Ep. 187: Braden Cadenelli – Bringing sustainable practices to the food industry

Connect with Braden: https://www.linkedin.com/in/braden-cadenelli-a0737b108/

Full Episode Transcript:
Adam (00:05):

I'm Adam Larson and welcome to Count Me In, the podcast that explores the world of business from the management accountants perspective. Coming up, I speak with Braden Cadenelli about the realities of implementing sustainability practices in the food industry.

Adam (00:20):

Braden is a professional baker in pastry chef who runs six state-of-the-art test kitchens for Puratos, a company which makes ingredients and products for bakers patissies, and chocolatiers around the world. This podcast helped me understand how sustainability practices must be baked into the financial planning and budgeting process at companies in order to drive long term value. And Braden is finding that management accountants are excited to work with him on his sustainability issues, especially when he brings the treats. Let's listen in now. Braden, thank you so much for coming on the podcast today. We really appreciate you coming on and sharing your expertise with us. And as we jump in to get started we know that many businesses are dealing with the reality that adopting sustainable business practices is really what's needed to be successful in the future and also is what's needed for our planet. Can you share a bit about your story, about how you came to see that this is a need and how you started the process with your company?

Braden (01:20):

Of course, Adam, thank you so much having me on today. I really appreciate it. And I'm excited to get to share and talk about a subject that I'm very passionate about, and that is sustainability and specifically sustainability within the food industry. There's really for our specific company where I work. We're Puratos, we're a bakery ingredient company. There's really two specific factors that have led us to our sustainability initiatives. The first one is that we are a family-owned company and the second generation of those families is starting to move into leadership roles within the company. And sustainability is a very important topic to younger people. Not to say it wasn't on the radar of the generations before not to say it wasn't important. It's even more important to the leaders who are coming up now, not only through our company, but in other companies as well.

Braden (02:18):

The second is consumer demand. We work in the food industry. There's a large demand over the past 10 to 15 years to clean up food. And a lot of people say they want to have food labels where they can pronounce everything on that label. If you're going to put that focus on cleaning up your food label and caring so much about the food you are creating as a food manufacturer, you have to care about how you're creating it. You have to care about every step of the system that gets you to that final finished product. And what that means is nowadays you have to have a sustainable system if for no other reason so that you can continue to be a successful business in the marketplace.

Adam (03:11):

I can see how that would be super important, especially if you're listening to your customers. Has it been difficult to start that path as especially with, you know, you're listening to your customers, but you also have to worry about your bottom line. So there's so many different things that you have to weigh. What has that process been like? Especially, you know, obviously this is a podcast for accountants, you know, what's this been look like as you're looking at your bottom line, working with your finance team, trying to see what is the best way to do this?

Braden (03:40):

Well specifically in my role. So to fill the listeners in a little bit, I manage a network of test kitchens within the United States and we have six test kitchens. That means I also have a little bit of a reach into some of our other practical physical facilities. When I work directly with our finance team in this aspect, it's all about long term planning. It is all about targeting the solutions that are going to work for our kitchens, and then making sure that we have the financial capital to be able to implement those solutions. So it's really, I have monthly meetings with the finance team, making sure that I am telling them what it is that I'm going to be looking into purchasing why I need to make these purchases and building out a proper budget. A lot of my job around sustainability is actually around budgeting and making sure that I'm doing the research and I'm talking to the right industry people and finding the right solutions and then finding ways to plan for them.

Adam (04:43):

That's great. So you have a really good relationship with your finance team then, because obviously if you didn't, you wouldn't be able to work on this project at all.

Braden (04:51):

Exactly. No, I'm very lucky. I mean, sometimes I have to bribe them with a cake or a cookie or a brownie if I really, you know, annoy them, if I forget to submit a report on time or if I forget to put a project through in power steering the right way. Generally speaking though. Yeah. We have a great relationship. It's really, for me, very interesting to get, to see that side of the business and get to play a role in planning out these long term projects and what the finances for those mean.

Adam (05:22):

So as you've become a partner with that team, are there other teams that you've had to kind of become a bridge with to kind of make this project a success?

Braden (05:32):

Yes. That's a great question because you cannot accomplish anything in any kind of business. It doesn't matter food industry or not. You cannot accomplish anything without learning how to partner with and work with other departments and other people. I heard a great saying once, and it was said to catch people's attention and it was all business is personal. And a lot of people, especially if you grew up watching eighties movies, you go, well, what about all those movies where they just said, oh, it's nothing personal. It's just business.

Braden (06:01):

All business though is personal because you're conducting business with other people. So what I've had to do is I've had to, A.) Get buy in from my own department, because when we're talking about sustainability, we're talking about changing people's daily activities because we are changing or removing resources that they are used to having. So I need to find solutions that they'll buy into. And so that they see the long term vision of this. I then have to sell the finance team on why we need to budget for this. For example, let's say we need to remove one use disposable item, but we need the CapEx to purchase a reusable item in its place, reusable that involves a capital expenditure, right. Something that I'm gonna use once and throw away. That's more OPEX. I control. I'm lucky I control OPEX for my department. I only have a small say in CapEx, right?

Braden (06:59):

The other people that I really have to have buy in from is our engineering team. They're the ones who are out there helping me, scour the industry and look for solutions. And then helping me implement the solutions. Because if we're talking again from a financial perspective, it's not only the solution. If I'm replacing, let's say a piece of technology, let's say a piece of bakery equipment that is very heavy in a certain type of utility usage. I need the tradespeople to take out the old machine. They need to install the new machine. There's an entire part of that process that isn't necessarily seen by everybody, but I need to worry about it and...