ALTIX INDUSTRY CHAMPION INTERVIEW
Each quarter we sit down with industry executives and thought leaders to discuss the trends, challenges, and best practices that are transforming their businesses.
Today we are joined by Serge Joris, Group CEO of Frigoglass Group.
About Our Industry Champion
Thanks for being with us today, Serge. It is always a pleasure to be with you. For our readers, please introduce yourself and share a bit about your career and international journey.
Absolutely. I was born in South Africa, but I hold Belgian nationality. My father was working for Unilever in South Africa at the time, and we moved back to the Benelux region where I spent my youth. I studied computer science and business engineering, the perfect foundation for what came next.
In 1994, early in my career, I started my own company in Belgium called CommIT. We began as a hardware distributor, providing marking and coding equipment to the FMCG industry. But very quickly, I realized there was a significant gap in the market: while the hardware was solid, everything was standalone, operated manually, and prone to errors. There was a real need for integrated software solutions – particularly to support traceability for food safety.
We saw an opportunity to use product identification technologies – barcodes, and later RFID – not just as tools for printing information, but as enablers for traceability across the supply chain. That’s how we developed CoLOS, a software platform that allowed companies to track and trace consumer goods through their supply chains and recall products efficiently, minimizing risk and waste. It really resonated in the FMCG world – companies like Unilever, Heineken, Dow Chemicals, and Procter & Gamble became key partners.
Fast forward to 2004: Walmart had just launched a major RFID initiative in the U.S., looking to track food trays throughout their distribution centers. They contacted Dover Corporation, a multi-industrial, 8B USD group based in Chicago, that owns a company that had the hardware but lacked the software capabilities. Our work with RFID and traceability in Europe had caught their attention. A few months later, one of the Dover companies acquired CommIT, and I was asked to replicate our setup in the U.S.
As an entrepreneur who had built something from the ground up, the transition to corporate life was not easy. I signed a five-year commitment and started in New Hampshire, but we quickly realized we needed access to software developers and systems integrators, so we relocated to the Boston area. That move marked the beginning of a 15-year journey within Dover.
Initially, I found the corporate structure slow and bureaucratic – honestly, after six months, I was bored. But over time, I came to appreciate the experience. I learned how to scale a business, how to standardize processes, and how to navigate a global organization. I took on multiple leadership roles from Country Manager, Division VP, Business Unit VP to M&A Integration Manager and Company CEO/President, across Belgium, the Netherlands, Switzerland, and the U.S., including as CEO of a Dover company based in Cincinnati with operations in Europe, China, and the U.S. That company had been run for 17 years by one person and needed a complete transformation.
In 2019, a headhunter reached out with an opportunity that took me back to Europe – this time to Spain, to lead a third-generation, family-owned multinational company. The family had decided to step back and bring in an executive team to accelerate growth and improve profitability, particularly urgent after COVID hit and revenue dropped by 43%. It was a big responsibility, but we focused on innovation, product customization, and regionalization – especially in the U.S. Four years later, in 2023, the company recorded its best financial results in its 100-year history.
And then – while on holiday – I was contacted again by a headhunter, this time about a role at Frigoglass. I was intrigued. Frigoglass is a very well-known company, one of the industrial diamonds of Greece, once an icon on the Athens Stock Exchange, and one of the few truly global manufacturing companies the country has produced. But it had faced enormous headwinds: the COVID crisis, a devastating factory fire in Romania in 2021, the impact of the war in Ukraine, and the resulting need to relocate production again. All of this created a significant financial burden, and in 2023 the company defaulted. That’s when the bondholders stepped in, took over 85% of the shares, and initiated a turnaround. I started as CEO in February 2024.
Frigoglass is a beautiful company with a strong legacy, and I see this role as another chapter in a career defined by transformation. It’s what I’ve always been drawn to – finding the potential in a company, reconnecting it with its customers and purpose, and leading it back to growth and excellence.
About Frigoglass
What market needs and problems are Frigoglass solving? What is its mission? What industries is it serving? Tell us more about the company.
Frigoglass Group is a global leader in commercial refrigeration and high-quality glass packaging solutions. The Group serves the world’s leading beverage brands – such as Coca-Cola, Heineken, and AB InBev – and holds strong positions in the high-growth glass container markets of West and Central Africa.
Renowned for its ESG performance, Frigoglass has been internationally recognized by EcoVadis for seven consecutive years for its leadership in environmental, labor and human rights, sustainable procurement, and ethical practices, placing the Group in the top 1% of its industry.
Frigoglass operates across four business verticals:
- Frigoglass: Commercial Coolers, producing point-of-sale refrigeration equipment widely used across Europe, Africa and Asia.
- Frigoserve: Asset performance services, providing field service, installations, refurbishment, spare sparts, and warehousing not only for Frigoglass coolers but also for competitor equipment, vending machines, coffee machines, and more.
- Beta Glass: Premium glass packaging solutions with advanced production capabilities, serving clients across various sectors including soft drinks, beer, spirits, cosmetics, and pharmaceuticals.
- Norcool: High-end consumer appliances including drawer coolers, freezers, and wine cabinets for premium kitchen solutions.
Together, these verticals generate just under €500 million in revenue. The Group operates nine manufacturing facilities across three continents – Europe, Africa, and Asia – including plants in Romania, South Africa, India, Indonesia, and Russia. Sales and service teams are present in over 25 countries, serving over 100 countries.
In April 2023, Frigoglass Group completed a successful recapitalization and restructuring. It is now 100% owned by a private company, incorporated in England and Wales, which also holds the post-restructuring debt. This company is, in turn, 85% owned by Frigo NewCo 1 Limited, and 15% by Frigoglass S.A.I.C., a Greek-listed company. There are no operational or governance links between Frigoglass Group and Frigoglass S.A.I.C.
What mission were you hired for? What was the state of the company when you took over?
Following the capital restructuring, the new shareholders appointed a Strategy & Transformation Committee with a mandate to lead an aggressive turnaround of the Group. I was brought on as a member of this team to co-develop and execute a comprehensive transformation plan for all four business verticals.
The company had gone through multiple organizational restructurings. The once highly profitable glass business in Nigeria had entered a sharp decline due to the steep devaluation of the Naira and inflation exceeding 30%, reaching breakeven EBITDA levels by October 2023. The Commercial Coolers business had been significantly impacted by the COVID-19 crisis, compounded by the complete burn down of the Romanian manufacturing site in 2021 and the isolation of the Russian business due to the war in Ukraine.
Transformation, Turn-around & Strategy
Frigoglass is undergoing a significant transformation. What were the key factors that shaped your strategy when you took over as CEO, and what were your primary priorities?
According to my experience, a company in distress that requires a turn-around or transformation rarely struggles in just one area. While stakeholders or employees may point to a single visible pain point, the reality is often much more complex. These companies typically require a comprehensive transformation plan that addresses organizational inefficiencies, talent gaps, operational bottlenecks, liquidity or working capital challenges, and commercial or marketing issues. Often, they have lost their market connection, failed to read trends, and missed opportunities for innovation.
My first priority in such situations is to listen, to be in the field, ask the right questions, and to question the answers. One cannot truly assess the root causes of a company’s distress from behind a desk by simply analyzing numbers. You need to uncover the story behind the numbers. While the executive team is a critical source of information, equally valuable insights come from employees, subsidiaries, customers, suppliers, industry associations, and even competitors. In fact, face-to-face interactions with these internal and external stakeholders often reveal the most honest and accurate view of a company’s strengths and weaknesses. I find that most companies in distress become extremely internally focused, overly opinionated, and financially constrained, which leads them to prioritize cost-cutting as their primary solution. Frigoglass was no exception.
The one benefit of joining a company in such conditions is that the sense of urgency is tangible. I have also led transformations for highly profitable companies unaware of changing market conditions, where creating that same sense of urgency is far more difficult, Kodak being the classic example.
During the initial assessment phase, I benchmarked findings with my teams and developed a list of “quick wins” – obvious, high-impact changes that could be implemented right away. At the same time, I evaluated who in the organization was open to feedback and willing to drive change – and who was not. For example, at Betaglass, we faced commercial challenges due to the devaluation of the Nigerian Naira. We introduced a dynamic pricing strategy, but realized the existing leadership team was not prepared to challenge long-standing customer relationships or adapt to the new reality. After 30 years of leading transformations, I’ve learned to distinguish between those I can coach and those I cannot. Soon after, we replaced the leadership team in Nigeria and accelerated the transformation.
To succeed in such environments, it is crucial to surround yourself with ambassadors – team members who are willing to challenge the status quo, run the extra mile, and help cascade the vision throughout the organization. Gradually, you build an “army of ambassadors” who drive change from within.
While continuing face-to-face interactions and gathering insights from all stakeholders – avoiding hearsay – we began developing a strategic transformation plan. The plan balanced short-term wins with longer-term strategic initiatives, including the exploration of disruptive technologies and business models. Once we had built enough credibility and alignment among executives, we defined 10 core initiatives that could move the needle in the short term. These initiatives were grouped into three strategic pillars:
- Innovation
- Market Expansion
- Performance
We named the transformation program IMPACT – a simple, memorable name that enabled us to communicate the plan clearly and cascade it effectively across our global organization of 5,000 employees. “IMP” reflecting the three strategic pillars and “ACT” symbolizing the spirit of action driving the transformation.
Once insights were gathered and credibility established, this was the moment for the transformational CEO to step forward, communicate an inspirational vision, articulate a clear purpose, and create future perspectives for both employees and stakeholders.
Transformation takes different forms across Frigoglass’ business units – glass, coolers, and services. How do you align strategic pillars while adapting execution and deployment to fit the unique needs of each unit?
“One-size-fits-all” doesn’t work when deploying a transformation. That’s why I always refer to our strategic plan as a framework which outlines the common denominators through three strategic pillars: Innovation, Market Expansion, and Performance. But it also gives business units and local teams the flexibility to tailor initiatives to their specific market needs and challenges. While we’ve identified 10 group-wide initiatives that will drive impact, we expect local teams to engage with those where relevant and to define an additional 3–5 initiatives aligned to their unique context.
To drive both alignment and execution, we’ve implemented deployment tools like the X-matrix. This tool connects high-level objectives to front-line action, helping teams define three-year breakthrough goals and cascade them into concrete annual targets, KPIs, and monthly milestones using bowling charts and TTIs (Targets to Improve).
The X-matrix forces clarity, focus, and discipline. It helps filter out the noise, often starting from more than 100 ideas – and narrows our focus to the initiatives that truly matter. It’s not just a planning tool; it’s a mechanism to ensure that strategy becomes execution. It empowers teams across all levels to take ownership, stay aligned, and drive transformation that’s dynamic, visible, and real.
Organizational & Cultural Challenges
Frigoglass operates across diverse geographies and cultures. How do you navigate the complexities of leading transformation in an organization with such global reach?
I would like to answer this question with two dimensions.
Having worked in multiple functions with responsibilities in all regions around the world and having lived in multiple geographies and continents helps me understand and accept cultural differences. This is important during the assessment phase of the transformation, during the development of the strategic direction, and during the execution of the strategic plan. Engaging people in Indonesia works differently than engaging people in Switzerland, and again differently from engaging people in Nigeria.
Unless motivated by development opportunities of the leadership team, I prefer to have local leadership in the geographies. I have seen multiple examples of transformations fail where headquarters deploys HQ people to the regions to lead and accelerate the deployment of the strategy without considering differences in leadership style, employee engagement, and other cultural differences. I would rather work with local leadership ensuring strategic alignment and empower them to execute the deployment. This may require leadership changes in an early phase of the transformation. Although I do respect the cultural difference, we need local talent to tailor and develop the adequate initiatives and to drive change. Not every manager is necessarily skilled in change management.
The second dimension is how we customize the strategic framework to fit local needs, which I referred to in the previous question. During my international tours, the plant visits, I obviously do spend time in reviewing the business, tracking the deployment of the actions by reviewing KPIs, but I spend most of my time trying to understand how people in the region connect to the vision of the company, how they translate the strategic focus into their actions, how they feel that they contribute to the success of the company and how they measure that success.
We deliberately use the term strategic framework rather than plan. A plan can feel rigid and top-down. A framework provides clear priorities, boundaries, and group-wide initiatives – but it also encourages creativity and ownership across regions and business units. For example, an efficiency initiative may span all geographies, while a market expansion project in Egypt might only involve a subset. In India, the local team may define seven unique initiatives within the global framework. This approach drives alignment while fostering entrepreneurship and accountability at the local level. It’s not about enforcing strategy from the top – it’s about co-creating it and enabling teams to truly own it.
Finding the right talent is critical for successful transformation. What approach have you taken to ensure you have the right people in place to drive change effectively?
You simply cannot drive a transformation without surrounding yourself with the right talent. No CEO is an expert in all business domains – so building a complementary, high-performing leadership team is fundamental. Especially in a turnaround, when the expectations are high and time is limited, you don’t have the luxury to develop key leaders over time. You need people who bring deep domain expertise, strong change management skills, fresh perspectives, and importantly, the drive and passion to move fast.
As part of the transformation, I always assess the leadership team. In one recent example, just two weeks after joining, I visited our team in Nigeria. The business was facing a steep decline in EBITDA, and when I asked what actions, they were taking, the response was essentially: “There’s nothing we can do, we’re locked into contracts.” That mindset – risk-averse, passive, and resistant to change – wasn’t compatible with a turnaround. I knew then that we couldn’t drive transformation from a distance with a team that wasn’t on board. We had to make leadership changes – bringing in a new CEO and CFO who were ready to challenge the status quo. We built an executive team of experienced people with a lot of experience within the group, but balanced with new leaders from other industries, which created a healthy 50/50 mix of industry and company expertise and fresh perspectives. Today, that business is back to a healthy 30% EBITDA.
After more than 20 years in leadership roles, you learn to quickly read a team – who you can coach, influence, and grow, and where you need to make a decisive change. Postponing those decisions only slows down progress. That said, it’s not just about replacement – it’s also about support and coaching. Leading a business and leading a transformation are two very different skill sets. We actively coach the team, helping them step into this new mindset.
In the end, the success of any transformation depends heavily on the team you build around you. The right people make all the difference.
Operations & Innovation
Sales and marketing transformation is a key focus area. How has Frigoglass adapted its approach to strengthen customer relationships and market positioning?
In times of distress, companies often turn inward focused on cost-cutting and internal firefighting. Frigoglass was no exception. Years of challenges had made the organization extremely introverted. Part of the transformation journey was to flip that mindset – to become an outward-facing, market-engaged company again.
We relaunched our brand with a refreshed visual identity, a new website, a stronger social media presence, and updated corporate materials. We returned to trade shows and re-engaged the market. This was more than just a marketing initiative – it was a strategic shift to rebuild trust, regain visibility, and support customer diversification and market share growth.
The second critical pillar of this transformation was strengthening relationships with existing customers, especially multinationals. Re-establishing confidence in the company’s new direction was fundamental. We transitioned from traditional, siloed sales-procurement relationships to cross-functional, strategic partnerships. Our Key Account Management model was redesigned to bring in voices from across both organizations – supply chain, ESG, IT, R&D – creating a much richer and more impactful dialogue.
For example, in Nigeria, we met with Heineken and introduced a pallet recycling program that supported their ESG targets. This wasn’t about selling more units – it was about solving real business problems for our customers. When you organize top-to-top meetings between executive teams and explore broader challenges – logistics, sustainability, systems integration – you realize just how much more value you can deliver. It also unlocks innovation, because understanding your customer’s pain points often leads directly to new ideas and opportunities.
This outward transformation, strengthening our brand, deepening customer relationships, and broadening our value proposition – has been essential to writing a new chapter for the company.
Innovation plays a major role in Frigoglass’ strategic vision. What role does R&D play in your strategic initiatives?
It should come as no surprise that innovation is one of our core strategic pillars. In my view, innovation is the lifeblood of any successful company – it’s how you create real value for customers and differentiate yourself in a competitive market. For Frigoglass, innovation is not new; it’s deeply embedded in our DNA.
Frigoglass has long been a pioneer in both the commercial cooling and glass packaging industries. In 2024, we were proud to be the first in our sector to launch A-class coolers, consuming less energy than a 60-watt light bulb. With three dedicated R&D hubs, we focus on cutting-edge cooling technologies, connectivity and IoT, design and serviceability, as well as advanced, lightweight glass packaging that supports our customers’ sustainability goals and lowers logistics costs.
But innovation for us extends beyond products. As part of our strategic sourcing transformation, we reallocated some of our R&D team to support procurement efforts, validating new suppliers, new materials, and accelerating cost-optimization initiatives. While this temporarily reduced our innovation bandwidth, it delivered immediate results in mitigating supply chain risk and improving cost performance. And now, we are shifting back to reinvest and refocus on breakthrough innovation, including collaborations with external R&D centers, to fuel our next wave of growth.
At its core, innovation is about challenging the status quo. Whether it’s in the design lab, the supply chain, or through customer partnerships, it’s the only way to lead. Our goal is not just to catch up – but to continue setting the pace in our industries.
How are you leveraging digital, automation and AI to enhance business operations and ensure future competitiveness?
At Frigoglass, we acknowledge that we have some catching up to do in terms of digital transformation. Over the past years, investments in our ERP backbone and IT systems integration were postponed due to COVID and other pressing headwinds. As a result, today we see a disconnect between systems that need to be addressed with urgency and focus.
To accelerate our transformation, we’ve increased our CAPEX by more than 30%, prioritizing digitization and automation across the organization. Key initiatives include the deployment of Salesforce.com for our Technical Services organization, allowing us to optimize field activities, gain visibility, and automate key processes. We’ve also expanded our Manufacturing Execution Systems (MES) footprint to enhance production efficiency.
Augmented Reality (AR) is already playing an important role in our service organization, especially as we face challenges in attracting, hiring, and rapidly training technical talent. AR enables us to work remotely with external experts and train new hires faster and more effectively.
When it comes to Artificial Intelligence (AI), its use is still fragmented. We’re seeing promising applications in operations and service, particularly in performance analysis and predictive maintenance. However, a harmonized, enterprise-wide AI strategy is still lacking. Right now, its development is largely driven by individual leaders and domain experts. There’s clearly a tremendous opportunity ahead.
In particular, we see huge potential in developing intelligent, connected coolers – leveraging data collection to drive smarter decision-making, predictive service, and deeper customer insights. It’s a strategic imperative that will not only streamline our internal operations but also differentiate us from the competition and create new value for our customers.
Leadership & Execution
Leading a transformation is as much about execution as it is about strategy. What have been your biggest lessons in implementing change across Frigoglass’ different business verticals?
Deploying a successful transformation is not just about having a great strategy, it’s about executing it with discipline and precision. In fact, strategy is only 20% of the challenge; execution is the remaining 80%. Far too often, strategic plans end up forgotten in a drawer or buried in a PowerPoint file, never brought to life. This happens for a number of reasons. Sometimes, there is simply no sense of urgency to move from planning to action. Other times, the strategy is developed in isolation – crafted at headquarters in an ivory tower, disconnected from the realities on the ground.
Plans may also be built on assumptions and hearsay, rather than solid facts and reliable data, making them fragile from the start. A common mistake is to launch too many initiatives at once, diluting focus and stretching resources too thin. What’s needed instead is a clear set of priorities – well balanced between short-term wins and midterm strategic moves. Execution also suffers when there is no alignment within the leadership team about what truly matters, or when the wrong people are put in charge of leading the change. Transformation requires having the right talent in the driver’s seat and making sure resources are allocated appropriately to the areas that will move the needle.
Another critical success factor is having the tools, systems, and KPIs in place to guide and measure the execution. Strategy deployment must be treated as a rigorous, structured, yet dynamic process – supported by Gantt charts, milestones, deadlines, and countermeasures when results veer off course. Finally, no transformation can succeed without consistent communication and full engagement at every level of the organization. People need to understand the “why,” feel part of the journey, and be empowered to contribute to the success of the plan.
Macroeconomic shifts and geopolitical uncertainties present ongoing challenges. How do you navigate these on-going new types of “crises” while keeping the company on track toward its transformation goals and business goals?
Macroeconomic shifts and geopolitical uncertainties are no longer rare disruptions – they have become a constant backdrop to business. Navigating these new and ongoing “crises” while staying focused on our transformation and business goals requires both agility and foresight. One of our key responses has been to accelerate strategic sourcing initiatives aimed at reducing dependency on single geographies. Diversifying our supplier base is not just about mitigating risk, it is a fundamental element of performance improvement. As such, regionalization of critical activities has become a core pillar of our strategy.
The Americas region, in particular, represents a significant opportunity and is included in our strategic roadmap. It’s a market we cannot afford to neglect. Building a presence there is underway, and while geopolitical changes are not entirely new to us, we’ve seen them before in other parts of the world, the need to adapt swiftly and strategically has never been more pressing.
The same logic applies to our manufacturing footprint. Deciding where to produce is a complex, long-term decision that cannot be executed at the pace at which markets or geopolitics shift. Expanding production capacity alone is often not realistic, which is why strategic partnerships are crucial. Working with manufacturing partners allows us to scale quickly, stay flexible, and get closer to our customers.
We’ve already implemented this model successfully – for example, in Egypt, where we established a partnership with a local appliance manufacturer to build commercial coolers. This agreement allowed us to set up operations quickly and efficiently, aligning with both strategic and market needs. We also work with manufacturing partners in China and Thailand, and this partnership model will only grow in importance. Local presence is fundamental – not only for manufacturing but also for services – and our ability to partner effectively is a cornerstone of how we plan to compete and win in this increasingly fragmented and complex global landscape.
The Future of Frigoglass
Looking ahead, what is your vision for Frigoglass over the next five years, and how do you see its competitive position evolving in the global market?
Looking ahead, my vision for Frigoglass is to evolve from a traditional hardware manufacturer into a full-fledged solutions provider – delivering not only best-in-class equipment but integrated, intelligent services that address the evolving needs of our customers and the market.
Regionalization remains a strategic priority, allowing us to be closer to our customers, reduce risk, and operate with greater agility. We see significant market opportunities in the Americas, and this region will be a focus of expansion over the coming years. However, geographic growth must be aligned with a deeper focus on our core competencies, particularly innovation. Anticipating market needs and differentiating ourselves through advanced R&D is not optional; it is the cornerstone of our future success.
Innovation will also drive our shift from selling products to delivering value-added solutions. We are already making strides in developing smart coolers to work as vending coolers, and micro markets – growing segments that demand integrated technology, connectivity, and service capabilities. Through the digitalization of our offerings, we can connect our hardware with data analytics and service platforms to create a complete ecosystem for our customers.
This opens the door to entirely new business models, such as “cooling as a service.” Thanks to our unique combination of technical service expertise, connected hardware, and internal analytics capabilities, Frigoglass is well-positioned to lead this transformation. Unlike many of our competitors, who remain focused on pure manufacturing, we are building the foundation for a differentiated customer experience that adds value far beyond the product itself.
By leveraging our R&D strengths and digital infrastructure, we can help our customers focus on their own core priorities while we take care of the rest, positioning Frigoglass as a true strategic partner rather than just a supplier. That is the future we are building towards, and I believe it offers a clear and sustainable path to global leadership in our sector.
Two years after the recapitalization and the restructuring, our teams at the Frigoglass Group are exceeding expectations, breaking revenue and EBITDA records in the commercial cooler business, budgeting an EBITDA for 2025 which is 40% higher than the one in 2019, when the previous record was set, booking a Q1 2025 EBITDA, which is 4 times the one from 2024. Also, the glass business has booked an EBITDA in Q1 2025 of 4,3 times the EBITDA in the same quarter of 2024, despite the devaluation of the Naira. The results speak, the turnaround has a true IMPACT, and the 3-year business plan promises impressive perspectives with a positive cashflow generation.
As a business leader managing large-scale transformation, how do you maintain your energy, focus, and work-life balance?
Leading a large-scale transformation is both an intellectual and physical challenge, and I firmly believe that maintaining personal health is essential to sustaining performance. Despite the heavy travel demands of the role, I make it a priority to stay in good physical shape and eat healthy, even when on the road. Transformation is a marathon, not a sprint – it requires stamina, resilience, and energy.
That said, I’ll be the first to admit that achieving a perfect work-life balance remains a work in progress – just ask my family. The first two to three years of a transformation are especially intense, requiring constant travel and deep engagement with global stakeholders. It’s a demanding phase, but also a fulfilling one. I do make a conscious effort to disconnect when I can, especially on weekends. I sleep well, and most of the time get my seven to eight hours of sleep a night – which helps me recharge and stay focused.
What keeps me energized and focused, even through the toughest periods, is the passion for driving change. It’s in my DNA to challenge the status quo, to anticipate what’s next, and to push boundaries. There’s a deep sense of satisfaction in seeing people grow – witnessing the “aha” moments when they realize what’s possible, and watching pride return to the organization as we celebrate wins along the way. That culture of questioning and striving creates real momentum.
At the end of the day, work is a big part of our lives. If we can create an environment where people are inspired to challenge themselves and feel part of something bigger, it becomes much more than just a job. It becomes a source of energy – not just for me, but for the whole organization.
Thank you again, Serge, for participating in the ALTIX Industry Champion interview. We are excited and honored to feature you in the ALTIX ACCESS 2025 Q2 Newsletter.
