It took drone delivery pioneer Zipline, which specializes in sending medical supplies autonomously over long distances, nearly three years to create its first countrywide network. Launched in Rwanda in 2016, the San Francisco–based company now transports roughly 75% of the country’s blood supply outside its capital city, Kigali.

In May 2019, Zipline moved into Ghana—and in less than a year reached 2,000 hospitals, covering 12 million people. “We knew how to work with [the country’s] civil aviation regulator, integrate with the public healthcare supply chain, set up distribution centers, and run maintenance [on the drones],” says cofounder and CEO Keller Rinaudo.

Zipline also develops its own hardware, avionics, and flight-control algorithms, which allows it to iterate on its technology. (It debuted a new drone model at the end of 2019.) The company is now applying its knowledge around the globe: It’s launching in India later this year, and has recently been tapped by Novant Health to bring medical supplies to areas in North Carolina.

Canva’s graphic-design templates help people create everything from posters and invites to business cards and web ads. The company’s core product is the increasingly flexible slideshow-maker Presentations, which now lets users edit slide decks on mobile devices (and optimize them for small screens); embed them with video, maps, and social media posts; and share them via live URLs.

Before Canva, creating a professional looking design was a complex process – you had to purchase expensive software; learn how to use it; purchase stock photography and fonts for the software; decide on a layout; slice images; receive photos and content via email; design something; upload and email the pdf only to find revisions needed to be made … and then finally be able to prepare your design for web or print.

Since launching in August 2013, Canva has been changing the way in which we communicate. Today our design tool has attracted over 15 million happy users across 190 countries, who have collectively created more than 1 billion designs.

With an integrated marketplace that has both free and paid stock photography, fonts, illustrations, and thousands of templates; a paid subscription that offers the ability to set up a brand kit so users can save their brand colours, fonts and assets, and ensure consistency across their designs; and a print service that gives our users the ability to produce professional prints in a variety of formats and sizes, delivered straight to their doorstep – Canva is disrupting the way we design.

“We want to give presentations the interactivity that people have come to expect online,” says Melanie Perkins, cofounder and CEO. A new enterprise tool, released in the fall, lets companies set their own templates (with controls for colors, fonts, and logos), helping to maintain brand identity across large workforces.

 

2013

2014

2015

  • Announced Canva for Work: Launched Canva for Work(opens in a new tab or window) (now known as Canva Pro) to bring even more design capabilities to professionals
  • 50 employees at Canva: Our team of Canvanauts started to grow rapidly.
  • 50 million designs created: From posters to social media posts, more than 50 million designs have been created with Canva by over 1.5 million people each month.
  • Announced $165M valuation: Raised our $15M Series A(opens in a new tab or window) from investors including Blackbird Ventures and Matrix Partners, valuing Canva at US$165 million.
2016
  • 100 Canvanauts: Our team grew to 100 people across Sydney and Manila.
  • Canva launches in Spanish: Hola España! Canva launches in Spanish as our first language other than English.
  • Launched our iPhone app: Expanded our reach with the launch of our highly anticipated iPhone app.
  • 3.6 million users: Our global community grew exponentially.
2017
  • Launched Canva Print: Made it possible to print and deliver designs to your door with the launch of Canva Print.
  • Held our first Season Opener: We kicked off the first of our quarterly Season Openers to celebrate our team.
  • Launched animations: Canva designs could now be brought to life with animations(opens in a new tab or window).
  • We became profitable: Marked our first year of profitability.
  • 500 million designs: From blog banners to thumbnails, Canva celebrates over 500 million designs being created.
  • Launched our Android app: Android users could also use Canva on their mobile devices.
  • Launched in 100 languages: Doubled down on our mission to empower everyone to design in every language.
2018
  • Announced $1B valuation: Raised $40M(opens in a new tab or window) from investors including Sequoia China and Blackbird Ventures, making Canva one of Australia’s first unicorn companies.
  • Launched Canva Presentations: Took designing, sharing, and interacting with presentations to a whole new level with the launch of Canva Presentations.
  • Acquired Zeetings: Made our first acquisition(opens in a new tab or window) as we doubled down on building the world’s best presentations product.
  • Canva China launched: Canva launched in Mainland China to empower China’s 1 billion internet users to design.
  • #1 Best Place to Work: Canva awarded #1 Best Place to Work(opens in a new tab or window) in Australia by Great Places to Work.
  • One billion designs: Hit the milestone of one billion designs created in Canva.
2019
2020
2021
2022
2023

Inc Magazine recently pulled together 10 facts about Canva’s CEO Melanie Perkins:

1. Perkins began her first business in her mum’s living room.

Stemming from the same problem of clunky graphic design software, Perkins started a  company focused specifically on yearbook designs, allowing schools to choose their layouts and colors. To launch the company, she set up shop in her mother’s living room, and eventually took over most of the family home. Fusion Books is still operating today and is the largest yearbook publisher in Australia, where Perkins is from.

2. She loves to start her day on Twitter.

While most believe mornings shouldn’t be for social media, Melanie disagrees. For her, logging onto Twitter, along with journaling, jump-starts her day. “I love reading tweets from our Canva community and have just started using the Five Minute Journal, where you write the answers to a few questions, such as ‘I am grateful for…’ and ‘What would make today great,'” said Perkins in an interview with Thrive Global. “It’s a lovely way to start the day and helps to ensure I’m proactively shaping my day ahead.”

3. She’s known as one of the coolest people in tech.

In 2016, Business Insider ranked Perkins No.3 on their list of the coolest tech people in Australia. She follows Scott Farquhar and Mike Cannon-Brookes, co-founders of the multibillion dollar software company Atlassian.

4. Getting investors wasn’t easy.

Living in Australia made it hard for Perkins to reach out to large tech investors, many of whom were based in Northern California. Before striking it lucky, Perkins lived with her brother for three months in San Francisco, pitching to over 100 venture capitalists — all of whom rejected Canva. “I remember thinking, ‘Why is this so hard?'” Perkins said in an interview. Her luck, however, would change soon enough.

5. Hollywood celebrities were among the first to invest.

While Perkins struggled to get investors early on, she eventually caught the interest of actors Woody Harrelson and Owen Wilson. After learning how to kite surf to impress venture capitalist (and kite surfing connoisseur), Bill Tai, Perkins was introduced to the celebrities. Both of the Hollywood stars liked her idea and invested in Canva, along with Tai.

6. Everyone struggles in the beginning, says Perkins.

Perkins wants people to know that everyone fails, even if it’s not apparent. “I think it’s pretty important to know that every single person is going through their own trials and tribulations,” she said. “Knowing that it’s tricky for everyone, that any adventure will be filled with rejections and littered with obstacles — somehow makes the adventure a little less lonely. And it’s most important for people who feel like they are on the outside to know this.”

7. She’s ranked as one of Australia’s richest women.

Not only is Perkins one of the coolest people in Australia, she’s also one of the richest women in the country. According to Australian Financial Review, Melanie ranks No.17 on their 2018 Young Rich List, which highlights the country’s wealthiest young people, from supermodels to entrepreneurs. As Canva’s CEO, Perkins is reportedly worth $177 million.

8. It’s important to set time aside, says Perkins.

Perkins has acknowledged that running Canva can take up a lot of time. That’s why she finds it so important to carve out time for herself. “I find going away on holidays, even for the weekend or a week, can be incredibly refreshing,” explained Perkins on LinkedIn. “I personally like to go on quite adventurous holidays, as it doesn’t give me time to let my mind think about other things. It’s important to give your brain a break sometimes so it can come back refreshed.”

9. Perkins is proud to support 25,000 nonprofit organizations.

While Canva supports many businesses or customers, Perkins loves to hear how her company supports charitable organizations. In an interview with Entrepreneur, Perkins said her platform currently houses 25,000 nonprofits that use Canva for fundraising. “That’s what makes all of the work worth it,” said Perkins.

10. Australia is still home.

While Canva is used all over the world, Perkins is still based in Australia. The company’s main office is based in Sydney, and Perkins hopes her home country will soon be a leader in entrepreneurship. “I would love to see in years to come Australia becoming synonymous with a disproportionate number of great innovators who are hard at work solving the world’s real problems with great products,” said Perkins on LinkedIn.

With a look of concentration on her face, a worker guides the sheet of denim through the sewing machine, and a pair of jeans starts to take shape. As the needle goes up and down in a blur of movement and rattling noise, a line of stitching starts to form a neat trouser leg.

When most people think about the global fashion industry it is safe to say that a sleepy town in far west Wales does not immediately spring to mind. Yet Cardigan, on Wales’ Irish Sea coast, has for the past five years been home to a high-end jeans-maker – the Hiut Denim Company.

Beloved by a growing number of fashionistas from New York to Paris, and London to Melbourne, Hiut ships its expensive jeans around the world.

As orders arrive via its website, Hiut’s workforce of just 15 people gets to work hand-cutting and sewing the trousers from giant rolls of indigo-coloured denim that the company imports from Turkey and Japan.

Despite only making around 120 pairs of jeans a week, founder and owner David Hieatt has big ambitions to expand.

While it may seem a little incongruous that a posh jeans business is based in west Wales, Cardigan (population 4,000) actually has a long history of jeans-making.

For almost 40 years the town was home to a factory that made 35,000 pairs of jeans each week for UK retailer Marks & Spencer. But in 2002 the facility closed with the loss of 400 jobs when production was moved to Morocco to cut costs.

Fast forward 10 years, and when Mr Hieatt – a proud Welshman – was looking to open a factory to start making jeans, he chose Cardigan. The company name is a combination of the first two letters of Mr Hieatt’s surname and the word “utility”.

“Where better to locate ourselves than in a town with a history of jeans-making, where the expertise remains?” he says.

Employing machinists who had previously worked in the old factory and not lost their years of jeans-making skills, Mr Hieatt says he was confident that Hiut could be successful if it concentrated on selling directly to consumers around the world via its website.

“Without the internet we’d have been dead within 12 weeks,” he says. “But the internet has changed only everything. The internet allows us to sell direct and keep the [profit] margin… it enables us to compete.”

Now exporting 25% of its jeans, it takes Hiut about one hour and 10 minutes to make one pair, compared with 11 minutes at a highly mechanised jeans industry giant.

And rather than staff doing just one part of the manufacturing process, such as sewing on the pockets, each machinist at Hiut makes a pair of jeans from start to finish.

Hieatt refers to the workers as “grand masters”. This is in reference to the fact that some of them have more than 40 years of jeans-making experience, and new joiners have to train for three years before they can start making jeans for customers.

In running Hiut, Hieatt and his co-owner, wife Clare, have benefited from their experience of previously owning a clothing firm called Howies, which they sold to US firm Timberland for £3.2m in 2011.

But what has also been invaluable is Hieatt’s previous career working in advertising.

This advertising nous has enabled him to very effectively market and promote Hiut, from its snazzy website, to its extensive use of social media; both adverts in people’s Facebook feeds and arty photos of people wearing its jeans.

“The interesting thing about social media for me is that up until Facebook, Instagram, Twitter and SnapChat you had to have a huge budget in order to tell your story,” he says.

“In effect you were locked out of telling that story because the costs of advertising and wider marketing were too high. But social media has actually allowed the smaller maker small firms that manufacture things to go and tell his story.

“And actually, if David wants to beat Goliath, the best tool in the world is social media.”

Hieatt also sends out free jeans to what he calls “influencers”, either fashion bloggers or famous people, in the hope that they will write or talk positively about the brand.

Successful examples of this have been an increase in orders from Denmark after Hiut sent a pair of its jeans to celebrated Danish chef Rene Redzepi, and also UK TV presenter Anthony McPartlin of the duo Ant & Dec tweeting about the company.

As Hiut continues to win overseas orders for its jeans costing up to £230 ($300) a pair, Hieatt admits that one negative issue the company has to deal with is a return rate of “about 14%” – people sending them back because they don’t fit.

To counter this problem Hiut is exploring using technology that can accurately tell from a photo a person’s perfect jeans size.

Hieatt says the long-term aim remains to recreate 400 jeans-making jobs in the town. “Our aim is to get 400 people their jobs back. If you ask me when is that going to happen, the honest answer is I don’t know.

“But I believe in compound interest. Small things over time gather huge numbers.”

Unsurprisingly for the vegan food enthusiasts at New Roots, Switzerland – the home of Gruyère cheese – proved to be a hard nut to crack. With the population consuming increasing amounts of cheese per capita, each year – almost 22kg per person – the team at New Roots decided they’d heard enough of the line, “We can’t live without cheese”, and did something about it.

The result is eight incredibly convincing cheesy non-cheeses – including camembert, goats cheese, cream cheese and even an aged hard cheese. These ‘fauxmage’ masters have crafted an ethical alternative to the dairy favourite, offering Swiss consumers the option of reducing their dairy intake while still indulging their cheese cravings.

According to WWF, there are approximately 270 million dairy cows in the world, while animal agricultural industries contribute up to 50 per cent of greenhouse gas emissions. New Roots uses all-natural, vegan and organic ingredients for their cashew nut-based range, allowing you to get your fix and feel good about it.

 

New Roots is the result of Alice & Freddy’s very big dream : crafting a plant-based alternative to cheese. It took a lot of work, intrepidity, and a pinch of craziness, like big dreams do. Alice studied Social Anthropology in Paris, while Freddy was traveling with his downhill bike racing World Cups around the globe. So I guess you could say we weren’t exactly predisposed to end up making cheese out of plants.

“We met in the south of France, and not long after realised together that veganism was the only way to practice unconditional justice. As new vegans, we heard our fair share of myths about “humane slaughter” or “protein deficiency”, but what came up most often was how people apparently couldn’t live without cheese. This resonated with us to some degree, since we are cheese lovers -but somehow we didn’t think our tastebuds should prevail over the lives of other sentient beings.”

“But that got us wondering : what if we could discard this excuse altogether and come up with an artisanal, tasty, ethical and sustainable alternative to cheese ?

“When Freddy got seriously injured in 2015 and had to stay home for months, he started experimenting in our kitchen, first with kale chips, then with cheese alternatives from homemade nut milk. Before we knew it, he was selling his kale chips at the local organic shop (thank you Ökoladen for trusting us since the very beginning!) and had bought all kind of scary equipment to further his tasty projects!

“After a trip to Indonesia where we went on a raw organic cashew hunt, it was settled: Alice would join New Roots. It sounds like a line, but it’s truly been an adventure, and we are forever grateful for the trust and love that we’ve been given along the way.

“We will keep showing our gratitude by doing what we do best – that’s right, offering delicious, ethical and sustainable alternatives to traditional cheese!”

Animal Rights

Veganism is the active refusal of participating in the oppression and exploitation of billions of sentient beings each year for unnecessary reasons – pleasure, convenience, habit, amusement or fashion. Vegans don’t eat, wear, or use animals in any way. They don’t eat meat, dairy products, eggs, honey. They don’t wear leather, wool, silk or fur. They oppose zoos, circuses, or any form of exploitation of animals.

For instance, in the dairy industry, in order for humans to have her milk, a cow has to be forcefully impregnated yearly. She is either pregnant or lactating 9 months out of a year only to have the cycle repeat once she gives birth. All calves are taken away from their mothers within a few days. Some female calves become dairy cows and the rest, along with male calves, are sold and slaughtered for veal.

Many “organic” or “free-range” dairies advertise with pictures of happy cows. In reality, “organic” means that the cows are fed organic food and are not given antibiotics and growth hormones; they are still tortured and killed. And all of these mother cows – whether on a conventional or “organic” farm – end up in the same hideous slaughterhouse.

Non-human animals are one of the most oppressed groups that has ever walked the face of the earth. Veganism embodies the active opposition to the systematic oppression of animals. Regarding other species as inferior is a discrimination called speciesism. It’s one of the primary roots of other forms of oppression.

The very idea that “some lives matter” less than others allows us to discriminate against other groups like women, People of Color, members of the LGBTQ+ community, etc. Refusing to take part in that isn’t extreme, it’s rational.

Veganism is an effective social and political tool, as it is an embodiment of morality, a weapon against all forms of injustice, and a personal empowerment that allows each of us to live in alignment with ethical moral values. Being vegan is a matter of nonviolence and unconditional justice.Being vegan is a statement that you reject violence inflicted upon other sentient beings, to yourself, and to the environment, upon which all sentient beings depend.

Environment

Animal agriculture, in addition to being unethical from an animal rights perspective, is an environmental disaster.

  • Animal agriculture is responsible for 51% of all green house gas emissions. In comparison, all form of transport (road, air, marine, rail) only cause 13%. In this regard, a plant-based diet cuts your carbon footprint by 50%.
  • Animal agriculture uses 1/3 of earth’s fresh water and produces enormous amounts of waste.
  • Animal agriculture covers 45% of the earth’s total land and is the leading cause of species extinction, ocean dead zones, water pollution, and habitat destruction.
  • As a clear example, the land needed for one non-vegan for one year is 18x what’s needed for one vegan (674m2).

In addition to helping people transition to a plant-based diet, we are committed to improving each step of our process – from transporting the nuts to shipping the products – to make it as eco-friendly as possible.

A big challenge has been to find eco-friendly options for the wrapping of our products. But we are thrilled to announce that we finally switched to a 100% recyclable packaging. We are replacing our plastic vacuum-seal bags with very thin plastic cups made out of 30% plants. That means we use a lot less plastic, and it can now be recycled in PET. The cardboard strip around the cups is now made of 100% plant-waste material and is co2 neutral.

Health

Plant-based diets have now proved to be the healthiest diets for human beings by nutrition specialists at the World Health Organisation and the Food & Agriculture Organisation of the United Nations, among others.

Dairy products in particular have been linked to a wide range of diseases such as cardiovascular disease, osteoporosis, different types of cancers, diabetes, etc.

Air pollution isn’t something most people like to keep around. It kills around 7 million people annually, according to the World Health Organization.

MIT spin-off Graviky Labs is stock­piling soot emitted by diesel-­burning engines to recycle into black ink. “Pollution is bad, but pollution happens to be a really good raw material to make inks,” says Graviky co-founder Anirudh Sharma. “Our mission is to up-cycle carbon emissions for global sustainability through new material innovation”

Most of the black ink we use in pens and printer cartridges comes from burning fossil fuels. To reduce that, and cut existing pollution, Sharma and his team came up with a technology called KAALINK that harnesses one of the world’s most health-­damaging particulates, known as PM 2.5.

The carbon from that pollution is then transformed into a certified-safe AIR-INK pigment that can be used in pens, textiles, packaging and artwork. For now, AIR-INK is commercially available only in marker form. But in the coming months, Graviky plans to launch an online platform for customized printing.

​KAALINK™ is patent pending retrofit technology used to capture air pollution particulate. Depending upon several conditions, the unit captures up to 99% of the particular matter pollution without inducing back-pressure on the engines. ​ It is currently in an advanced prototype stage, and can be designed to fit diesel generators and other fossil fuel chimney stacks, and is presently under testing process and commercial pilots, and available for private demonstrations. The unit works hard to capture outgoing pollutants, and is designed with heat and water-proof electronics and materials.  It can also capture pollution from the ambient air and can be customized for all sizes and use-cases for outdoor pollution capture.

Here is an extract from a recent article in SBR magazine:

Engineer Anirudh Sharma has come up with a creative approach. While walking in Mumbai in 2013, the MIT Media Lab student and “chronic inventor” noticed that the plumes of diesel exhaust emitted by buses and cars were staining his clothing black.

“I thought: what if we could cleverly recycle all this soot that is making the world dirty, and use the pigment to make something beautiful, like ink?” Sharma says.

He formed a startup called Graviky Labs and has spent the past three years developing an exhaust filter that can capture 95% of the carbon soot from cars, generators and ferries and turn it into ink and paint. The result is Air-Ink, the world’s first line of art supplies made from air pollution. Following a successful Kickstarter campaign last month, the startup’s oil-based paints, markers and spray cans are set to ship in June. Sharma is now travelling to smog-choked cities around the world and challenging 19 street artists to create billboards and murals illustrating the effects of carbon waste, starting in London.


​

“There are 15 billion pencils made annually, and three million of those just in the United States. That’s a lot of pencil stubs thrown away,” said Michael Stausholm, CEO of Sprout World.

Denmark-based Sprout World wants to shrink this waste. The startup makes plantable pencils that grow into vegetables, herbs or flowering plants once you’re done using them.

Stausholm said the pencils, made from cedar in Pine City, Minnesota, are the perfect sustainable product because one “dying product is literally giving life to a new product.”

Where a typical eraser would be, these wooden pencils have a capsule made from biodegradable material that contains a small mixture of seeds and peat.

You plant the capsule in a pot of soil and use the stub end of the pencil as a marker. The capsule dissolves and the seeds grow into a plant.

The pencils come in 14 varieties ($9.95 for a pack of eight), including tomato, lavender, basil, sunflower and green pepper.

The pencils were developed by three MIT students in 2012.

“At the time, I was living in Denmark and working a lot with sustainable companies,” he said. “But sustainability is hard to illustrate to consumers. I was searching for a product that could easily do that.”

A year later, he came across Sprout Pencils when it was a Kickstarter campaign.

“I loved the idea. It was a perfect way to explain what sustainability is all about,” said Stausholm.

Stausholm partnered with the students and convinced them to let him sell the pencils in Denmark. “We sold 70,000 pencils in the spring of 2013. We realized there was definitely demand for them,” he said.

https://www.youtube.com/watch?v=N4pcMYKmaVo

By 2014, the startup had sold a million pencils across Europe.

Later that year, Stausholm acquired the patents and rights to the brand and became Sprout World’s CEO.

He said Sprout World now sells an average of 450,000 pencils a month and has logged more than $3 million in revenue.

“We know we can’t save the planet just with our products,” said Stausholm. “Our mission is to at least educate people on how to be more conscious in what they buy and look for products that are reusable.”

In 2020 Sprout World was ranked one of the most innovative companies in Europe by Fast Company magazine in its annual ranking.  The judges said “It packs a lot of innovation into a small, everyday object, demonstrating that everyone can make a positive difference. Surreal, yet brilliant.”

The Japanese business Fujifilm was founded in 1934 originally as a photographic film maker.

In the 1960s, the company was a regional presence just starting to widen its focus globally and playing a distant catch-up to photographic film leader Eastman Kodak Co. But today, Kodak went bankrupt (filed Chapter 11 bankruptcy protection in 2012, ended in 2013), and on the other hand Fujifilm could overcome the industry crisis attributed from digitisation, and is now continuing to grow by shifting the focus of the management resources from its traditional business to new areas.

Fujifilm has transformed from a narrow photographic film supplier into a diversified company with significant health care and electronic operations.

The traditional photographic film-related business accounted for almost 60% of operating profit in the entire business of Fujifilm in 2000. However, since then, demand for camera film dropped 90% in 10 years as the digital revolution swept the world, and eventually the sales of the photographic film business fell to 1% of the total sales of Fujifilm in 2011; It actually happened only within a decade.

The first digital moment of the photographic film industry was in 1975 when Kodak invented the world’s first digital camera. Ironically, the technology they introduced was the initial cause of the huge market shrink in the photographic film business starting from 2000, which ultimately led Kodak to bankruptcy.

Fujifilm’s business segments include Imaging Solutions, Information Solutions, and Document Solutions. In 2000 at a peak time of the photographic film business, 54% of their total sales was from photographic Imaging Solutions business (which include analog film related business) and 46% was from information Solutions business such as medical equipment/electronic materials.

In 2015, the business structure in sales with three core businesses has been largely changed to 14.5% for Imaging Solutions category, 38.3% for Information Solutions segment, and 47.3% for Document Solutions mainly operated by the affiliated company Fuji Xerox.

So how did Fujifilm transform its business so dramatically?

The rapid growing Information Solutions segment, currently includes products used in medical systems, pharmaceuticals, regenerative medicine, life sciences, cosmetics, flat panel display (FPD) materials, industrial products, electronic materials, recording media and graphic systems.

In this segment, the cosmetics category started from 2006 can be described as an instance of how structural reform occurred; Fujifilm entered the cosmetics field, launching its Astalift series of skin-care products in 2007. Since then the company has extended its product lineup beyond the skin-care series to also include base makeup. Astalift continues to grow as a global brand, sold in China, Southeast Asia, and European countries as well as in Fujifilm’s home market of Japan.

It seems that there is nothing in common between photographic film and cosmetics at a glance, but the company set its eyes on similarity in analog film manufacturing technology. Thickness of color photographic film is approximately 0.2mm (the same thickness of human hair).

Collagen used in this 0.2mm analog film requires several functionalities as capability to maintain a long-term/stable quality, retain moisture at the time of development, prevent from losing shape by aging degradation and impact in addition to a capability to hold elasticity; the company held a huge accumulation of collagen technology and also unique technology to manufacture various types of collagen.

Control of collagen is one of the key technologies required in the skincare cosmetics manufacturing process since collagen is one of the main constituents of cosmetic products. Therefore, the company could successfully enter into the cosmetic industry by implementing their knowhow they had on collagen due to a technical similarity between films and cosmetics manufacturing process.

Fujifilm introduced medical diagnostic imaging system with the application of digital camera technology, and also places the system as a core in business development for healthcare field. Since the wave of digitization recently becomes a significant influence in healthcare field, this also can be a field where the company can apply its image processing technology most efficiently as an advantage.

https://www.youtube.com/watch?v=uQBNx0g-O-o

 

 

In 2012, then known as DONG, Danish Oil and Natural Gas, it found itself in a financial predicament as global overproduction sent gas prices plunging. S&P downgraded the 6,000-employee firm’s credit rating to negative, raising the cost of its considerable debt. The board hired a former leader of the transformation at Lego, Henrik Poulsen, as the new CEO. Whereas some leaders might have gone into crisis management mode, laying off workers until prices recovered, Poulsen recognised the moment as an opportunity for fundamental change.

“We saw the need to build an entirely new company,” Poulsen says. “It had to be a radical transformation; we needed to build a new core business and find new areas of sustainable growth. We looked at the mandate to combat climate change, and we became one of the few companies to wholeheartedly make this profound decision, to be one of the first to go from black to green energy.”

Poulsen emphasized both the short-term and long-term nature of the change. “We looked at the 12 different lines of business we were in and went through them asset by asset, to see where we saw competitive strength. Coal, oil and gas were rapidly eroding as businesses, so we decided to divest eight of our twelve divisions and use the proceeds to reduce our debt.”

The had also started looking beyond its core, and had invested in offshore wind power, but the technology was still too expensive, producing energy that was more than double the price of onshore wind. Under Poulsen, the company embarked on a systematic “cost-out” program to reduce the expense of every aspect of building and running offshore wind farms while achieving scale in this emerging market.

Poulsen renamed the company Ørsted, after the legendary Danish scientist Hans Christian Ørsted, who discovered the principles of electromagnetism. This helped infuse a sense of purpose into the organization that drove it to cut the cost of offshore wind power by 60% while building three major new ocean-based wind farms in the UK and acquiring a leading company in the USA to pioneer North American offshore waters.

Previously 80% owned by the Danish government, Orsted’s IPO in 2016 was one the year’s largest. Net Profits have surged more than $3 billion since 2013, and Orsted is now the world’s largest offshore wind company, with a 30% share of a booming global market.

On its ranking as “the world’s most sustainable company” for 2020 by Corporate Knights’ Global 100 Index, Poulsen says “As the global leader in offshore wind, we’ve substantially grown our business while significantly reducing our carbon emissions. We have reduced our carbon emissions by 86%, and by 2025, we’ll be carbon neutral in our energy generation and operations. We also have a target of achieving a carbon neutral footprint by 2040.”

Zingerman’s is a gourmet food business group based in Ann Arbor, Michigan, USA. The original business and still the flagship store is Zingerman’s Delicatessen in the town.

Starting from the original deli, Zingerman’s Community of Businesses (ZCoB) has expanded to nine Ann Arbor based businesses with over 500 total employees. Each business has shared ownership between original founders Paul Saginaw and Ari Weinzweig, and the managing partners who started each business. Each business has its own organizational structure but they carry out the same standards and commit to the company’s values.

What better than for them to tell their own story:

It started with a small deli but it has obviously grown way beyond that. For nearly 30 years now our emphasis on education, flavour, tradition, and the integrity of ingredients has helped create a living culinary laboratory where customers can experience everything from corned beef and noodle kugel to estate-bottled Tuscan olive oil to terrific grits from South Carolina.

ann arbor observer september 1982 lowresFinding food is hardly all we do here. From the start, it’s been our sincere hope that Zingerman’s will always be a place where people will leave having had a rewarding and really positive experience. The kind of spot where folks who’ve never heard of hundred-year-old balsamic vinegar, Nashville hot (as in super-spicy) fried chicken, chess pie, rye, or handmade harissa can come and taste these things for themselves. An organization in which new staff members can relatively quickly become veritable experts. Whether it’s hot corned beef, home-cooked chicken broth, well-aged wheels of mountain Gruyere, or really good loaves of hearth-baked French mountain bread, we want to bring as much traditional food to as many people as we possibly can.

Given all the good press we’ve had and the number of visitors for whom we’ve become a destination, I guess it’s safe to say that Zingerman’s has become an Ann Arbor institution. Our local customers come in regularly—many every day. People who’ve moved away make return trips just for the Zingerman’s experience. Many who’ve left Michigan will still make meals out of our food by using our catalog-based mail order business or website. Others come back to take classes at BAKE!, or to learn about business approaches in our ZingTrain seminars. Our guests tell us that most anywhere they go, once they tell people they’re from Ann Arbor the odds are that the person will respond by talking about one of two landmarks: either the University of Michigan or Zingerman’s.

The initial idea

The initial idea for what started as Zingerman’s Delicatessen came up in casual conversation with my now-partner Paul Saginaw. We were probably out having a beer after work one night — Paul Saginaw was the general manager of a restaurant where I was washing dishes back in the spring of 1978. Despite the fact that any HR expert would have called us a mismatch because we occupied opposite ends of the org chart when we met, we were actually sort of a match made in the world of food business idealism. We spent many an evening discussing what we would do if we had our own place and weren’t weighed down by the less than super-high standards set by the folks for whom we were working. We talked regularly about how we could build a business that would bring potato pancakes, chicken soup, goat cheese, smoked salmon, and other very special foods to a town that really didn’t have much of that sort of thing. And of how we could do it in a way that was unique to us, something special.

In 1979 Paul left the restaurant where we worked and, along with a partner, Mike Monahan, opened a fish market inside a converted feed and seed store (Kerrytown Market & Shops) beside the Ann Arbor Farmer’s Market. He and I continued to share a pretty wide range of food and business fantasies, but the one idea that stuck with us more than any other was to start a delicatessen. We’d both grown up eating Jewish food—he in Detroit, me in Chicago—and we’d been accustomed to enjoying a good corned beef sandwich when we wanted one. I’m sure we were hardly the only ones to have the idea. And for a long while, it was just that. Meanwhile, I kept on in my mainstream management position. It certainly wasn’t a bad job, but it was becoming increasingly clear to me that I was giving my all in an organization of folks with more modest visions and values of food and management.

By the time the students came back to campus in the fall of 1981, I knew I was ready to leave the corporate food world. I really didn’t know what I was going to do, but I didn’t have any kids, I didn’t owe any money, and there really wasn’t any reason I could think of to stick with a job that felt less and less rewarding with each passing day. So, without a real plan in mind, two days before my 25th birthday, I gave a couple months’ notice to the restaurant’s general manager and started preparing myself for some unknown, but hopefully exciting future.

Then, in one of those interesting coincidences, Paul came by a couple of days after I’d announced that I was leaving. Opportunity, he believed, was beckoning; a smallish, two-story, red brick building around the corner from the fish market was coming open, and he thought maybe it was time to open the deli he and I had discussed for so long. The opportunity turned out to be a pretty good birthday gift for me. We started meeting regularly to review menus, business plans, pro-forma financials, and everything else we thought might be relevant.

Deli’s are back

On March 15, 1982, a ridiculously short four-and-a-half months after Paul called to tell me the building had become available, we opened. When we let the first customer in that first morning we had just two employees on the payroll—one part-time and one full-time. We also had a lot of loyal friends who were willing to make coffee and clear tables while they waited for us to put their sandwiches together. (Two of them—Frank Carollo and Maggie Bayless—have long since moved into more prominent roles as managing partners of the Bakehouse and ZingTrain, respectively!) We had five tile-topped square tables with four seats at each, and four stainless steel stools covered in not-very-cool-looking forest green vinyl anchored into the floor at a counter that ran across the big front window.

First Zingerman's Deli Menu from 1982

Back when we opened we offered a small but meaningful selection of made-to-order deli sandwiches (25 to be exact); a solid selection of much-loved Jewish specialties like chopped liver and chicken soup; a couple of refrigerated cases filled with cured meats, traditionally made cheeses, and smoked fish. Up at the register, we stacked loaves of bread and pastries from various local bakeries. The smoked salmon, salami, corned beef, and pastrami that got us going remain pretty prominent, though we’ve added a much wider and more interesting selection of traditional kinds of pasta, jams, kinds of honey, bottles of vinegar, and other great tasting stuff from around the world.

Like every new business, we made lots of mistakes and worked hard to correct them as quickly as we could. Fortunately, we were able to make things right more often than not. Lo and behold, we actually did pretty well. I’m sure my mother was more than a bit miffed, but next to deli classics like corned beef, herring, chopped liver, rye bread, and Swiss cheese we stocked cheap cigarettes and then-neighborhood favorites like ham hocks, pork rinds, and big bunches of collard greens. In those early years, we used to let people light up in the store, and each of the tables had a black plastic ashtray on it. I clearly remember our long-time customer, Larry, sputtering with anger that he was never coming back when we decided in the late ’80s to remove the ashtrays and limit the smoking to sausage and salmon.

Start small

While what we do probably sounds huge, it’s important to note that it all started in 1300 oddly shaped (I think it’s a “rhomboid”) square feet of space. Having heard about us through food-loving friends and all the positive press we’ve received, people in other cities almost inevitably imagine the Deli to be some massive Midwestern version of Harrod’s food halls. Boy, are they surprised the first time they visit. I can’t keep track of how many times I’ve heard something along the lines of, “Wow, it’s really a lot smaller than I thought!” Which is fine with us. We never wanted to be one of the biggest, only one of the best.

historic zingermans deli building

If you come to town, you’ll still find the Deli on its original site at the intersection of Detroit and Kingsley streets, across from the Farmer’s Market and about two blocks up from the old train station. The parking is still bad, the location still hard to find, but the neighborhood is now considered a great place to live. The two-story, orange brick, main building, with its mere thousand square feet of selling space, has been in the food business its whole life: it was built as a grocery in 1902. Although our European customers can’t quite conceive of something so new being considered of historical significance, the building is on the historic register.

In 1986, when the building was practically bursting at the seams, we added an additional 700 square feet onto the main building. This gave us space to make more sandwiches and to redo much of the building’s rapidly aging infrastructure. But, this still wasn’t enough room for us to do what we wanted to do. So in 1991 we renovated the 19th-century wood-frame house next door and added an additional 60 or so seats, along with space where we could make espresso, brew pots of specialty coffees and teas, and offer a much-expanded selection of sweets. This space is now known affectionately as Zingerman’s Next Door.

It’s all kind of whacked, but somehow it works. If you get into what we do, it’s a wonderfully weird and one-of-a-kind experience. As we said in our original vision, there are many delis but there’s still only one Zingerman’s.

The Zing Train

With the founding of ZingTrain in 1994, the company began to formally share their approach to business through seminars and workshops, books and digital learning. Here are some of the themes:

Business visioning: creating a vision of greatness

When Inc. Magazine called Zingerman’s “the coolest small company in America,” they said that the “grand plan” the Zingerman’s founding partners came up with for the future of their business was “far better than anything a management-consulting firm could have devised for them.”

At Zingerman’s they call the “grand plan” a Vision. They’ve been visioning for nearly 20 years now. They use it all the time and at every scale – for really small ideas like moving the office copy machine to really large ones like where the Zingerman’s Community of Businesses will be in the year 2020. Just about every one of our staff members and partners would tell you that Visioning is the key to our unique and uniquely successful community.

Ari Weinzweig, co-founding partner of Zingerman’s and author of several books, even has a Vision for Visioning: “10 years from now, visioning is an intrinsic part of the way that thousands of progressive organizations around the world do their work … And my vision is that Ann Arbor is one of the capitals of visioning work.”

Customer service: treat your customers like royalty

Some of the best businesses in the world have come to ZingTrain to learn about and adopt (or adapt) Zingerman’s approach to customer service.  Held in Saveur magazine’s highest regard for its service, Zingerman’s has taken its national accolades into the world of training and consulting with ZingTrain.

Great service is a cornerstone of Zingerman’s success. Zingerman’s has earned its reputation for great service by intentionally creating an organizational culture that nurtures great service and by teaching each and every one of its employees the recipes that the organization has developed for great service – namely the 3 steps to giving great service and the 5 steps to effectively handling customer complaints.

Read the Zingerman’s 2020 Vision

Open book management: bringing finance to the frontline

Open Book Management is a radical approach to running a business, Open Book management is about empowering every single employee in your business with the tools, education and data they need to act (and take responsibility) like owners.

The Denison’s 2010 survey said that:

  • Companies that use Open Book Management consistently rank in the top 10% of all companies surveyed.
  • Zingerman’s was in the top 10% amongst companies that practiced Open Book.

Open Book is not a spectator sport – it’s not just about showing people all the numbers.

Transparency is great but this is about actually taking charge, not just taking time to look at some financial spreadsheets that management was nice enough to share with you. Open Book is about everyone participating in running the business – it’s about people understanding how the whole organization works and their role in it, it’s about accountability, collaboration, and taking initiative. It’s about looking forward and working together to win.

It’s more fun, it’s more interesting, and the bottom line is it just plain works.

Leadership development: how to grow your management skill

You get 494 million hits when you Google the phrase “Leadership.” It drops to a significantly more manageable 128 million when you change the phrase to “Leadership Development.” A good few of them probably have something worth learning or adopting.

Ultimately though, you become aware that what you choose to adopt and disregard is based on your answer to the question: What kind of leader do I want to be? What kind of leaders do we want in our organization?

At Zingerman’s, over the course of over 30 years of growing and thriving, they’ve created a clear vision of what our idea of great Leadership is. It’s based on Robert Greenleaf’s idea of Servant Leadership. The basic belief of Servant Leadership is that we, as leaders, are here – first and foremost – to serve our organizations. We’ve also developed a teachable and effective system for it. And we think it works. Here’s why:

Elaine Steig, Zingerman’s Service Steward, 2012 says this: “It is a true gift to be a leader within Zingerman’s Community of Businesses; to have the freedom to be a true leader and be true to yourself. Not that there isn’t pressure, but the pressure is largely self-imposed to live up to the expectations we have set for ourselves and our organization. In my 25-plus-year career, I have never felt more appreciated, engaged, challenged, and rewarded.”

Training and systems: Great performance through clear expectations and training

Zingerman’s are big believers in systems. Consequently, and not surprisingly, they’re also big believers in training, because effective training is how we teach all of our staff what our systems are. Being a food business, we sometimes call our systems recipes. They have recipes for giving great service, recipes for creating organizational change, recipes for great performance reviews, recipes for effective on-shift training, we even have a recipe for how to create a great recipe! They call it Bottom-Line Training and they believe in it deeply enough to have trademarked the phrase!

Here’s an excerpt from the Zingerman’s Staff Guide:

Systems: Our systems are set up in order to help deliver the most effective bottom line results possible while staying true to our Guiding Principles. In choosing to work here, we make a commitment to work according to those systems, or to work constructively to change and improve them.

The 2-day seminars they teach are a distillation of some of our most effective systems from Service to the entire Employment Experience. And in the Bottom-Line Training seminar they teach you how to design effective systems of your own, that serve your bottom lines.

An Anarchist’s Refreshing Approach to Running a Business

Here’s an extract from a recent Forbes article on Ari:

Ari Weinzweig believes aspiring leaders should never sacrifice their core beliefs in order to achieve success. On the contrary, they should embrace and celebrate these beliefs, then use them to ignite their organizations.

After all, how can entrepreneurs expect to make an impact if they simply trudge down the same path blazed many times before? Not only has it already been done—it’s also missing authenticity. Ari believes there’s a better way to do business, and that’s by being yourself—completely.

The co-owner and co-founder of Zingerman’s Community of Businesses, Ari is also the author of books including the Zingerman’s Guide to Good Leading series and the Zingerman’s Guide to Good Eating, a contributor to magazines like Fine Cooking and Food and Wine, a recipient of a Lifetime Achievement Award from Bon Appetit, a mentor, a noted speaker and so much more.

However, a quick conversation proves Ari’s success has never gone to his head. Casually peppering his words with profound insights from his favorite anarchist authors or leadership lessons, Ari’s perspective is refreshingly honest, down to earth and transparent. He’s also proof that running a business your own way can work—we just need to be courageous enough to defy the status quo.

“Most of us continue to do every day what we’ve been trained to do,” Ari says, “until one day, we realize there’s another way to do it.”

Ari didn’t always have entrepreneurial ambition. In fact, after graduating from the University of Michigan in Ann Arbor, Ari just wanted to pay the bills so he could avoid moving home to Chicago. That’s what led him to take a job as a dishwasher at a local restaurant.

As he learned the inner-workings of the food industry, Ari started making his way up the ladder, eventually landing a managerial position. He also met Paul Saginaw, who would later become Ari’s partner at Zingerman’s.

For several years, Paul and Ari traded ideas about someday opening up a place of their own. Then, after space in a historic building opened up, they decided to grasp the opportunity.

In 1982, Ari and Paul opened the doors of Zingerman’s Deli with two employees. With a steadfast commitment to extraordinary ingredients, a strong tie to the local community and a creative-minded culture, Zingerman’s was instantly a resounding success.

Since then, Zingerman’s expanded not by replicating the deli, but by integrating their mission and guiding principles into entirely new local businesses including a coffee house, bake shop, catering company, training center, creamery and more. They named it the Zingerman’s Community of Businesses.

Over 35 years and 700 employees later, the Zingerman’s Community of Businesses continues to thrive and currently boasts over $65 million in annual revenue.

Ari Weinzweig loves anarchy. He’s spent countless hours browsing the University of Michigan’s Joseph A. Labadie Collection of anarchist literature—one of the nation’s largest—and applies his gained wisdom to his life and his business practices.

But don’t confuse his brand of anarchic ideology with any preconceived notions involving chaos, destruction or tearing down the government. Instead, his brand of anarchy is about all about equality, community and refusing to “follow the rule because it’s the rule … I don’t think anybody really likes being told what to do,” says Ari.

Still, when it comes to the corporate world, aspiring entrepreneurs often conform quickly to expectations, as if giving up their past ideals is the necessary price of achieving success. Ari wholeheartedly rejects this mindset for himself, for others and for his organization.

“[There’s] this weird incongruity between like, it’s good to be a free thinker and you should make your own decisions—but not that one,” says Ari. “It’s no different [at Zingerman’s]. We want people to develop, grow and pursue their dreams.”

He supports his employees’ individual freedom, even if that means openly discussing a future path that leads away from the company. “Sometimes their dream is to leave, which I’m okay with,” he says. “It’s not necessarily what I wanted—but ultimately it is what I wanted.”

“What you believe alters what you see or experience,” says Ari. From personal relationships to corporate leadership, our beliefs influence everything in our lives. What we believe not only affects our own choices, but the actions and emotions of everyone around us. Positive beliefs create positive outcomes, while negative beliefs create the exact opposite.

For example, if an anxious new hire believes their manager dislikes her—and the manager’s neutral or negative attitude does little to convince her otherwise—the new hire will assume the lack of positive feedback means those assumptions are correct.

Maybe there’s validity behind the new hire’s concerns. Maybe there’s none. Either way, she’s going to internalize those feelings. Those feelings will manifest as action. As the stress mounts, her demeanor flounders and work suffers. Whether or not the manager actually had negative feelings becomes irrelevant, since the new hire’s reaction hinders her performance regardless.

Ari calls this a self-fulfilling belief cycle.

“The self-fulfilling belief cycle is just what it sounds like,” Ari says. “We self-fulfill into creating much of our reality. I’m not saying we create all the problems, but a lot of the things that are going on in our lives start with our own beliefs, not with other people’s behaviors.

“Part of that is realizing that we all filter information based on what we believe. We filter out all the information that doesn’t support our beliefs … or you actually go seek out information that supports our beliefs.”

Sure, positive thinking on the new hire’s part could’ve changed the cycle. But if the manager instilled more positivity, everything would’ve changed as well. After all, isn’t it the leader’s role to inspire?

Let’s be the leaders that set our people up for success. By confidently believing in them, they’ll believe in themselves as well.

The Creativity of Better Businesses

“If people looked at their lives and their organizations like they were creating art, they would start to notice a lot more. They would probably be a lot more mindful of what they do.”  

There’s a divide between the arts and the corporate world. Many leaders believe in the already defined structures that keep companies running, and think that creativity is a skill best reserved for the weekends.

But what if thinking so rigidly keeps us from seeing the whole picture? By following the same rules and same routines, are we too hyper-focused on getting things done instead of doing them better? What if creativity is what makes a good business great?

Ari believes all business leaders can learn from artists. That’s not to say all CEOs should necessarily sign up for painting classes. Instead, think about your organization as an elaborate song with countless tiny, yet essential, parts. If one note is flat, the piece falters. If every note is flat, the song turns into a disaster.

“A painting isn’t this instantaneous creation. It’s an enormous amount of work over an extended period of time. A song doesn’t just doesn’t emerge finished … they’re still paying enormous attention to what all of those little things are.”

“People who go into [business] only for the money rarely create great art,” says Ari, and it’s usually true. Leaders need to tap into the joy of building something for the love of it—not just for status or wealth. And wouldn’t leadership be more interesting—and more fun—if tasks were treated as creative exercises, rather than just obligations waiting to be checked off a list?

The best creatives trust their instincts and they trust themselves. “My strong belief is that everybody in their hearts [knows what] what they want,” says Ari. It’s a mentality he holds as dearly today as he did as a young anarchist in 1982, and it’s not going anywhere.

 

“Together, we’re transforming the global food system by creating better ways to make meat, dairy and fish without using animals – delicious, good for people, and good for the planet. Our approach: understand what people love about meat dairy, and fish, and then explore the plant world for specific ingredients that recreate those experiences.

In 2016, we launched the Impossible™ Burger: meat made from plants, for people who love to meat. Founded in 2011 by Pat Brown and backed by top-tier VCs and visionaries, we’re looking for the very best scientists, engineers, food developers, and business professionals in the world to join our creative, diverse, multi-talented and mission-driven team. We’re here to secure a sustainable future (and have fun while doing it). Come work with us to change the course of history.”

Pat Brown is a geneticist on a mission to rid the world of animal foods. In 2009 he took a sabbatical from his academic career to reflect on how he could make a bigger difference to the world. He decided that the environmental change was most profound, and he could add more value by focusing on the use of animals to make food. Beef farming, more than any other type, has caused huge destruction to rainforests, and the animals themselves significantly add to the world’s carbon emissions. He organised a conference on “the role of animals in a sustainable global food system” and resolved that the best strategy would be to create a product that competed against animal foods commercially.

“The mission of Impossible Foods is very simple. It’s to completely replace animals in the food system by 2035.”

“Why does meat smell, feel, cook and taste like meat?” he challenged his small team of scientists. He believed that the answer lay in heme, the iron-containing molecule in blood, a component of haemoglobin. He started exploring how he could source the molecule in alternative ways from nature. The answer lay in the roots of clover. And from that moment in 2011 he set about launching Impossible Foods. 5 years later they launched the Impossible Burger, a burger that looked, smelt, sizzled and tasted just as good as a traditional beef version. Even better when you consider its wider impact on the world.

In 2016, the World Economic Forum named Brown a Technology Pioneer for his design, development and deployment of new technologies and innovations “poised to have a significant impact on business and society.

The company has three main sources of revenue: grocery stores, restaurants, and online. Impossible is in over 25K grocery stores including Walmart, Trader Joe’s and Costco. Impossible Foods also has distribution deals with 40Krestaurants in three different continents to sell Impossible products.

Additionally, Impossible Foods has entered into the private labeling business represented by their partnership with Krogers. The company also offers the sale of its products via the internet, but it is not a classic direct-to-consumer model. Consumers can buy the products via the Impossible Foods website and receive delivery via Instacart. The company also does sell products on Amazon. The price of the products vary based on the location and distribution methods. Specifically, for grocery stores, Impossible Foods cut prices on multiple occasions, in 2020 and 2021, taking the minimum price of sale to $6.80. This still represents a premium to classic ground meat, but over time, the company expects to become cheaper than classic beef.

Brown led Impossible Foods to becoming one of the industry leaders and a $10 billion enterprise. In March 2022, Brown stepped down from the CEO position and moved into the position of Chief Visionary Officer to focus on longer-term strategic initiatives. Brown was replaced as CEO by Peter McGuinness , previously President and COO of the Chobani yogurt company.

As consumers begin to recognize climate change as a major issue, they are becoming more aware of the role that beef production plays in climate change. A 2022 survey of 1K consumers found that over 80% were willing to replace beef purchases with lower carbon footprint meats and meat alternative. However, only 5% of consumers in the US and UK are willing to become vegetarians, signaling a widening demand for plant-based meat alternatives, which emit up to 90% less greenhouse gasses compared to meat.

As a result, funding has flooded into the plant-based meat market in recent years, and it has become a $7.5 billion market as of 2021. When compared to the $280 billion global meat market, it’s clear there’s considerable room to grow. However, in the face of deteriorating macroeconomic conditions, the faux meat market cooled down significantly starting in 2021, and saw a decrease in sales for 22 consecutive months leading up to November 2022.

Despite this, plant-based meat producer Impossible Foods has retained momentum even amidst a broader downturn, having grown sales to $137 million in 2022 which represented 70%year-over-year growth.

Read more.