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We look back on Coen's first period at Jordex Global
When you started at Jordex Global, we also asked you some questions. Going back to a specific question, is the auto racing license still on your bucket list, or have you ticked it off by now?
Nope, unfortunately not yet as I've been a bit too busy with work and family. It is still on the “to-do” and “wish list.” Hopefully, we can do something in this direction towards the end of the year. ** What are important developments in the market that you see?
This is very challenging to answer as the global freight market is so dynamic and can change in a “heartbeat.” For example, when we developed the plans for 2024 back in Q4 2023, the market outlook was very bearish in terms of rates, supply, trade development, etc. That all changed at the beginning of this year with the developments in the Red Sea, which pushed the rates up significantly. Now again, with the challenges in the Far East related to port congestions (e.g., Singapore), there is a direct impact on sailing schedules and rates. So for us as a freight forwarder, it will remain key to closely track and analyze these developments and provide the best possible advice and services to our customers. That is what the team attempts to do because one thing I can say with certainty regarding the market is that swings and changes are part of global logistics.
How do you look back on your first period at Jordex Global, and what was the biggest challenge in your job?
I think that this first period at Jordex Global can be divided into two parts: “understanding” vs. “execution & action.” First, the understanding phase, which was really the first few months in the business to know the industry, customers, the team, and the culture, and based on that understanding, develop a comprehensive growth strategy. The second phase, execution & action, which started at the beginning of 2024, was all about getting the strategy off the ground and executing it. This is, as mentioned before, always the hardest part because now things become real, and you see what works and what doesn't. So, you need to adapt/change but at the same time stay true to the direction defined in your strategy. I can say that so far, in the first half of 2024, the execution has been very successful, and we are looking at a strong 2024 performance towards the end of the year.
Can you give an example of a recent project that you are particularly proud of and why?
In the past 6 months, we had some very nice achievements, one of which was our move to Dubai South. We already had a presence in Dubai, but with the move to Dubai South, we took the next step of having a great workspace for the team as well as a representative office to receive our customers and suppliers. The reactions so far have been very positive. And the nicest thing is, fun fact, one of the key areas in the years to come for development in Dubai is Dubai South surrounding Al Maktoum Airport, and we are right in the middle of it!
How do you see the future of Jordex Global?
If the first 6 months of 2024 are an indicator of the future of Jordex Global, then the future is bright, and a lot of nice things are ahead of us. The key for us as a business and as a team is now to ensure that this future is “sustainable” so that the growth we achieve in the business we can capture, sustain, and continue to build from. If we manage to do that, then, as said, the future looks very bright!
What role does digitization play in Jordex Global's business strategy, and what steps have been taken to promote digital transformation?
In today’s world, systems/IT solutions have to be an integral part of your business strategy. For us, the introduction and implementation of JIT (Jordex’s own developed Transport Management System) at the end of 2023 is a key pillar of our strategy. The team is already working with the system, and we are opening it up to our customers and suppliers to work even more efficiently and closely together as partners. I think it is a key success factor to the overall success of the business.
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