enfr

talk
to us

New York
250 Park Avenue,
14th Floor New York City, NY 10177

Connecticut
22 Thorndal Circle,
3rd Floor Darien, CT 06820

Paris
23 rue du Mail
75002 Paris – France

info@beperpetual.com
Attributes of the t3 framework:
the right stuff

The "right stuff" is about ensuring the right people are in place and ready to deliver. They feel strongly that they are working with a group of people they respect and can get the job done. The foundation of any team are the people who comprise it. The needs of any team go far beyond ensuring they "can do" the job itself (competence) and extend to areas that allow the team, and its individual members, to work effectively together in delivering the desired outcomes.

These include, for example, possessing a growth mindset, allowing people to adapt more effectively to adversity and solve problems that lead to a breakthrough (‘can do’ attitude). Openness to other’s ideas (a true team player), grit and positivity are other examples of traits of people that are important on any team.

Simply put, members of the team "can do, can do".

clarity & alignment

People and teams are clear on what they need to do and why it is important. High-performing team feel strongly that the direction is clear, and line-of-sight exists between their work and that of the teams or organization on the whole.

There is clarity in the vision, mission and objectives of the team and clarity in how such objectives cascade down to each and every member within it.

Clarity is nothing without alignment, at least over the longer-term. People who know what to do can certainly deliver some good results, within their own sphere of influence; however, alignment is vital for sustained execution excellence. Alignment suggests that people are committed to their role and what they need to do to produce good results.

Simply put, members of the team "know what to do."

empowerment

Empowerment is all about ensuring people have the freedom, support, and tools to deliver on what is expected along with the systems and process to work effectively together.

The nature of the way organizations are designed and the likelihood that most are populated by human beings leads to a natural dysfunction that often is referred to as silo thinking or behavior. Left alone, silo behavior and potentially relational-based conflict WILL arise. This calls for organizations to install a ritual that ensure these are outlined, clarified, and negotiated so that people can work effectively together in driving value for their customers, and the business.

Additionally, we find many teams that have too many priorities that are crippling the team’s effectiveness and/or leading to burnout. Typically, ad hoc demands from the business may be the culprit, and without a priority reconciliation process, frustration emerges.

Simply put, members of the team are "allowed and enabled to".

belonging

Belonging suggests that people fit within your organizational context—they "belong" here and are connected to the organization.

Organizations cannot afford to have disengaged employees—and yet, many in the workforce report being actively disengaged. Others are passively disengagement manifesting in some form of "quiet quitting." This results in lost productivity and an unhappy workplace in general.

While there are many factors that may be at play here, the most important one is a sense of connection people have with their company, a belief that they (the company) are doing the right thing (beyond making money) and that they are operating in a way that is consistent with making a real contribution to society. For newer generations of workers this is of particular importance. It all starts with purpose and values.

Simply put, members of the team "believe it's right to do".

agile execution

Agile Execution is all about how the team works together to adapt to dynamic conditions. It is our belief that no initial plan will survive for very long, placing a burden on the team to pivot consistently in order to deliver upon their strategic outcomes.

In today’s VUCA world, planning is taking on new forms as organizations recognize that within weeks after initiating any plan, it can be rendered, at worst case, useless, or in best case, intentions remain on track but how one gets there changes rapidly. The environment is simply too dynamic to invest months preparing, planning, and budgeting for a reality that may not exist in six months.

In our view, get the strategic intent right, plan on how to get there, and instill agile execution rituals that allow the team to adapt to the realities of executing against the plan.

Simply put, members of the team "will do what it takes with integrity".

togetherness

A sense of togetherness results when the teams do the other five attributes well, leading to sustained high-performance and lots of enjoyment working with fellow colleagues. No matter how remote a team may operate, leaders need to work to secure this sense of "togetherness" and, ideally, bring people together every so often.

In such teams, not only do you have exemplary engagement and behaviors from all constituent members but that final piece of "social glue" -- individuals motivated also by the very company of their team colleagues. This is the zone where intra-relationships are defined by shared levels of high professional respect and, indeed, deep friendships.

Team members bearing this attribute scale even greater heights (sometimes literally!) because not only are they passionate about what they do (as built on all the preceding qualities) but it is this comradeship that sits at the very nexus of this passion. There is no place they would rather be than with the companionship of their comrades and, with this fellowship, a sense of collective invincibility. For such teams, there is a mindset of "anything together".

Simply put, members of the team "build a legacy".

blog posts

What I Learned at Expo West 2026:  Trends, Talent, and Connections

Jennifer Koplow

Jennifer Koplow

If you want a real-time snapshot of where food, health, and consumer expectations are heading, spend a few days walking the floor at Expo West.

Walking into Expo West this year felt like stepping into the epicenter of the food and beverage universe. Every aisle buzzed with innovation, founders were everywhere, and to no one’s surprise, protein was having a moment. From sodas to cookies to chocolate, everything seemed to be fortified, enhanced, or powered up with protein.

Interestingly, some categories that dominated past years like imitation meats and dairy alternatives felt noticeably quieter. Not gone, just… culled. A reminder of how quickly trends move and how critical true differentiation is.

But what stood out most at this year’s Natural Products Expo was something truly powerful: human connection.

Something simple but important — when great products meet passionate people, magic happens.

The Supplement Surge

If protein was the star, supplements were the supporting cast with a whole storyline of their own. Creatine, women’s health formulas, skin-and-hair blends, collagen, and GLP-1–aligned offerings were everywhere.

But as I wandered from booth to booth, my consumer lens kept landing on the same insight: the claims are starting to sound identical. Functionality matters, but messaging will make or break the brands that rise above the noise

Booths That Stole the Show

Some brands clearly understood the assignment.

  • Poppi brought the fun with an immersive presence that made you feel their energy
  • Goodles let you literally jump into a giant mac-and-cheese bowl. Impossible not to smile at
  • Chobani transported attendees into a mini soccer stadium, tying beautifully into their new U.S. Soccer partnership
  • Oatly showcased new flavors via a whimsical conveyor-belt activation that was creative, memorable, and very on-brand

These weren’t just booths; they were brand experiences.

The brands that drew crowds had energy, design, and novelty.

Sustainability: Still a Priority

Across the show floor, companies continued highlighting sustainability through packaging, sourcing, and mission-driven narratives.

Consumers aren’t letting up on expectations, and brands aren’t either.

Who’s Walking the Floor?

Expo West is truly the industry’s “who’s who.”

CEOs, founders, investors, bankers, retailers, distributors, marketing leaders, sales teams—everyone was there, sleeves rolled up. This wasn’t a passive attendance year; it was a relationship-building, deal-starting, collaboration-seeking kind of year.

Equally valuable were the moments between meetings, reconnecting with contacts I don’t see often, spending time with some of my favorite emerging brands, and having thoughtful conversations with founders who are battling every day to solve problems they deeply care about. Seeing everything together in one place helps spot patterns before they show up in the data. It’s a real-time cultural check on where food, health, and consumer expectations are heading.

Conversations That Stood Out

Companies Are Hiring—Strategically

Organizations are leaner but sharper. Leaders talked about finding talent who can wear multiple hats, operate with agility, and bring real depth.

Talent Retention Is a Top Priority

Team culture, development opportunities, and minimizing attrition came up again and again. Leaders aren’t just trying to fill seats they are trying to keep them filled with engaged, motivated people.

The Return to Office Is… Happening

Many of the people I caught up with are back in-office at least a few days a week. Not universally, but more than I expected.

Sales Teams Are All-In

One of my biggest observations: unlike past years, I saw very few third-party booth support teams. Instead, sales teams, marketers, finance, and even HR were the ones working the booths. And you could feel their passion as they weren’t outsourcing their story; they were telling it firsthand.

Industry Experience Still Matters

Several leaders shared the same sentiment: while hiring outside the industry is appealing, the learning curve can be steep, and teams don’t always have the bandwidth to absorb it. Food and beverage is its own ecosystem, and sector knowledge remains a major asset.

Final Reflections

Expo West 2026 was a reminder of why this industry is so special: it’s dynamic, it’s human, and it’s constantly reinventing itself.

Year after year, the food and beverage world keeps showing up with incredible energy. Some familiar faces who have been building brands for decades, and a whole new wave of founders jumping in and keeping the buzz alive.

It was also fantastic to reconnect with so many friends, clients, and candidates across the industry. At Perpetual, we’re fortunate to support consumer goods organizations through executive search, leadership development, and building high-performing teams — and events like Expo West are a powerful reminder of how important the people behind the brands truly are.

Yes, trends will come and go. Yes, categories rise and fall.

But the energy, creativity, and community? That’s the part that endures.

See more insights

illycaffè – building repeatable commercial excellence

What is Heineken’s Thrive Forward leadership program?

Why interim & fractional leadership roles are growing in 2026

Why the five buckets matter for leadership development