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At Pocono ProFoods, our innovative family distribution business is committed to fulfilling your foodservice needs for all segments of the foodservice business.
Established in 1909 as a Florida citrus cooperative, Seald Sweet merged with Greenyard in 1998, becoming Greenyard USA, a global marketer through their international network of companies. Today, Greenyard USA/Seald Sweet is serving the Top 8 US retailers and is a leading global supplier of citrus, grapes, blueberries, avocados, vegetables, and more. With about 8,500 employees across 19 countries, the Greenyard group serves the top 20 EU retailers with a variety of fresh, frozen, and prepared products, generating around €4.6 billion annually. Greenyard`s vision is to make lives healthier by helping people enjoy fruit and vegetables at any moment, easily, quickly, and pleasurably, whilst fostering nature.
Barilla is an Italian family owned food company. Established in 1877, it`s now an international Group present in more than 100 countries. Today is the world leader for pasta, for ready-made sauces in Europe, for bakery products in Italy and for crisp breads in Scandinavia. It employs over 8,000 people and owns 29 production sites. In Barilla we strive every day to be the preferred company for People, promoting healthy and joyful food experiences, reducing our impact on the Planet and fostering open and caring dialogue in the Communities in which we operate. This is why we believe that the “Good for You, Good for the Planet” approach is the only way for doing business for our Group. Because we are family owned, we do not put profits ahead of our passion for superior quality and sustainable growth. At Barilla you are empowered to live and work responsibly and ethically, embracing our value system of respect, trust, courage, intellectual curiosity and passion. It is a company that for 140 years has been driven by the entrepreneurial spirit of its people, that enables us to look beyond established boundaries and to continuously find new ways to improve our value to our people, to our customers and consumers and to the communities. Moreover, we acknowledge diversity as a key factor to drive our future, that is why, you are invited to bring your authentic self to work and enjoy acceptance and understanding.
In the early 1980s, as an alternate career, David Briggs began evaluating opportunities within the restaurant and bar industries. He quickly noted the dislike most establishments had for frozen drinks. This dislike stemmed from the complicated mixing process that slowed down customer service. Also, while customers wanted frozen drinks, the operators were not marketing them properly. The drinks that were available were of inferior quality, limited selection and premium priced. Based on a vision to revolutionize the way frozen drinks were treated in the market place, David Briggs began an extensive research effort focused on developing a variety of high quality frozen drink products that could be prepared in a consistent manner. Prepared with the development of more than 20 unique frozen drink offerings (primarily alcoholic), Briggs introduced the frozen specialty drink concept in the New Orleans area on January 2, 1983, known as New Orleans Original Daiquiris. This concept focuses on the sale of frozen specialty drinks at locations that provide a casual, conversational atmosphere, are well lighted, clean and appeal to a broad clientele base.
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.