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Fostering Collective Growth: An Interview with Foodvest Holding’s Mateo Ramos

Mateo Ramos, Chief Executive Officer, Foodvest Holding believes that seeing the invisible enables one to do the impossible. He dives into what shaped him as a leader, the power of collective action, and taking ownership of an F&B organisation and its brands’ success in this interview.

What was the best ever lesson in leadership you’ve learned?

During my late 20s, as I sought guidance, I delved into various books, and one that left a profound impact on me was John Maxwell’s “21 Laws of Leadership.” The very first law, known as the “Law of the Lid,” made a lasting impression. This principle emphasises that the overall performance of an organisation, business, or relationship is tied to the capabilities of its leader. This concept carries immense significance as it underscores the importance of humility. It serves as a constant reminder that as a leader, one must continually enhance their own skills, nurture character development, focus on skill refinement, and prioritise leadership growth. This commitment is paramount, for without personal growth and development, it remains impossible to elevate the lid of an organisation, subsequently limiting its potential.

What was the greatest challenge you have faced so far in the business?

The most significant challenge in my business journey was the early realisation that effective leadership is not about personal achievements or what you can do but empowering and inspiring others. Shifting from individual success to fostering a culture of empowerment marked a pivotal moment. Adopting collective growth and motivating the team became the key focus, guiding me through various challenges and strengthening my approach to leadership.

To date, what has been your proudest moment as the CEO of Foodvest Holding?

My proudest moment has been the privilege of collaborating with individuals over several years, being able to work with them hand in hand, and witnessing them grow and eventually establish their own successful businesses. This achievement reflects the power of mentorship, shared experiences, and the fostering of talent and ambition. It underscores the profound impact we can have on others’ professional journeys and the lasting impression left on their success.

Speaking honestly, what do you consider are the major difficulties about the particular industry you’re in?

The primary challenge in the food and beverage industry is cultivating a culture of leadership that can keep pace with the industry’s rapid growth. This involves identifying and developing leaders within the organisation, promoting a sense of ownership among all employees, adapting leadership approaches to the diverse roles in the industry, and being agile and capable of making quick decisions in a dynamic environment.

What according to you are the key qualities or skills that every leader should possess in order to thrive?

Effective leadership relies on key qualities and skills. Four essential attributes of thriving leaders that I see are empathy, vision, a people-first orientation, and humility. Empathy involves understanding and caring for team members’ feelings and needs, fostering trust and relationships. Visionary leaders provide a clear, inspiring direction, motivating their teams towards common objectives, especially during challenges. By prioritising people, leaders create a supportive work environment, focusing on well-being, growth, and development. Humility is often an underestimated quality, it involves acknowledging limitations, seeking feedback, and fostering a collaborative atmosphere. Thriving leaders embody a blend of these qualities and skills, allowing them not only to succeed personally but also to inspire and guide their teams toward enduring success.

Can you recall a difficult business decision you had to make and how did you handle it?

While facing challenging business decisions that may compromise long-term brand value for short-term gains, my approach involves steadfastly adhering to core values and a commitment to long-term brand equity and innovation. I prioritise maintaining the brand’s reputation and authenticity over immediate profits, choosing to ensure our brand remains trusted and innovative in the long run.

Is there a particular saying or motto that guides you?

I strongly believe in two guiding principles. Firstly, “If it is to be, it is up to me,” emphasising your accountability for achieving success, both personally and within your organisation. Secondly, “Only those who can see the invisible can do the impossible,” highlighting the importance of nurturing ambitious and visionary dreams. These beliefs empower me to take ownership of my goals and pursue extraordinary achievements, guiding my actions and decisions towards proactive and innovative approaches.

To read more stories of business leaders in the Middle East, check out our latest special edition

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