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B


urlodge started in 1984 when my father, Bruno Speranza, who was in the process of setting up his own company to sell foodservice equipment, asked me if I wanted to work with him. T is was a complete shock because working with your father is never easy. It wasn’t


what I was planning, but it turned out to be the best decision I ever made. At the time he was managing director of Zanussi UK and I was completing my business studies and intending to take a sabbatical year. How that changed in an instant. My father was a great role model and mentor – not just for me but to many of our colleagues. I was very grateful for the opportunity and, understandably, it was an exciting time. I will never forget those early days working from our dining room table. Shortly into our eff orts we were approached by a


healthcare equipment supplier who wanted us to distribute their products in the UK. We accepted and quickly became well established in the market, but those early successes were dashed when our supplier was being acquired and demanded direct access to the UK market. Sadly, they broke contractual obligations and litigation followed. It was a major frustration because we'd just


started to realize the fruits of our labor. We had the know-how, market knowledge and drive, but we had no product. T e second chapter of Burlodge began.


Burlodge takes root We began designing and developing our own product, and within 12 months, we introduced our fi rst meal trolley. It made waves in the market, and we proceeded to win a majority of projects. Soon enough we started to distribute our


products in Italy before venturing to Canada, where the food distribution methods were similar to the UK NHS model. T e US and France followed. We had a clear plan


to enter one market at a time and do that well before moving into a new territory, either directly or via key distributors and partners. By 1998, we had been approached by the Ali Group and we agreed to become part of its group of companies. After that, we started to work with Ali Group companies Metos, Stierlen and Moff at and subsequently temp-rite once it was acquired by the Ali Group. Together with our teams, partners


and products, we strive every day to be the best in the industry.


The power of the collective Ali Group is unique. We all operate as individual companies in our own market segments, but the power of our collective specialties and talents gives clients tangible benefi ts. Sharing know-how, market knowledge and supplier connections – these are benefi ts we off er that our competitors lack. Add to that the intangible advantages, such as


peace of mind for clients who are making major investments in meal delivery systems. It’s incredibly reassuring for them to buy from a stable, profi table company – backed by an international group of Ali’s caliber. What’s more, the Ali Group culture blends the family business feel on one side within a strong corporate structure, so we attract excellent talent.


Taking the lead I was appointed CEO 10 years ago when my father Bruno retired. He’d made such an impression during his time and people still ask after him. T ose aspirations and ambitions my father and I started with are still in our DNA. I think people really sense the passion that we had for the business – that we really took comfort in knowing we made a diff erence to patients who were dining in a diffi cult and unfamiliar environment. We always focused on bringing some dignity


to the patient experience. I still get as much joy thinking about facilitating well-presented meals to people around the world as I believe it does to those enjoying those moments. At Burlodge and temp-rite, we have three simple


rules: take care of every customer’s needs, develop products that make a diff erence, and, employ the most skilled and professional team. In that, we have developed a multi-talented team that includes chefs, dieticians and engineers who, together, give us a better understanding of customers’ needs and challenges. Still, we don’t like to make claims like, ‘we innovate’ or ‘we’re the leaders in…’, as this marketing-speak means little for most people. We prefer to focus squarely on our customers’ needs. We pride ourselves on speaking the same language because with our experience we understand what being on the front line really means. T at gives us the insights necessary to develop the solutions and systems that have become the industry standard. ▸


Aliworld 11


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