Alexander Gondris: People remain fundamental—building the right team quickly is paramount. Data is the next priority: establishing a solid base of controlled, accurate data from the start. Without high-quality data, deriving insights is impossible, regardless of technological advances.
Derek Lutz: What is the hardest part of leadership that nobody told you about?
A: The responsibility of leadership brings a significant burden—especially the duty of caring for and guiding people. Navigating a VUCA (volatile, uncertain, complex, ambiguous) world is a constant challenge; leaders must offer direction and reassurance despite ever-changing supply chains, tariffs, and customer interactions.
Derek Lutz: Does the hierarchy “People, Process, Technology” still hold?
Alexander Gondris: For me, the order remains People, Process, Technology. Humans are meant to interact with one another and use technology as a tool, coordinated by effective processes. While the industry’s balance is shifting, this traditional hierarchy underpins successful organizations.
Derek Lutz: What is your “secret” to effective leadership?
Alexander Gondris: Building genuine relationships and solving problems collaboratively are key. Bringing together a good group of people fosters enjoyment and productivity. A collective vision and ensuring that everyone understands the purpose behind their work are central to team success.
Derek Lutz: Advice for challenger brands competing with market leaders in supply chain?
Alexander Gondris: Be absolutely clear on differentiation and target consumers. Find compatible partners—3PLs, co-manufacturers, packaging suppliers—who understand volatility and are willing to adapt. True partners who see themselves as part of your team make the journey much simpler.
Derek Lutz: What is the next “shiny object” or misunderstood disruption in supply chain?
Alexander Gondris: Artificial intelligence is the major disruptor. Most people understand only a fraction of its potential impact. AI is accelerating at a profound rate, with consequences for supply chains heavily reliant on data and technology. The industry collectively overestimates its mastery of AI, yet its transformative effects have only begun to materialize.
Rapid Fire Insights
Favorite supply chain tool: None. Success is all about people.
Biggest challenge (“Oh sh*t” moment): Losing S&OP for eight days in a $20 billion business.
Vendor horror story: Many, often linked to complex SAP implementations.
KPI that matters: Team engagement.
KPI largely ignored: Forecast bias, too much volatility to manage it reliably.
Three-month sabbatical: Follow Derek’s global itineraries.
Autobiography title: "It's the little things that matter in the end."
