In an era defined by unpredictable markets, geopolitical shockwaves and environmental urgency, today’s procurement, commercial and supply chain leaders are under more pressure than ever. Imagine the benefit sitting down with those who’ve already been in your shoes- leaders who’ve made the big decisions from the top. 

That was the premise behind ‘Unfiltered Advice and C-Suite Strategy’, a recent webinar hosted by Expana, the global leader in agrifood price intelligence and forecasting. The session brought together three former senior executives: Glen Helton, Malcolm Harrison and Janet Lung Standing, for an honest conversation about what they would do differently if they were leading today. 

The discussion was grounded in their decades of experience across major food brands including Nestlé, Danone, and Bloomin’ Brands, and the consensus was clear: the game is changing. 

A new age of volatility 

Malcolm Harrison, former CPO of Nestlé, opened the session with a pointed observation: before the pandemic, markets had been relatively stable for a lengthy period. Now, volatility is the norm. Prices shift dramatically, supply is often uncertain and agrifood leaders must rethink resilience from the ground up. 

Janet Lung Standing, a former executive at Danone, noted that the hardest challenge today isn’t just reacting to external shocks, it’s staying focused. Leaders, she said, must keep their organizations anchored to their core mission even as disruptions multiply. The pressure is relentless and the mental discipline it takes to stay on course has never been more critical. 

Geopolitics: Planning through uncertainty 

The conversation quickly turned to geopolitics – tariffs, trade wars, and the effects of global conflict. Malcolm emphasized the importance of scenario planning and supply flexibility. “You don’t know what tariffs are coming or when, but you can prepare,” he said.  

Janet advised companies to establish “nerve centres” – cross-functional teams monitoring developments in real time. With the right governance and a mandate to act quickly, these teams can respond decisively when uncertainty strikes. 

For Glen Helton who was a senior leader at Charleys Philly Steaks and Bloomin’ Brands, the response must be local. Rather than over-relying on global strategies, he argued for deeply embedded, regional approaches that empower local leaders and communities to adapt faster and smarter. 

Facing the climate crisis head-on 

As the discussion shifted to climate risk, the panelists warned that a major reckoning is near. 

Janet pointed to innovation in sourcing, such as exploring new agricultural origins and emerging technologies like vertical farming. Glen put the approach to innovation simply: “This is the time to dust off the plans you’ve had on the shelf and get moving.” 

Malcolm zeroed in on water scarcity, calling it a “sleeper issue” that could upend entire categories of food production. His advice: understand where water stress is growing and start shifting your supply away from high-risk regions. 

Inflation and the new rules of pricing 

With inflation showing no signs of slowing, the panelists tackled how to manage rising costs. 

Glen recommended spreading inflation coverage across 18–36 months rather than reacting all at once, buffering the shock with smart promotional strategies that offer value to customers without destroying margins. 

Malcolm stressed the importance of benchmarking. Knowing how your competitors are affected and whether you are facing the same cost pressures is vital. Expana’s role becomes critical here: market intelligence is no longer a nice-to-have; it’s a competitive necessity. 

Janet suggested elegant reductions in portion size, reductions in waste, and upstream collaboration with suppliers can all help manage costs more sustainably. 

Contracts in an age of flux 

When it came to long-term vendor agreements, all three leaders agreed: flexibility has to be factored in from day one.  

Malcolm highlighted the need for regular reviews and benchmarking clauses, allowing companies to revisit contracts based on market shifts.  

Glen offered a practical takeaway: data and long-term trends are your best “crystal ball.” While short-term volatility will always exist, understanding macro trends, particularly with a partner like Expana, can guide smarter, longer-lasting deals. 

AI has shifted from buzzword to business driver 

All three leaders were clear: it’s time to stop watching AI evolve and start doing. Glen urged leaders to engage their teams now- AI is too powerful to ignore and too fast-moving to wait on. Malcolm agreed, emphasizing that while AI has clear efficiency benefits, its real value lies in driving better decisions through better data. 

Janet illustrated just how much has changed in the world of tech, describing Expana’s driven cost modelling capabilities that can replace outdated spreadsheets and enable real-time contract renegotiation across global teams. 

Final reflections 

In closing, the speakers shared candid reflections from their careers and any regrets looking back. 

Malcolm admitted he may have moved jobs too often, chasing bigger roles instead of digging deeper into company culture. He also wished he had taken more bold decisions earlier in his career. Janet shared a personal regret, wishing she had sought more wisdom from her father during her most challenging leadership moments. For Glen, the message was one of identity: “Once you know who you are, don’t try to fix it. Make it work.” 

For today’s supply chain, procurement, and commercial leaders, the message was clear: prepare for volatility, build resilience, embrace innovation and never underestimate the power of data. 

With tools like Expana bringing clarity to uncertainty, and AI unlocking faster decisions, the leaders of tomorrow aren’t those who wait for stability. They are the ones planning and acting for change today. 

Watch the full webinar here.