INTERVIEW FEED & ADDITIVE MAGAZINE July 2024 69 sivity and relevance in the long term by owning our technologies, including intellectual property and industrial assets. Reflecting on the past, can you share more about how NUQO was established? Who are the key stakeholders in this venture, and what is your vision for the future? The answer to that question is very simple: NUQO was established as an independent company, founded by me along with a few partners who have longstanding connections to the animal nutrition market. Some employees hold significant shares, as well as industrial partners who support and contribute to our operations. For instance, we have financial support from a family-owned business with a longterm commitment to our field. Finally, I am one of the major shareholders as well. That's it. The idea behind our model was to unite all the necessary capabilities for the future from the outset (research, industrial, commercial), while fostering a ‘team spirit’ for our long-term development, built on trust, success, and, I must say, fun. Talking about the future, it’s important to mention that we remain open to replicate our model and partner with top individuals or companies to create regional hubs or invest in new opportunities and technologies. I am confident in the strength of our model also in the future. What was your rationale for creating NUQO? Do you foresee any changes? (Are you open to offers from other businesses?) What is your longterm plan in this regard? Our market is experiencing an exciting yet challenging period. As discussed, there is continuous economic pressure alongside high technical expectations across all markets. In the feed additives sector, some categories are becoming commoditized (such as, let’s say, toxin binders, organic minerals, and even enzymes to some extent), but there remains a growing interest in phytogenics, ‘-biotics’ technologies, and other innovative advancements yet to come. In parallel, certain large players follow trends, absorb mid-size companies and business but create only limited organic growth, while small, opportunistic players offer me-too blends and show much commercial agility. Between these extremes, we believe there is a ridge path for independent players to develop genuinely unique technologies (i.e., not commodities) that address the real needs of customers, offering practical and efficient solutions (no BS). This is somehow the NUQO way. Instead of pursuing short-term market share gains, we primarily aim to combine all elements necessary for long-term and sustainable organic growth. To your last question, yes, we have received concrete solicitations, which indicates that our technologies are gaining visibility and value in the market. However, I recognize that a simple takeover often doesn't create lasting value, as we've frequently observed in the past. As mentioned earlier, our ‘club’ model is geared for long-term, and I don't foresee this changing. Nonetheless, we are open to welcoming new ambitious partners for specific developments, particular applications, technologies, or geographies. Can you discuss the long-term strategy? Does it require occasional adjustments, or does it still align with your original vision when you founded NUQO in 2020? While we've had to make strategic decisions to deliver on our promises, we see still ample room for further growth and enhancement. Regarding innovation, our pipeline is clear, it will enable us to expand into new areas, but we need to execute on it. In terms of business, there are specific regions where we plan to bolster our presence, whenever we can partner with individuals & companies who share our ambition and values. 5 years ago, we crafted a company with a flexible and decentralized structure, prioritizing scientific research to offer proven technologies and fostering long-term growth for people and business. Even though we couldn't foresee every challenge or market upheaval, we are now reaping the rewards of our team's hard work. This makes me think our strategy remains pertinent.
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