For over 25 years Edwin Bessant has steered Ceuta Group from a start-up to the Nasdaq (NYSE) through being recently acquired by IQVIA, to become a leading global brand-building consumer company within the Health & Wellness and CPG market sectors. Under his leadership, the company developed an innovative and pioneering business model, achieving ' First Market Move' status, constantly adapting the business to market changes & needs, delivering an 'End to End' integrated outsourcing services solution to support the journey of a consumer brand from pre-commercialisation to market execution. In this exclusive interview, Edwin discusses his leadership philosophy, the importance of innovation, and how Ceuta Group continues to evolve in a rapidly
changing industry.
How has your leadership style influenced the growth and success of Ceuta Group over the past 25 years?
Leadership is crucial to the success of any business. I prioritise clear and concise communication, setting a realistic and achievable vision, and providing a clear direction for the company, Supported by well-defined fiscal objectives & STEM quarterly analysis report [Strategy to Execution Management] for the leadership team. I allow my leadership to lead without interference, as trust is key, to allow them to manage, initiate, and motivate their teams whilst achieving results. It's important to have monthly meetings that have set agendas to allow for forward preparation, inclusive of business results; people updates & support, comms updates and bespoke objectives, which can be followed up.
What strategies have you implemented to position Ceuta Group as a leading global corporate brand building business in the Health & Wellness and CPG sectors?
Strategy is key to all businesses, it's a guide [objectively and numerically] to all of your stakeholders.
I have eight companies within the Ceuta Group, every year I ask our Heads to deliver an annual fiscal 'Business Plan' inclusive of the strategy and a summary overview of 3 years ahead as a road map and this outward extended view is key as market shapes can change over time, therefore adapting and recognising market change in advance is essential to the success and future-proofing your business.
Business plans need to be stretched, but must be realistic and achievable, as in our case our numbers are of a high importance contributing to the larger IQVIA Group being part of the Nasdaq, etc, but for smaller companies, your bankers or PE investors need to see accuracy and consistency in your financial numbers to get backing.
Can you share insights into recent initiatives or technological advancements Ceuta Group has adopted to enhance brand development and market reach?
Our business is heavily focused on data, support and provision, which evidence bases the work we carry out for clients or departments within our business. Ceuta's market position is to support the total journey of a consumer brand; we commence with Market Business Intelligence to Market Execution; the first part is key. Ceuta acquired a Business Intelligence and category services business 10 years ago, providing data and analytics to global consumer players, Retailers, and PE, now part of IQVIA with access to AI-powered intelligence supporting our own businesses but increasingly to clients.
How do you foster a collaborative and forward-thinking culture within Ceuta Group's diverse team of over 350 individuals?
Culture, Communication and Collaborative engagement with your workforce are key - the 3 'C's.
I also believe that for the majority of businesses, having your workforce in the office is beneficial, so that you allow collaboration, team building, ongoing face-to-face communication, not working in isolation, a framework & supporting and enhancing productivity, less distraction from home activities and no 1, the office is the best environment to create and develop culture, it's the heartbeat of any business.
To ensure we have Best Practices in developing culture, we have TMD [ Training, Management & Development] support for all employees, annual engagement for appraisals to support their roles or career development, monitor and benchmark their progress at work and review and set them new business and personal goals for the forward year. It is key and relevant that your workforce is continually kept informed, we have regular Townhall meetings combining office and field personnel, quarterly newsletters and in parts of our Group annual conferences, monthly leadership team meetings and as the CEO, I will go out and visit our office locations and do a short face to face townhall update and with the opportunity for our employees to ask any questions..
In what ways does Ceuta Group's unique collective of capabilities across the value chain provide a competitive advantage for your clients?
Ceuta Group has two primary first-mover advantages on a global scale, which position us as leaders in our industry.
As the CEO I pioneered and innovated two new industry global models with ' First Market Move Advantage' with the support of my team.
We created a Global route to market outsourcing services business for brands and companies [ MFG & PE] to totally manage and develop their brand or business across 107 global markets from within one Group and one point of contact which would back into a wider team. Services include - Appointment of a local market Ceuta Alliance partner, Route to market salesforce representation, local market IP, Contract manufacturing, Data analytics, Forecasting, Finance, logistics, regulatory, local market strategy etc.
Ceuta Group partnered with HRA Pharma who were backed by Private Equity, to manage the transition, onboarding and 'Brand Building' management of Compeed from J&J into HRA Pharma across 17 markets. Key highlights include:
Distributor Management: Negotiated and signed 17 distributor contracts within 90 days, ensuring a seamless sales transition after the acquisition.
Expanded Market Reach: Leveraged Ceuta's International Alliance to grow Compeed's presence beyond pharmacies into mass-market channels such as e-commerce, convenience stores, and sports shops, aligning with HRA Pharma's growth goals.
Global Data Insights: Provided transparent reporting via a global analytics portal, covering sales, forecasts, stock levels, and KPIs across:
25 markets for Compeed
16 markets for ellaOne
UK for Hana
UK & Southeast Asia for Mederma
White Space Expansion: Facilitated entry into new markets, including Canada and Israel.
Results: Initially focused on Compeed in 17 markets, Ceuta's role expanded to data analysis in 25 markets and management of three additional brands.
Ceuta created a unique and pioneering platform of an integrated 'End to End' platform of services under one umbrella to support the journey of a consumer brand from Pre-commercialistaion / Business Intelligence support to Market Omni-channel execution anywhere in the world.
Ceuta over the past 10 years acquired leading businesses within their field of expertise ie: [ Bridgethorne: Business Intelligence & Research & Category Insights support / Training. 1HQ Global - Creative & Brands Communication business. Click Consult - Digital performance agency delivering digital content, Seo, UX effectiveness & Digital Consumer engagement.
How do you ensure Ceuta Group remains adaptable and responsive to the rapidly changing consumer goods industry?
Albert Einstein once said: ÒThe measure of intelligence is the ability to changeÓ and Charles Darwin stated that ÒThe one most adaptable to change is the one that survivesÓ - I agree with them both, throughout my career with my leadership team, I have always stressed that we should understand the market shape three years in advance i.e. will the Shopper or Consumer profile change, What advancements will AI take shape, will our product or service still be relevant etc - But then the focus should be on the solution to adapt to change with the relevant product or service offering.
Could you discuss Ceuta Group's approach to integrating ESG (Environmental, Social, and Governance) principles into its business operations?
As per our website messaging: Ceuta Group, sees climate change as a global interconnected challenge that everyone must adapt to.
We are always mindful of the risks associated with the impacts of climate change, including severe weather events and environmental changes, as well as the transition risks posed by the policy and technological changes necessary to achieve a greener economy.
At Ceuta Group, an IQVIA business, we don't have large carbon footprints. In all business operations, including travel, we prioritise sustainability by opting for greener alternatives to minimise our carbon footprint and reduce greenhouse gas emissions.
Our planet is facing unprecedented risks and damage to its natural resources.
Businesses must make more effort to contribute to environmental conservation and foster a culture of environmental stewardship.
Ceuta Group, is implementing green initiatives, such as reducing travel and using electric vehicles. We are also committed to minimising the use of single-use plastics, paper, and non-recyclable materials.
Waste Management refers to the practice of collecting, transporting, processing, disposing of, managing, and monitoring various waste materials.
Ceuta Group, does not produce much waste. We are focusing on increasing recycling and reusing natural materials and minimising waste and natural resources consumption.
The clean energy innovation movement started years ago and is growing.
Although most of our operations are in shared offices or from home, we are committed to minimising energy use wherever possible.
Social responsibility to our employees has always been of high priority in line with our values of taking care of and embracing Diversity & Inclusion, gender balance, disability, CSR support, etc.
What role does innovation play in Ceuta Group's brand-building strategies, and how do you encourage it within the organisation?
Innovation is key to any organisation, you need to understand the competitor environment which touches your playing field, and then fully understand whether your brand competes or bringing additional new features and benefits to the consumer, perhaps a redefinition of your product proposition, what does it stand for and again is it still relevant. The success of Ceuta was down to pioneering and innovating not one but two service models that defined our business and gave it success.
What advice would you offer to aspiring healthcare or wellness brands looking to break into new markets and achieve sustainable growth?
All of the above. - But essential to carry out the Pre-commercialisation piece:
Business Intelligence,
Know your market,
Know your competitors,
Know your customer base,
Ensure your financial model stacks up.
