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Experienced e-commerce founder and CEO (Zalando, Farmasiet, Rocket Internet) with an MBA…
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Hans Kristian Furuseth delte detteWhen private label costs more than the brand. At REMA 1000 i Norge, their mainstream private label pasta sits ~50% above Barilla per kilo. Think about that. The supermarket’s own label, once the budget-friendly default, is now priced higher than the iconic blue box everyone knows. Why? Maybe they’re confident in the strength of their brand. Maybe they know shoppers reach for private label automatically, assuming it’s cheaper. Or maybe their sourcing costs are simply higher. Whatever the reason, can we still call private label the low-cost alternative? #retailtrends #privatelabel #sourcing #pricingstrategy #consumerbehavior
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Hans Kristian Furuseth delte dettePL is growing as fast as online shopping. Ocado Retail and Lidl GB are both clocking double-digit growth over the past few months. Private label has been here for decades, but is still showing massive growth. It is clearly the biggest megatrend in grocery retail, but for some reason not getting the full attention from all retailers. When will the UK retailers wake up to the growth of Lidl? #retail #brandstrategy #privatelabel #sourcing #procurement #supplychain
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Hans Kristian Furuseth delte detteScale isn’t the biggest driver for grocers anymore. Speed is. Lidl is on the move. In just three months, it’s almost neck-and-neck with Morrisons in market share, growing faster than anyone else in the field. Asda, meanwhile, is stuck in place, while Aldi is steadily catching up. Here’s what’s happening: - Lidl isn’t the biggest in the UK, but it’s winning by moving the fastest. - Shoppers are still feeling the squeeze, so value and speed beat size and tradition. It’s no longer about being the biggest player, it’s about how fast you move, foresee needs, and land the right products before others do. If Lidl can close the gap this fast, what’s holding your retail or sourcing team back? #retailtrends #procurement #supplychain #sourcing #privateabel
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Hans Kristian Furuseth delte detteIt’s been over a year since the first buyer sourced Dubai chocolate through Torg. Now, it’s finally on shelves at Co-op and Waitrose & Partners. The point is, trends don’t wait. The first to shelf owns the trend. Everyone else? Just catching up. Use Torg. Be faster. #retail #privatelabel #foodtrends #viralfood #sourcing #supplychain
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Hans Kristian Furuseth delte dette“Consumers focus on value.” That’s not just a nice quote from Rami Baitiéh, CEO of Morrisons; it’s the reality of retail. And here’s the truth. Retail isn’t rocket science. If you give customers more value than anywhere else, they’ll choose you. Every time. Private label is the best way to create value. Giving you better margins, faster launches, and more control over quality and supply. Relying on national brands to offer better terms than your competitors is naive. A strong private label gives you leverage with both customers and suppliers. If value is the goal, private label isn’t just an option. It’s the most important thing..in the most important thing. #privatelabel #retailstrategy #fmcg #supplychain #retailtrends #retailgrowth #consumerinsights
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Hans Kristian Furuseth delte detteYet another exhibit of Private Label as the most powerful megatrend in grocery retail: Lidl GB took the #5 spot in UK grocery from Morrisons. #privatelabel #retailtrends #FMCG #grocery #categorymanagement #retailstrategy #Lidl #Morrisons #supplychain
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Hans Kristian Furuseth delte detteOne of the smartest shortcuts in sourcing? See who delivers to the top retailers. At Torg, we started noticing a pattern early on. Many of the best suppliers in Europe were already working with retailers like Lidl, Morrisions, Aldi, and Tesco. But finding that out used to take hours, sometimes days. So we built a filter for it. Now, you can search our supplier network and instantly see who’s already supplying the top names in retail, alongside their certifications, packaging capabilities, and product range. If they’re good enough for the best retailers in Europe, they’re probably worth a look. #privatelabel #retailsourcing #procurement #supplychain #FMCG #B2B
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Hans Kristian Furuseth delte detteThis made my day! I still remember how painful sourcing was when I first tried to build a private label brand. Difficult and time-consuming to find the right suppliers. Slow replies. Manual follow-ups. Zero visibility on supplier quality. That’s why hearing from founders like Ginger Mendoza means a lot. Seeing that Torg actually makes the process easier is exactly why we built it. Appreciate the kind words and rooting for your growth! #privatelabel #sourcing #founderlife #retailbuyers
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Hans Kristian Furuseth delte detteRunning the factory and building the brand used to happen under one roof. Not anymore. For decades, CPG brands owned the full stack. Production, packaging, marketing, storytelling. But that model is being unbundled. Quietly, steadily, and for good reason. Today, we’re seeing a clear unbundling. Manufacturers are focusing on operational excellence: precision, scale, and compliance. Brand builders, whether national brands, D2Cs, or retailers, are owning the front end: understanding the customer, shaping the story, and moving fast. Private label is making this shift more visible. Because what used to be bundled, manufacturing and brand, is now split. And that split makes sense. Building a brand and running a factory are fundamentally different jobs. One is about execution at scale. The other is about relevance, speed, and resonance. Retailers are now stepping in at the brand level. Spotting demand, launching faster, and owning the shopper relationship. Meanwhile, suppliers are doubling down on what they do best: making great products, efficiently and reliably. It’s not about one replacing the other. Separating the roles doesn’t weaken the model. It enhances the focus. And when the roles are clear, both sides win. #privatelabel #retailstrategy #foodtech #consumergoods #CPG #sourcinginnovation
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Bjørn Coban Maybe it is, I am really curious about the explanation of this pricing. R is the value for money brand at Rema 1000 and they are aiming to match the quality of brands at a better price.
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Mariusz Wegrzyn That’s an interesting point, Mariusz. Pricing memory definitely plays a role especially when promotions reset shopper expectations. I wonder if this kind of seasonal repricing is becoming more common across categories.
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Sean Field Hi, Sean! It’s Rema’s mainstream private label. They have other premium private label brands. The red one at the bottom is a Norwegian brand. It’s a fascinating example of how PL is evolving in Norway. Not always about being the cheaper option anymore, but about trust and positioning.
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Hans Kristian Furuseth likte detteHans Kristian Furuseth likte detteWe started Choco in 2018, and I have been leading it as CEO since. From this week, an exciting new chapter begins with David Howgego as CEO. I will continue to serve as Executive Chairman, focusing on our long-term direction, AI, and our strategic partnerships. I have also appointed Dave to our board, which I will continue to lead. Choco's goal has always been singular: to bring global food supply chains online and make them waste-free, profitable and transparent. Eight years ago we started at the end of the chain, with shops and restaurants. Then we added distributors. And last year, manufacturers. Today, Choco runs the daily operations of more than 110,000 restaurants and shops, 30,000 distributors, and dozens of the world's largest food and beverage manufacturers. We scaled from a small storage room in a Berlin restaurant to managing supply chains across all six continents, initially focused on the US and Europe. This year, we onboarded our first supply chains across Asia-Pacific, West Africa, and Latin America. Three years ago we rebuilt Choco around AI agents, before most of our industry believed the technology was ready. Today they handle the majority of orders on the platform, improving with every transaction. They are now automating parts of the food supply chain that were previously impossible to automate with software. That is why the world's largest food companies trust us, and why this next chapter is about enterprise. As Choco enters its next chapter, I decided it was the right moment to bring in someone who has spent 15 years building enterprise organizations at scale. That is why I asked Dave to take the CEO role earlier this year, and why we concluded the transition this week. Dave is one of the best operators out there. I would only have made this transition for him. Previously, he helped scale Medallia from 200 to 3,500 people through an IPO and then a take-private. I have always had a single north star at Choco: to decide what is best for the company, not what is best for me. This is one of those decisions. Long before anyone offered him this role, Dave proved many times over that he shares that principle. This north star will continue to guide us well. Thank you to the entire Choco team for allowing me to lead you for so many years. Your dedication to the mission, energy, enthusiasm, passion and work ethic have been second to none. It has been my greatest pleasure. Choco is in the best hands it has ever been in. No small plans. Back to work. (In the pic is our first-ever meeting room - we didn't have time to get furniture so we made our own)
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Hans Kristian Furuseth likte detteHans Kristian Furuseth likte detteReally excited for Benford to come out of stealth today with a banging €5M pre-seed led by firstminute capital, alongside Sondo, Global Founders Capital and an elite group of angels! 💥 Benford is not selling their tools to auditors, they're selling the full service. Importantly, that gives them every possible incentive to automate, build proper tech, and let AI do its magic! Check out Benford.tech for more details. We've gotten to know Mads over the past few years, and have been blown away by his drive. After getting to know Andreas and Thibault and realizing they are just as crazy (good) 😅 -- we couldn't be more stoked to partner up with this team! A few articles in the comments.
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Hans Kristian Furuseth likte detteHans Kristian Furuseth likte detteMicrosofts margin globalt er på rundt 68%, mens de helt magisk i Norge har ca 7% og dermed unnslipper enorme mengder skatt. Mens norske gründere betaler skatt på inntekt i framtid og tenkt verdi, tillater vi amerikanerne til å lage et hull i statene inntekter på milliarder, som effektivt sett vi alle må fylle. Nå skjønner jeg at formuesskatt, og egentlig alle disse skattene og avgiftene er ganske ubetydelige for et land med mer penger enn man vet hva man skal bruke det til, og at nettopp ting som formueskatt som totalt ikke bringer inn mer enn det jeg anser at Microsoft skylder oss, ikke er annet enn et virkemiddel for å skape kunstig klassekamp for at 100+ skal holde på en jobb. Men jeg skulle likt å se Microsoft svi. Og jeg krever på vegne av Norge fullt innsyn i deres papirer. Jeg vil se nøyaktig hva disse 28 milliardene i kostnader er akkurat her
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Hans Kristian Furuseth likte detteHans Kristian Furuseth likte detteMed fare for å erte på meg hele kysten, ja helt opp til Tromsø Med en netto nytte per budsjettkrone på negative 0,95 (Kilde: Kystverket - samfunnet taper ca 95 øre pr krone investert) er det bare et prosjekt som kunne vært dummere å gjennomføre enn Stad Skipstunnel Nordlandsbanen! Men, tenk hvor sprek skattereformen blir nå! Siden staten har så få begrensninger på utgiftssiden er de sikkert overivrige etter å stimulere den langsiktige verdiskapningen .. https://lnkd.in/eBxFthH3Sp-gjennomslag: fikk Stad skipstunnel tilbake i revidert nasjonalbudsjettSp-gjennomslag: fikk Stad skipstunnel tilbake i revidert nasjonalbudsjett
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Hans Kristian Furuseth likte detteHans Kristian Furuseth likte dette56% is not a mandate, it is a warning. That is the support Headlam's Chair scraped together at the AGM yesterday, and votes submitted before yet another profit warning. Headlam Group plc The Board's pushback on First Seagull is that we lack flooring experience. We agree, and unlike the Board, we are under no illusion about our limitations despite having had insightful discussions with more than 100 flooring professionals in the past year. The difference between the Board and us is that we come with a clear plan to empower flooring professionals and tear down the ivory tower where the Board has been hiding from reality. In short, the resolutions put forward on June 2nd, if passed, will enable Headlam to create meaningful value for all stakeholders by: 1. Truly returning the business back to basics and the DNA of being the most trusted wholesaler of flooring products across retailers. 2. Securing extended payment terms with key suppliers who are ready to support Headlam's return to profitability. These relationships have been put under serious strain by the current Board, we will rebuild them on mutually beneficial grounds. 3. Empowering current employees and recruiting additional flooring professionals. A few of the recruits are already proving valuable in securing the supplier support set out above. We empower people who think independently and are not afraid to speak up, exactly the type this Board has consistently pushed out. 4. Expanding the SLB program to secure financial flexibility and prevent future operational disruption impacting customers. The Board has consistently been behind the curve and lacked discipline on spending. Allowing them to continue will eventually lead to an unnecessary and dilutive equity raise. 5. Winning back key accounts that this Board has ditched on a whim. We will make sure we match size and scope with internal capabilities and capacity, scaling only when quality of service can be guaranteed to all customers. 6. Reintroducing local brands and dedicated sales reps. Headlam succeeds by working alongside customers, understanding their businesses, and earning trust through consistency. Loyalty is built over time, but unfortunately this Board has dismissed most of the necessary ingredients as inefficiencies. Few of the changes are easy, but all are necessary for Headlam's recovery, and the first step is the EGM on June 2nd. https://t.co/eWdal45MdI
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Hans Kristian Furuseth likte detteHans Kristian Furuseth likte detteNei, dette er virkelig kjekt dere! De store norske innen skadeforsikring er pur verdensklasse .. ja, når det kommer til egen lønnsomhet Combined ratio er forholdet mellom skadeutbetalinger og premieinntekter Rundt 80 % er global elite .. og jammen ligger ikke de store norske der Pur verdensklasse altså Det er din fortjeneste https://lnkd.in/er8vkHU4
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Hans Kristian Furuseth likte detteHans Kristian Furuseth likte dette2 June will be Headlam D Day Headlam Group plc is to hold at general meeting – as demanded by major shareholder First Seagull – next month. Shareholders have been told that the general meeting will be held at the group’s head office at Coleshill, Birmingham at 11am on 2 June. FS wants to remove the distributor’s current non-executive directors, including chairman Stephen Bird, and replace them with two of its nominees, including Stian Husvaeg, FS md. Before then, Headlam is due to hold its AGM on 20 May, where shareholders will be asked to elect Rob Barclay and Richard Jones, chief executive and finance director respectively as directors, along with new non-executive directors Nick Kelsall and Wilf Walsh. They will also be asked to re-elect Bird, Jemima Bird and Karen Hubbard. 11% shareholder FS says it supports the election of Kelsall and Walsh – and will vote for it – but not the re-election of the others. FS has also caled for a trading update before the AGM. https://lnkd.in/eByGfPxh #furniture #furnitureindustry
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Hans Kristian Furuseth likte detteHans Kristian Furuseth likte detteRenewable generation surpassed coal globally in 2025. As a result, coal accounted for LESS THAN A THIRD of global electricity for the first time 🪨📉 China and India recorded the largest fall in coal generation, while US coal rose to replace gas-fired electricity. https://lnkd.in/g7rZNADt
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Hans Kristian Furuseth likte detteHans Kristian Furuseth likte detteReplacing Headlam's Board is gaining critical mass In one week, shares are up 50% and 10% of the register has changed hands. The support is wide and growing, not just from shareholders, but also customers, suppliers and employees backing a full reset of the Board and culture. We have called on the Board to publish a trading update before the AGM on May 20th. The Board has so far refused, hoping shareholders will accept being kept in the dark and vote for them by default... For more information, please see First Seagull's published requisition and shareholder letter: - Requisition: https://t.co/eWdal45MdI - Reply to Headlam: https://t.co/dUYZpchg6l
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Tauriq A.
Tauriq A.
I grew up in Cape Town, more specifically, on the Cape Flats in the 80s. A place where creativity, post-apartheid politics, technology and community shaped the way I solve problems. Navigating this kind of complexity was a Tuesday morning going into the city.<br> <br>I studied information systems - which taught me how technology works. The Cape Flats taught me how people work. Those two things became the foundation of everything I've built since.<br> <br>Twenty years across financial services, private banking, insurance, healthcare, real estate and the startup ecosystem. I delivered a low-cost healthcare product to mineworkers in Marikana - yes those mineworkers! Five months, from brief to national rollout. I managed year-end tax pricing for a R42 billion revenue business. I co-founded Norway's first fully automated digital canteen. It had an exit. And in 2022, I bought a car wash franchise in Oslo. I wanted to understand what it takes to run a physical business in a foreign country, with regulatory complexity and a workforce at the bottom of the employment ladder... It taught me things about human systems and trust that no startup ever could.<br> <br>The pattern across all of it: the gap between strategy and execution is always a human problem. Reading rooms, reading people, knowing which version of yourself to bring forward at the right moment. Twenty years of that observation became +RSE. Awareness, Resonance, Selection, Execution. It's the lens through which I read every deal, every room and every market.<br> <br>The car wash in Oslo was the test run. It taught me to read a physical business from the floor up, which is how you learn to see the asset from the top down. That's the lens I bring to everything I'm building now.<br> <br>20+ years. 7 sectors. 4 ventures. One exit. 2 continents.<br> <br>I have been exactly where you are.<br> <br>And I know what happens next...