"Customer relationships are our main growth driver"

00:00:05: Imagine this, the restaurant is packed.

00:00:08: The kitchen... ...is working flat out and suddenly one crucial ingredient is missing!

00:00:15: Now there are two possibilities either chaos or someone says no problem it's on its way.

00:00:23: Today we focus on Metro's FSD company Oranges Express And in question how do you run a company that delivers when really matters?

00:00:32: So put your headphones, show us on.

00:00:50: Food service distribution at Metro is evolving fast and specialized players like Rangis Express are right in the center of that change.

00:00:58: Today, we'll talk about the business model of Rangís and their relationship with Metro including The Role Of Our Score Strategy.

00:01:06: How Metro's premium FSD company develops & transforms its business while staying close to customer needs Is what you will learn In this episode of More Podcasts.

00:01:16: Hold Safe To The Max!

00:01:21: A warm welcome to all of you, dear colleagues.

00:01:23: I am Bernd Roder from Global Internal Communications at Metro AG and responsible for this podcast about Metro's score strategy.

00:01:32: My guest today is a true example of what I would call Metro DNA in action.

00:01:38: Having started as work student, he spent many years on the strategy and M&A department at Metro AG before taking on major responsibility.

00:01:47: The post-merger integration of ProaPro into the Metro group was a key milestone here.

00:01:57: And since August, two thousand twenty two has been CEO of Rangissexpress.

00:02:02: Hello and welcome to Michel Poggenpol.

00:02:05: Thank you very much Bernd!

00:02:07: Great to have you here, Michael.

00:02:10: You've been part of Metro from an early stage in your career.

00:02:15: Today are leading one of the most important FSD companies at Metro.

00:02:19: What has changed for you personally since your start at your new role as CEO?

00:02:25: Thank you very much.

00:02:26: For the invitation there and great to be here coming back, I would say a lot of things have changed this point in time.

00:02:35: so when i joined Rongiexpress two thousand twenty-two The major thing is that was directly part over off the machine room after business.

00:02:45: yeah You are in charge for everything.

00:02:50: you're responsible for the business, your responsible people their families so to say.

00:02:56: And each and every action has a direct impact on the business also.

00:03:02: this is major difference compared all the roles I had at Metro beforehand.

00:03:09: And yeah, for me it's great being there.

00:03:12: Great to be in the machine room and let say shape of business.

00:03:18: so as we see today

00:03:20: What surprised you most when your started working at Wengie?

00:03:26: I would say the openness of people.

00:03:29: So when i joined there, because what have they seen so far from me at this point in time?

00:03:35: Yes They knew that I came for Metro and had a certain history with different kind of projects but it was super open!

00:03:44: They were listening and appreciating new ideas at Rongiexpress.

00:03:50: This is big surprise But sure... When you go You have your thoughts in mind and then you can say, okay.

00:03:59: How open are the people at the end?

00:04:01: And yeah I was very happy how well i came there.

00:04:06: would you also said this is something special for The Culture at Augie ?

00:04:11: I would say that they're very much down to earth.

00:04:15: They are humble people Open-minded People For sure.

00:04:18: there was always also a little bit reluctance against Metro, because Metro is big group.

00:04:26: I mean with big groups come together all so big risks and so on... ...and nobody can really judge these kind of risk but they were pretty open-minded for lot things around.

00:04:40: Today we are talking in detail about Rongier Express food service, distribution and our core growth ambition.

00:04:49: We are looking at the business model customers assortments and suppliers.

00:04:54: We will also discuss the relationship with Metro, including areas of collaboration and key touch points.

00:05:00: And we'll talk about transformation and strategic development of Rangiexpress.

00:05:05: Of course this episode will feature two recurring sections for more podcasts – The Fundamentals Questionnaire!

00:05:12: At the end Michel is a very personal sound engineer.

00:05:19: Let's start something simple but maybe stressful to you.

00:05:27: an elevator right now and you have a prox.

00:05:30: Thirty seconds to pitch your company, to me!

00:05:33: How would your Elevator Pitch for Ranges Express sound?

00:05:38: So the lifts here... The doors open And we get in after you Michel.

00:05:51: Doors close again ...and up we go.

00:05:58: That is a tough one, thirty seconds.

00:06:01: so I'd say Ranges express is leading food service distribution player here in Germany, but also in Austria and Switzerland.

00:06:11: Serving mainly Horeca customers but also trader-customers And most of them are the premium sector on market.

00:06:19: So really a niche business with more than two hundred million turnover and about seven thousand SKUs across all temperatures.

00:06:29: so mainly food businesses rare nonfood.

00:06:33: Okay, yeah.

00:06:34: Great!

00:06:34: Was

00:06:34: it thirty seconds?

00:06:36: I don't know but we have arrived on the eighth floor.

00:06:46: Thanks for a quick summary of Rangie Express Michel.

00:06:50: Yeah i would say then let's take closer look at whole thing and get into heart what you do.

00:06:56: Michel.

00:06:57: What are the special features of Ranges Express regarding your customer structure Your assortments And also your suppliers?

00:07:05: I mean, there are a lot of special features.

00:07:08: So mainly if we talk about the customers what they have done already in this thirty-second pitch.

00:07:16: these are high and premium customer's offer market.

00:07:18: so talking about upscale restaurants Michelin start chefs five star hotels bar resource but also touristic hotspots like Zanzibar the German island of the world, but also football clubs.

00:07:35: So I mean there's quite a variety of customers in our portfolio But we are mainly serving let say the upper niche off this market.

00:07:48: Serving those customers means that We have to offer such product assortment which attracts those customers.

00:07:58: And there we have done a lot of things in the recent past.

00:08:01: So, we have reduced our assortment from twelve thousand SKUs to now little bit more than seven-thousand in order to get a little bit focus and reduce complexity as well.

00:08:16: Two thirds of our business are generated via AltraFresh so this is big year here at Metro.

00:08:24: So we are also participating in this and contributing with our, let's say ultra fresh competence area.

00:08:33: Talking about suppliers so roughly six hundred different kind of suppliers We have an hour portfolio.

00:08:42: Also there we manage very close relationships to those suppliers because you have to imagine these suppliers mainly family owned businesses, small farmers somewhere also in France and Australia and southern part of America.

00:09:00: So really also niche business is their respective market.

00:09:08: so I would say these are the main special features about Rangy

00:09:13: And if we zoom out from inside to outside which market position do you hold?

00:09:20: And maybe also, who are your most important competitors?

00:09:25: So with all humbleness I would say we're the market leader.

00:09:28: In particular when it comes to Germany where you have a super fragmented market and its always difficult market.

00:09:38: So what is the right market?

00:09:40: We have done this couple of years ago for our score plan so that we had a closer look on our market niche and there, we've detected several kind-of major players which are also well known like Frische Paradies for instance as key competitor Haveland Express when it comes to certain regions in Germany, Otto Gourmet But you have also a lot of fragmented unknown local players.

00:10:11: So where we don't have any kind of name which are not present at Instagram or something like this, but they're there and they've had very close relationships to our customers – their customers!

00:10:24: And yeah... This is nice fight so fair-fight I would say….

00:10:30: It's easy as long as the leader in the market But when it comes, for instance to Switzerland and Austria we are rather smaller players in a bigger market segment.

00:10:43: Okay.

00:10:44: Strategy is one thing but running an FSD business is also about numbers?

00:10:48: Yeah could you name few of the most important KPIs for Augiexpress?

00:10:54: I mean for sure!

00:10:55: We have also Business Intelligent Tool, we have controlling departments... ...we can generate all different KPIs that we know.

00:11:04: The major KPIs which are important for me personally is one on the one hand side sales growth, you know?

00:11:10: Which was not a big surprise.

00:11:11: I mean i'm a little bit obsessed by this one because it tells your okay how successful all of our initiatives that we're running and commercial initiatives at the moment.

00:11:22: yeah And secondly total income margin.

00:11:26: Yeah Because It Tells You Okay How Good Are We Selling, How good Are We Buying At The End?

00:11:31: And what's important for Rungi as well is contribution rate.

00:11:36: So this the number which tells you, okay how successful it one drop on your tour and your route?

00:11:46: To what extent does that drop contributing to success?

00:11:52: For sure.

00:11:53: there are typical suspects like EBITDA free cash flow.

00:11:56: we have those in a monthly review.

00:11:58: but The other three I've mentioned, these are the key performance indicators for me.

00:12:06: Because it is no more podcast we have to look on a metro angle as well.

00:12:11: if you compare Rangie Express with Metro's food service distribution business how does this comparison?

00:12:19: I mean, also this is quite a difficult question.

00:12:48: has, to my understanding also wider range of products.

00:12:52: Also offering non-food products a wide range of non food product.

00:12:57: This is something what we don't have.

00:12:58: We've only couple off items and the non food thing.

00:13:03: then The sales approach is different.

00:13:06: I mean metro as a multi channel player.

00:13:09: Yeah So having lot of stores in the market Having delivery piece having digital peace So we only have one warehouse in Germany.

00:13:18: One bigger warehouse, some crosstalks and logistics infrastructure but we are selling via one warehouse to the entire nation.

00:13:29: Then maybe also when it comes to the sales force approach And this is quite interesting To understand our approach that We have a field force.

00:13:39: The Field Force guys are rather hunting for customers This task of them to go for new customers.

00:13:49: And this is a difference compared to Metro, because metro field force has also caretaking off.

00:13:54: customers are also stimulating sales and so on and so forth.

00:13:59: So... This was done at Rangy from the Taylor Sales guys as we have colleagues in the Taylor sales calling the customer taking care of their relationship building that relationship building trust to the customers and they're selling our products.

00:14:18: So we have fifteen, sixteen, seventeen people on this street.

00:14:21: They are looking for new customer acquisitions And once they've done an acquisition with a new customer it will be hand-overed then into the Taylor sales team.

00:14:32: so Interesting.

00:14:35: Looking back at their relationship what touch points Do you see?

00:14:41: and is Ranges possibly even a competitor of Metro?

00:14:46: On this question, I definitely have to say no because I would rather say so.

00:14:52: Metro and Ranges in one market are complementary to each other.

00:14:56: So Metro is operating on the wide spectrum off a market serving let's say all Horeca trader customers which possible to take in a market.

00:15:12: And also the range of metro is wider than one of Rungi Express, so I would say definitely no competition as rather complementary.

00:15:22: and this was something we see together with Metro Germany.

00:15:25: there are some very good examples where we are, let's say serving one bigger customer together.

00:15:32: Yeah and how does Rongier express benefit from Metro?

00:15:37: And also vice versa.

00:15:39: I mean for me there a lot of fields.

00:15:41: so where Rongiers can benefit from metro in the other way around they're rather softer synergies.

00:15:49: this is right term like the one.

00:15:54: okay we are exchanging ideas, we're exchanging knowledge skills.

00:15:59: We are open for Metro people to visit us and spend a day or two days at Rungi in our headquarters of Mecklenheim in order to understand how we work but definitely can also learn from Metro when it comes to processes through structured back office operations We benefit from the trading offices, we benefit from logistics and also the other way around.

00:16:25: So here with our let's say in-house logistics company... ...we are doing services for Metro Germany but also for metrologistic.

00:16:33: so I mean there when you talk about digital yeah?

00:16:38: Also this is something where a medium sized business like Ronji can benefit from.

00:16:43: Let's Say The Power And The Skills a big group can offer.

00:16:47: Yeah, and let's connect it to the Big Picture.

00:16:51: what role does Metro's score strategy play for Rangier Express?

00:16:57: A big one!

00:16:57: So without metro-score strategy we would never have had framework for our score strategy.

00:17:04: so this was more or less foundation as I said for us and it's good that the score strategy is a growth strategy, because this fits perfectly to our ambitions.

00:17:17: And yeah... It was more or less than the groundwork of our ideas and

00:17:23: initiatives.".

00:17:28: When we talk about strategy performance and collaboration… We can't avoid one thing at Met Show!

00:17:34: our major fundamentals.

00:17:36: And that's exactly what we want to talk about now, Michel your personal thoughts and attitudes towards our corporate values.

00:17:44: as always I will ask you five questions and would like you to answer them briefly into the point.

00:17:50: okay?

00:17:51: Okay!

00:17:52: Then let's get started with the first question which of the five fundamentals is your favorite one?

00:17:59: That is an easy one.

00:18:00: it growth is king.

00:18:02: Yeah, so I mean we are addicted to growth and this fundamental sets the scene.

00:18:10: And it gives definitely guidance because we have super often in trade of situations where we can decide going either one way or other way?

00:18:19: Then you said no!

00:18:20: We had a fundamental which is called growth as king.

00:18:25: Like this fundamental then okay

00:18:28: yeah we'll talk about your growth ambition later also in detail.

00:18:32: now the second question regarding our metro fundamentals.

00:18:36: aware and you're working environment do ya think simplification is most needed.

00:18:42: I would say it was definitely needed in our assortment.

00:18:47: As i said, Our assortments were way too complex.

00:18:49: so when we started We had more or less twelve thousand active articles which is way to much for a small business like Rungi operating on the small niche.

00:19:00: So we have reduced It To little bit more than seven thousands.

00:19:03: but The work Is not over and still Have to do Assortment reviews think it through and to say, okay this is really a Rongyi product.

00:19:14: And the other one is not a Rongji product.

00:19:17: so on this we have to be super straighter.

00:19:19: Okay then let's go a step further.

00:19:22: what would you like to abolish because?

00:19:24: It had no impact so far.

00:19:27: We have stopped a lot of things at Rongyi throughout the last couple years So that was only done by me but also by the former management already.

00:19:38: We have also, let's say stopped for instance a B to C web shop.

00:19:41: So where the basic idea is right?

00:19:45: But um... The execution is difficult in Germany.

00:19:47: so because everything what deals with b to c needs to have huge marketing budget and this something that we didn't want afford.

00:19:57: if you ask me why I wanted stop definitely the email traffic we have at Rangiexpress, so we are still doing too many things via e-mail.

00:20:06: So instead of going to the colleague and saying some verbal words Yeah, tending to write an email with huge distribution lists and so on.

00:20:21: I'm not a big fan of this

00:20:22: one.

00:20:23: And that leads us directly to the next question regarding your collaboration within Rangier.

00:20:30: How do you create open working environment where your colleagues can bring our fundamentals to life?

00:20:41: It's a physical working environment, which needs to be the right one in order to have people there who feel comfortable with the offices.

00:20:52: We also have a lot of litty bright space and nice atmosphere.

00:20:59: so I would say on the one hand side this helps And we've done it using our recent relocation of the headquarters but also with the main warehouse.

00:21:09: But second is the thing which needs to happen in your mind.

00:21:15: And here I would like to lead by example, because people are looking at their management.

00:21:21: they're looking at a CEO or CFO whatsoever.

00:21:25: They look how these people treat themselves.

00:21:30: How do those people treat others?

00:21:32: and so on.

00:21:33: If you go for an example tend to copy it at the end.

00:21:38: And this is, let's say my mission also at Rongyi too implement the right culture for the business in order to have really a performance generating culture there.

00:21:49: Yeah

00:21:51: Which three words best describe one metro?

00:21:54: to you?

00:21:56: I would say first word is cross country second is cross functional and third is synergies.

00:22:07: Little explanation, cross-country because I mean we need to understand that metro is not only one piece in one country.

00:22:15: So it's something bigger.

00:22:17: so beyond borders and the same holds true for functions also.

00:22:23: this also relevant for Rungi yeah?

00:22:26: Because you have a lot of function there.

00:22:28: sometimes we tend think in silos.

00:22:32: Yeah, so okay.

00:22:32: I'm sitting in function a and I am doing my job here And i don't think about To what extent?

00:22:40: My drop has an impact on function b yeah So we need to understand that there's also another colleague In Another Function and maybe in another country who benefits from From my work or Who gets the consequences of my Work huh.

00:22:54: and then at The end this will result in synergies Also in positive, soft or let's say also more precise concrete synergies.

00:23:04: Okay yeah all right Michel now we know what is important to you about our fundamentals and how do deal with them when your daily work?

00:23:12: And later on we want find out that what else is important for personally be it at work maybe even private life with sounds of a near end here as already very short pre-listen again Hmm, sounds interesting.

00:23:30: As always we will find out what it is and what that means for you towards the end of this episode.

00:23:41: Michel as CEO of an FSD company You know one thing for certain day-to-day operations are not just a back office they're strategy.

00:23:52: And that brings us to a major milestone for Rongier Express.

00:23:56: You already mentioned it, you are about to move into your new state-of the art warehouse at your company site in Mecklenheim south of Cologne.

00:24:06: How important is such step foreign FSD Company in general and very specifically for Rongie express?

00:24:14: Super important and it was now really necessary to also do this step.

00:24:20: Because we have seen with the last Christmas business, which is always in a peak of our business together that the old facility was really coming to an end, so when it comes to capacity and storage places.

00:24:37: So now we have prepared this already a couple of years ago with the green signal from Metro which is allowed for us more than necessary.

00:24:56: It will provide us more space for our products, which doesn't mean that we want to lift the inventory levels now artificially.

00:25:06: But we want create higher availability when it really comes to fast rotating product.

00:25:14: We had in past also some external storage spaces from let's say external parties.

00:25:22: These kind of costs we can now also save, because now we really bring these products to our new location.

00:25:30: Are the major changes this step will bring?

00:25:34: These processes or service levels and day-to-day execution?

00:25:38: I mean those are definitely technical ones.

00:25:42: so apart from that there is a cultural one as well really a new perspective to the people working for Orange Express.

00:25:51: So I'm seeing, okay now that journey goes onward.

00:25:55: so they see their company is growing.

00:25:59: we are relocating in new offices.

00:26:03: this has an impact on the mindset of the people also.

00:26:08: i mean there technical things and software.

00:26:10: both are important.

00:26:12: A

00:26:16: move like this is often more than just new walls and new ramps.

00:26:21: Is there a comprehensive transformation process currently underway at Rangie Express?

00:26:26: And if so, in what direction does the change heading?

00:26:30: Definitely yes!

00:26:31: It goes together with our score strategy which describes more or less If we could now move back in time, and it would be twenty-twenty two.

00:26:43: And if you go to our old location... You'd rather see a completely different kind of company?

00:26:50: Yes!

00:26:50: It has the same name but is more or less located in the city like Meckernheim.

00:26:57: We're still at Meckenheim But business that's doing right now are slightly different.

00:27:02: So we have sharpened our brand perception really clear on the premium part.

00:27:11: So there's no question what Ronji is about its premium, premium, and we are focused on the assortment as I have described it.

00:27:20: so we're undergoing through hefty cultural change.

00:27:25: We are asking a lot from our people because not everybody is embracing change.

00:27:32: So we have to deal with it, take care and manage changes so that we can do this in communication.

00:27:40: For instance for the employee app where I also reach people who aren't sitting at McKenna because there's also people sitting on the cross-stock in the sales office of Berlin, of Kralzheim.

00:27:55: So communication is quite important.

00:27:58: and this transformation process?

00:28:01: Yeah let's stick with a topic for transformation In your business strategy only works if also customers feel it.

00:28:10: I know that at Rangie Express you have a show kitchen Yes At your headquarters And place special role.

00:28:19: How important is this show kitchen for building and also maintaining your customer relationships?

00:28:27: Super important.

00:28:28: In order to be very quick on the answer, yes you're right we have quite an impressive show kitchen in our facilities which was ran by former Michelin star chefs who are doing their fantastic job.

00:28:46: Yes, as you have said it is very important for customer relationship because we are conducting there our famous Customer Events Kundenstammtisch in German.

00:28:56: It's a customer gathering so where we invite customers once and the month maybe together also with partners or suppliers to showcase Our assortment competence when it comes to certain products, sometimes we have an Italian night.

00:29:13: We have a Spanish night with the meat dedicated evening whatsoever?

00:29:19: So I mean always our topics are themes.

00:29:22: so and then we invite customers And the customer's really coming through these kind of events.

00:29:28: also they're happy When this kind of event is about happen.

00:29:32: And yeah, for this you need a room.

00:29:34: You need to have the equipment there and in order to really run such as show it's a shower little bit.

00:29:40: so... For our Show Kitchen is very important.

00:29:44: but also apart from this I'm doing meetings because that gives your atmosphere of gastronomy which then is the AP center on business.

00:29:57: And there's also another way to get into contact with your customers, because one special way in which you at Rangis Express build relationships with our customers is demonstrated by your journey through northern Germany and the German North Sea islands.

00:30:16: What particular insights have you gained from this experience?

00:30:20: How do you incorporate them into your strategic planning?

00:30:24: Yeah, I mean this was a fantastic trip.

00:30:26: These are really the positive aspects of my job being there where customers and talking about this niche business most of our customers at nice places And you have talked to the northern part of Germany Scheduled like this that we have started with the customer event.

00:30:49: Like, uh... The one I've described for Mecklenheim.

00:30:52: sometimes We do these kind of events also at customers where we invite other customers.

00:30:58: So this one was in Hamburg Where we could really welcome more than sixty customers?

00:31:04: Well, we had a good evening together With them to directly get feedback and conduct discussions.

00:31:14: After that we moved to the island of Zuld, where I spent my score work out at Sanzibar.

00:31:23: quite a famous.

00:31:24: Have you been there?

00:31:25: No,

00:31:25: no but...

00:31:26: You have to be expensive!

00:31:29: Come on come one.

00:31:31: this is really nice place.

00:31:34: yes it's a touristic hotspot and also let say spending their full shift from the morning into late evening so brings lots of insights.

00:31:45: And after a couple of hours, the people are super frank with you and they tell you okay what's really going?

00:31:50: well what our major growth driver is at the end.

00:32:19: It's, it is a customer relationship and as I said we are operating in an niche market.

00:32:24: so i cannot say okay together today we have four thousand customers tomorrow i have forty thousands.

00:32:29: this will never be the case yeah.

00:32:31: So maybe i will have uh with rongie express at the n four thousand five hundred or five thousand customers.

00:32:38: but there is a natural End you know?

00:32:43: Can I develop the business with a current customer base?

00:32:47: Yes, for sure.

00:32:47: There's an inflow of new customers but yeah there is natural limit to it.

00:32:54: so hence we have to see how we can develop this customer relationship.

00:33:00: and knowing the customer being close to the customer getting that trust from the customer helps you in order also offer tomorrow Maybe not only ten items per invoice, but maybe eleven.

00:33:16: Speaking of growth what gross targets have you set for your company?

00:33:21: I mean we are in the very good position that this fiscal year will exceed two hundred million tons over this fiscal years which is already a huge milestone to us.

00:33:37: And I'm also pretty confident to say at the end of this score period, we will get very close to the two hundred fifty or even above.

00:33:47: So so that would be our growth ambition for next couple years.

00:33:51: and what are they core projects together in the near future?

00:33:56: Yeah, we have already implemented a lot of projects.

00:33:59: I mean Rungi in the recent three years was full off project.

00:34:03: so now We also have to run the business and So without the distraction of further Projects.

00:34:10: but nevertheless i mean The last big thing Was relocation.

00:34:15: There will be Also additional projects maybe not with the same magnitude as the relocation But for instance, we will implement also a new ERP system in the sales department.

00:34:26: Yeah So which will provide you insights more intelligence?

00:34:30: For the Taylor sales colleagues and so on and so forth.

00:34:35: We think about expansion now.

00:34:38: I was always a little bit passive on Expansion because I always said okay i want to see whether The business model is really on a healthy foundation, and from there we can really then start also thinking about adjacent markets like Luxembourg for instance.

00:34:57: Maybe some cities in the area of German-Dutch border so maybe some areas in Austria or northern part of Italy Can be interesting where are still having a lot wide spots And developing existing business further.

00:35:23: Dear colleagues, before we continue with today's episode I'd like to take a moment to talk about something that is just as important.

00:35:30: As great products strong sales or ambitious growth targets the people behind them!

00:35:36: As part of The Big Fresh our Year Of AlterFresh We have launched this year's employee recognition program.

00:35:42: Who's got the biggest fresh vibes?

00:35:46: The idea is simple Celebrate colleagues who bring energy team spirit ownership and passion to their work every single day.

00:35:55: So think about the people who inspire others, Who help that team succeed?

00:35:59: Who live our fundamentals And consistently give the extra mile for customers & colleagues.

00:36:05: These are the people we want to recognize and make visible across Metro!

00:36:10: So...who comes to your

00:36:12: mind?!

00:36:13: You can nominate a colleague in just few minutes and help us celebrate The People who bring real fresh vibes To Metro everyday.

00:36:21: Nominations are open until the end of September.

00:36:24: And you'll find all information and the nomination link on United, in the show notes for this episode!

00:36:30: Now let's get back to our guest….

00:36:33: …and of course – to todays Sansevignia!

00:36:40: Michel now that we've learned so much about Rangé Express... ...your business model AND what's ahead with your transformation?

00:36:47: We would like to learn more about your personality.

00:36:50: Like every guest on my podcast You have brought a sansevignon with YOU and all our colleagues already know that is a sound that inspires, motivates or touches you emotionally.

00:37:00: So Michel we are curious what sound did you bring?

00:37:05: Yeah give me just the second.

00:37:12: okay something crackling was.

00:37:16: there's something sizzling.

00:37:21: What is it?

00:37:23: I'm getting already hungry when i listen to this.

00:37:28: No, this is exactly a piece of meat on our barbecue plate which has more or less the preparation for our famous customer event.

00:37:40: and what gives me energy because also in the show kitchen.

00:37:51: Yeah, I'm really getting energised for the upcoming events they are meeting.

00:37:55: The customers presenting Rongie Express... Presenting products from us and getting feedback of customers is something that drives me in a very positive

00:38:08: way.

00:38:08: And it was you who was frying this piece?

00:38:11: That would be nice if i could say so.

00:38:15: So no!

00:38:16: It's done by Andre Wolf our famous Chef, who is also our testimonial on Instagram for Rungi Express.

00:38:26: He's doing all this stuff in a very perfect way.

00:38:29: so...

00:38:29: You're just there for eating that?

00:38:31: Absolutely!

00:38:33: For tasting.

00:38:34: I'm the CEO!

00:38:37: Okay yeah Michel what an amazing sound and what great story behind it.

00:38:41: thank you very much for sharing it with us.

00:38:44: And that wraps up today's episode of More Podcasts, a big thank you to you Michel!

00:38:49: For all the insights into the business of Orange Express.

00:38:51: and what's next?

00:38:53: With your transformation and your growth agenda we've certainly learned a lot – All The Best To You Michel!

00:38:59: Thank-you very much Ben was a great pleasure to

00:39:04: all our colleagues listening.

00:39:06: Thank you for joining us!

00:39:08: Don't forget to subscribe to more podcasts on your favorite podcast platform, catch up on all past episodes and recommend more podcasts to all of your colleagues – I'm looking forward to the next episode.

00:39:20: Bye-bye.