| Name | Title | Contact Details |
|---|---|---|
Randy Garvert |
Senior Director of Operations | Profile |
Our Mission. At Hostess Brands, LLC, we inspire moments of joy, every day. For more than a century, Hostess ® has been delighting consumers and retail customers with continuous innovation, strategic advancement through partnerships, and profitable growth as a competitive category leader. Our Brands. Our purpose is to build and cultivate a portfolio of brands that resonate with consumers and embody the heart of Hostess, emanating from our five North America bakeries. Some of the iconic brands that Hostess Brands produces are Hostess® Twinkies®, CupCakes, Donettes®, Ding Dongs®, Zingers®, Danishes, Honey Buns, and Coffee Cakes as well as Voortman® cookies and wafers. Our Future. We are working to define the future of snacking through growth strategies that include fortifying our core Hostess brand, expanding into adjacent categories and executing strategic acquisitions. Our Culture. The foundation of our enduring history is our winning growth culture and our people, whose roll-up-your-sleeves spirit is truly inspiring and has kept us on a path of serving as an indelible symbol of American ingenuity.
As the leading nutrition, health and wellness company, we are committed to enhancing people`s lives, everywhere, every day. We strive to make our brands tastier and healthier choices that help consumers care for themselves and their families, thus earning their trust and recommendations to others. Delivering on this commitment enables us to create long-term sustainable value for our consumers and customers, for our communities, for our shareholders and for our employees. We believe that leadership is about behaviour, and we recognise that trust is earned over a long period of time by consistently delivering on our promises. Nestlé believes that it is only possible to create long-term sustainable value for our shareholders if our behaviour, strategies and operations also create value for the communities where we operate, for our business partners, our employees and of course, for our consumers. We call this `creating shared value`. Nestlé can trace its origins back to 1866, when the first European condensed milk factory was opened in Cham, Switzerland, by the Anglo-Swiss Condensed Milk Company. One year later, Henri Nestlé, a trained pharmacist, launched one of the world`s first prepared infant cereals `Farine lactée` in Vevey, Switzerland. Today, with our headquarters still based in the Swiss town of Vevey, we had sales of CHF 91.6 bn. in 2014. We employ over 330,000 people and have factories or operations in almost every country in the world.
Backed by some of India`s most prolific investors, VAHDAM is among the world`s first vertically integrated online-first tea brands. It sources premium garden fresh teas direct from over 150+ tea plantations & door delivers to consumers across the world. Established in 2015, Vahdam Teas have been already shipped to 80 countries with USA, Russia & Europe being it`s top markets. The team shares a passionate vision to create India`s first home-grown global tea brand by leveraging technology.
Want Americana in a can? Get Stewart’s Spiked Seltzer. Snag the iconic classic in tasty hard seltzer twists of root beer, orange cream, black cherry & more!
RUNA was founded in 2009, days after we graduated from college. But our story begins several years earlier, when Tyler was living with the Kichwa people in the Ecuadorian Amazon. It was then he was introduced to guayusa – a naturally caffeinated tree leaf brewed like tea, consumed early in the morning to help interpret dreams and late at night to provide energy and clarity while hunting in the jungle. He loved the earthy flavor, smooth taste, and energy boost he got from the leaf. Living and working in Latin and South America, we both saw how unsustainable activities like logging were enticing ways for people living in the rainforest to pay for education and medicine. We also saw how development projects implemented by NGOs often floundered because they lacked buy-in from local stakeholders.