Learning Through Volatility: in Coffee and in Leadership

A few years ago, conversations about coffee were mostly about optimization. Then the ground shifted, and it hasn’t really stopped since. Volatility forces quicker decisions and exposes assumptions that were too comfortable and systems that were too rigid. 

Looking back, what stands out isn’t one specific shock, but how the same lessons kept resurfacing in the business and shaping the decisions we made in response. 

Learning #1: Diversification builds stability. 

Relying too heavily on a narrow base creates risk. Recent years made it clear that balance is essential. Diversification isn’t about chasing volume; it’s about making sure the business can hold steady when conditions change. Strong customer relationships will always matter, and it’s important continue this commitment while diversifying.  

Learning #2: Product strategy must follow customer needs. 

As markets become more complex, customers look for solutions that make their lives easier. This has pushed a clear shift toward packed and value-added products. These are no longer extras. They’re becoming a core part of how instant coffee supports customers. 

Learning #3: Agility must be built in. 

Market shocks don’t come with warnings. Responding well means having flexibility already in place. Sourcing, tolling and blending strategies need to allow quick adjustment without losing control. 

Learning #4: Change depends on people. 

Markets may create pressure but change only happens through people. Clear direction matters, but trust is what enables individuals and teams to act. In periods of pressure, leadership is as much about listening and empowering as it is about deciding. 

Learning #5: Empowerment strengthens the business. 

Trying to manage everything alone limits growth. Giving key people space to take ownership builds capability and makes the organization more resilient over time. 

Learning #6: Learning needs structure. 

Experience helps, but it isn’t enough. Volatile environments reward those who keep learning with intention. Continuous learning only works when time and focus are set aside for it. 

What I want to apply going forward

From a commercial perspective, the focus is now on turning these lessons into a stronger operating model. That means diversifying with purpose, not spreading too thin, while continuing to invest in long-term partnerships. It also means putting more emphasis on packed solutions where they clearly add value and expanding the network of suppliers and tolling partners through open, data-driven discussions. Sustainability and traceability will remain important but will always be tied to concrete projects with clear benefits. 

On a personal level, I want to apply the same discipline. Staying in learning mode requires structure, so I plan to spend time regularly going deeper into new topics rather than skimming what’s familiar. I also want to take on projects that stretch me when they are strategically relevant and to keep encouraging dialogue across regions and areas of expertise. Progress rarely comes from staying in one lane. The goal is to keep connecting perspectives and to keep asking what the next instant coffee solution should look like. 

 About Joseph: 

Joseph’s journey in coffee has carried him from trading green coffee in New York to instant coffee manufacturing in Ecuador, and ultimately to working side by side with producers at origin. Along the way, he gained a deep understanding of how coffee moves through the supply chain, from origin and extractability to efficiency and traceability. These experiences shaped his belief that coffee should be more than a commodity; it should be a force for sustainability through better supply-chain integration. For Joseph, coffee represents an opportunity to create stability, uplift communities and build meaningful lasting connections between producers, markets and consumers.