Martin Gonzalez Barcha Ushers in a Renaissance

New EVP Martin Gonzalez Barcha, an operational turnaround expert, drives transformation in supply chain operations

Martin Gonzalez Barcha, EVP of Supply Chain, Nature’s Sunshine

BY BILLY YOST, HISPANIC EXECUTIVE

Martin; Gonzalez Barcha moved to Utah in 2022 to tackle the executive vice president (EVP) of supply chain role for Nature’s Sunshine, a natural health and wellness company that manufactures nutritional and personal care products on a global scale. Consequently, the Beehive State can now boast the addition of one of the absolute best in the supply chain business to its census with the addition of Gonzalez.

Gonzalez’s supply chain prowess took off when he ran his first factory in 1997 in his home country of Colombia. Under his leadership, Unilever declared that factory the leading example of cost and operational efficiency turnaround in the region. From there, Gonzalez was strategically assigned to turn around home and personal care operations in Latin America and then food and beverage operations in Canada and the US.

In 2009, Gonzalez joined SABMiller right after the company expanded operations across the Americas, acquiring Bavaria, Backus, and several other breweries. He was in charge of leading the world-class manufacturing implementation for SABMiller in Peru.

Next, he took responsibility for running the brewing and soft drinks operations for the country, and in less than two years, all seven operations under his leadership achieved the top 10 positions in the global ranking (out of 78). He was then transferred to North America to lead operations in Canada for Molson Coors Beverage Company in 2012.

“I firmly believe that someone like me needs to spend time helping others find their own paths. I think about people coming from Iraq, Iran, Ukraine, and these places in the world that deserve our attention. There is so much beauty in this world, and I hope to help the people I meet find that beauty in their lives.”

Martin Gonzalez Barcha

Despite his clear success, Gonzalez stays incredibly humble. The EVP watched his father rise from modest beginnings in an entry-level position at a Colombian coffee company to ultimately become the CEO. As such, Gonzalez learned early on the value of dreaming big—and helping others dream big too.

“All my dad really wanted to do was help other people achieve their dreams,” Gonzalez says. “Servant leadership is about bringing people together around a common inspirational dream— and then coaching and removing barriers for making those dreams a reality. I believe the most important role of the leader is to help others achieve dreams and become better leaders.”

Expanding Gross Margin: The Renaissance Program

Now, Gonzalez didn’t come to Nature’s Sunshine to take it easy. The company wanted someone who could drive true operational transformation. During the pandemic, Nature’s Sunshine endured supply chain shortages, raw material shortages, price spikes, and inflation through the roof.

“Servant leadership is about bringing people together around a common inspirational dream—and then coaching and removing barriers for making those dreams a reality.”

Martin Gonzalez Barcha

Enter the company’s Renaissance era.

Gonzalez built out a Renaissance road map program to increase gross margins, cut down on waste, and bring Nature’s Sunshine to the next level. And he did not choose the name lightly.

“The original Renaissance came about after the equivalent of several COVID pandemics in the Black Death,” Gonzalez shares. “Economies were destroyed. Millions lost their lives. But the next generation did incredible things that we still appreciate today. We want that kind of rebirth at this company. We want to bring people together to achieve best-in-class performance and make this company as great as I know it is.”

Today, the company’s Renaissance program aims to expand gross margin to become best in industry. The program is broken down into the four workstreams: one, optimize raw materials, formulas, and portfolio; two, improve productivity and reduce waste across the supply chain; three, optimize logistic and go-to-market; and four, optimize service levels and global inventory.

Each workstream consists of several projects run by cross-functional teams, including factory employees, procurement, R&D, marketing, and finance. There is also a central project management team that coordinates activities and removes obstacles for the workstreams. Ultimately, the Renaissance program focuses on building the capabilities to sustain cost optimization, modernize supply chain operations, and then scale globally.

Cultural Competence

Gonzalez has driven operational transformation across many cultures and geographies. Early on, he was moved directly from Cuba to Toronto. One might wonder how he has been so effective despite the proliferation of drastic cultural shifts.

“It’s not easy,” Gonzalez says with a smile. “But I have found three things that are important for me. These may not apply to you in your own journey, but for me, they have been helpful.”

The EVP says he first arrives with a fundamental respect for the culture he’s entering. He works to understand the values that motivate that culture and does his absolute best to respect those norms. He may be driving change, but it’s important to note he does so in a way that doesn’t make the leader seem rude or cruel.

“The second part is a bit of a paradox,” Gonzalez says. “You need to shake up the workplace culture. If you follow routines and customs in the place you’re trying to drive change, you’re not going to accomplish anything. You have to come prepared to add something new to that work culture.”

Finally, when starting someplace new, try to enjoy it. Gonzalez says he’s had the privilege of experiencing the magic of Utah’s mountains and culture with an almost childlike wonder.

“It can be very difficult to drive transformation at work and still find time to enjoy your surroundings with your family, but I have to try,” Gonzalez says. “It helps you learn about where you are, appreciate what makes the place so great, and better understand the people you’re working with.”

A Fundamental Appreciation

What’s most clear about Gonzalez is how he takes after his father in his love for helping people. Growing up in Colombia, Gonzalez saw how both the very rich and the very poor lived. He often reflects on the riches of certain parts of the world and the crushing inequities of others.

“I firmly believe that someone like me needs to spend time helping others find their own paths,” Gonzalez says. “I think about people coming from Iraq, Iran, Ukraine, and these places in the world that deserve our attention. There is so much beauty in this world, and I hope to help the people I meet find that beauty in their lives.”

With his ambitious vision and passion for empowering others, Gonzalez is ushering in a transformative new era for the health and wellness brand, one that harmonizes operational excellence with cultural appreciation and human impact.

HISPANIC EXECUTIVE

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