"And here we all have lunch together," says Michiel. The fast-talking managing director of Chainn skillfully kicks a soccer ball aside with his foot that is lying in front of the entrance. We enter a beautiful space, equipped with two stovetops and the necessary cooking supplies. "This afternoon, the cooking team made poke bowls," explains Michiel. "The cleaning team still has work to do, but the dishwasher was still full." Don't be mistaken, Chainn is a company where hard work is done. But for the atmosphere and team spirit, it is important to also emphasize doing fun things together, Michiel points out. He indicates another room with a large screen for gaming, a ping pong table, and a few benches to chill. "We do everything to make people feel good. From there, based on the four pillars of our company, we aim to further grow the company."
What are those four pillars of your company?
"Passion, in-depth knowledge, openness, and efficiency. That open structure is very important. Many more traditional trading companies tend to keep information to themselves. Thinking that ignorance in others gives them a competitive advantage. We do it 180 degrees differently, and that is also the basis of our company. The four founders and sole shareholders of Chainn worked at another wholesale company in fruits and vegetables. Two were even shareholders. They wanted to change the fairly closed structure of the company from within, but when that didn't work out, they stepped out and founded Chainn in 2018."
What does that open structure entail concretely?
"That has to do, among other things, with the second pillar: in-depth knowledge. We share our product and market knowledge with suppliers (the growers) and customers. This includes cultivation, export countries, competition. For a select group of customers, we create a newsletter in which we regularly update them on the current market conditions and how we expect them to develop. We continuously strive for openness and knowledge sharing throughout the entire chain from ground to mouth. While keeping the fourth pillar of efficiency constantly in mind: aiming for the lowest possible costs in the entire line from cultivation to the supermarket distribution center. I always say: we are not a discount store. We aim to work as cheaply as possible and as expensive as necessary."
And that first pillar: passion?
Michiel's eyes start to sparkle. "Without passion for customers, products, and suppliers, you are nowhere. That passion must also be mutual; we only work with growers and customers who share that passion." Underneath that passion lies Michiel's motto, something he constantly stresses throughout the entire conversation: "You always have to do a little more than is expected of you! That is the engine that Chainn runs on." That 'more' that Michiel refers to means towards growers more market information, helping them implement new techniques in post-harvest product treatment, or assisting them in risk management. "We constantly think on all fronts towards growers and customers: where can we deliver!"
What is your product portfolio?
"Vegetables, citrus fruits, and melons. For vegetables, it involves sales in the European winter, including lettuce, cucumbers, bell peppers, zucchinis, and tomatoes from Spain, Morocco, and Tunisia. For citrus fruits, it mainly consists of mandarins and navel oranges, but also lemons, grapefruits, and juicing oranges. We have a very strong market position, especially in mandarins. They mostly come from South Africa, Morocco, and Egypt. We are the market leader in Europe for watermelons. However, a small percentage goes to the Netherlands, while the rest goes to other EU countries. They come from various countries: Hungary, Portugal, Greece, Italy, and Spain. Although we start the watermelon season with watermelons from Senegal."
Is your market only in Europe?
"Yes, we follow a few core principles: sales only in Europe. Nothing is transported by plane. And we don't necessarily have to offer all our vegetables or fruits year-round. 40% goes directly to supermarkets, 20% to the processing industry (especially vegetable cutting plants), 20% to hospitality and hospitality suppliers, and 20% to wholesalers and competitors."
What is your strategy for the coming years?
"This year we expect a turnover of around €100 million, in 2030 we aim to reach €200 million."
A doubling of turnover in four years, how do you plan to achieve that?
"By always doing just a little bit more than expected." There is Michiel's motto again. More concretely, Chainn is working on solving a common problem with mandarins. "Every consumer has had this experience: one bag of mandarins tastes different from another. We are going to solve that and ensure consistently delicious mandarins. In 2035, you will simply go to a supermarket and buy mandarins that are guaranteed to be tasty."
What else are you planning to do?
"In the coming years, we want to conquer markets in Germany and France in particular. And we will focus more on supermarkets. Currently, supermarkets account for 40% of our annual turnover, which we aim to increase to 65%." Lastly, the driven managing director mentions the planned introduction of a new baby leaf lettuce in 2027. Together with an investment company, 5 hectares of greenhouses are being built in Slovenia. "Energy will come from geothermal heat, solar panels, and heat pumps. No fossil fuels or pesticides. In addition, a CCU unit captures CO₂ and uses it directly in cultivation. And thanks to a fully automated process, the product never comes into contact with human hands. This results in a longer shelf life of up to 2 to 3 weeks, consistent quality, and a product that is ready to eat immediately."
Describe the work atmosphere and organization in your own words.
"We are a young, friendly, and ambitious company. We are a flat organization in a positive sense. We have very short lines of communication and anyone with knowledge is encouraged to speak up. The team members have the expertise and should be able, willing, and allowed to make decisions at the core. This means a lot of responsibility. But it also provides a lot of freedom, which is truly significant here. Do what you feel needs to be done, but make sure it is done with the right conviction and passion. My responsibility is mainly to ensure that people can do that. So, I ensure the right strategy is in place. And I have to make sure that people truly thrive. People simply need to develop! I don't believe people are meant to stand still, stop learning, and cease developing."