Businessuite Women

Hiring Right – Office Perks Fade, Attention to Personnel Doesn’t

Published

6 years ago

June 26, 2019

With today’s low unemployment rate and skilled employees in high demand, it’s difficult to attract and retain outstanding employees at almost any level and of any age.

It’s especially difficult finding and keeping those who represent the largest segment of the workforce–millennials.

Part of the problem is that potential employees have a pretty clear insight into the organization’s inner workings, even before they apply for a job.

Sites like Glassdoor and Vault publish unvarnished, anonymous views on the nature of the company’s work, its policies, benefits, culture and management style/management team. They deliver the bare facts about the inner workings of the company from people who know … insiders.

True, a few firms seem to dominate the struggle for talent, seemingly snapping up the best and brightest; but even they find it tough to keep those folks with the greatest potential.

In, Out – Today’s Millennials express little loyalty to their current employers and many are planning near-term exits, even as they are hired. One of the keys to retention is that most young professionals choose organizations that share their personal values.

According to the Bureau of Labor Statistics, in 2014, the median tenure for workers age 25 to 34 years in the U.S. was just over three years.

Senior executives know that 60 – 80 percent of the organization’s inventory leaves through the front door every evening.

Every time part of that inventory doesn’t return; it costs to replace the individual.

Since no one has unlimited staffing budgets, employee retention is the best way to keep your largest cost under control.

To keep this crop of young workers and hopefully blunt the desire for talent to bolt for the door at the first sight of a bigger, better “opportunity,” companies pile perk on top of perk.

It’s their way of showing folks that they really do have a laid-back, super-cool corporate culture and a comfortable environment that makes them feel at home.

They offer things like beanbag chairs, ping pong tables, unlimited vacation, dogs/kids at work, free food/laundry … things that even mom/dad never gave them.

Perks – Depending on who you ask, company perks are either for both talent acquisition and retention strategies, or simply a nice bonus. While they may get people in the door, the novelty wears off when you consider more vital considerations like training, opportunities for advancement, office culture and salary.

All of the benefits are like consolation prizes for lower salaries and more importantly dull, unstimulating work.

Even though recruiters may be only slightly older than the potential employees, Nielsen’s global reputation study found that graduating professionals had “slightly” different views on what their future career would hold for them.

Nielsen reported that they expect to glide up the corporate ladder, they place a higher priority on engaging in fulfilling work and have a much shorter attention span than prior generations.

Once the shine of the perks loses their luster and they realize their expectations won’t be met, they begin to look.

According to Deloitte, Millennials have little loyalty to their current employers and many have planned near-term exits; even though they have only been with their present employer a short time.

They want to/expect to be developed as leaders.

In other words, they put their personal values ahead of the firm’s goals and will often avoid those jobs (and employers) that they feel conflict with their beliefs.

Steve Jobs advised Stanford graduates years ago, “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle.”

While Millennials are hired to do a business specific job, they feel business ethics and being socially responsible should be a higher priority for their firms than quality, service and competitive positioning.

Business ethics and their personal value in the marketplace were even more important to them than factors such as workforce diversity, work-life balance and work responsibilities.

The Deloitte study reported that only 28 percent of Millennials feel their organization is making full use of their skills.

Nap pods, trendy offices and Red Bull may attract today’s Millennials, but its benefits they can quantify like paid time off, flexible working from home, health insurance, sick/well days, performance bonuses and company-matched 401k plans that they ultimately find of greater value.

There’s a perception that millennials would rather work/play in a cool office than get a paycheck.

However, compensation is consistently high when it comes to employee satisfaction, especially for millennials who graduate with an average of more than $35,000 in debt.

Face it, a foosball table and eye candy perks are a lot cheaper than equitable pay and tangible benefits.

In their struggle to retain Millennials, a growing number of firms are addressing the post-college debt issue even though it does come with realistic – from management’s perspective – strings such as extended employment contracts.

Factors that are consistently more important for Millennials are who you are working for, what you’re working on and if it is in your field of interest.

Nothing beats being well paid for working on interesting challenges at a successful company. However, the primary motivation for job hunting is seldom just a bigger paycheck.

As Amazon’s Jeff Bezos noted, “Life’s too short to hang out with people who aren’t resourceful.”

There are low-cost activities management can carry out to retain the talent it wants to keep beyond unproductive perks.

Motivating – While free food and nap cocoons may seem great when someone considers a job; what they really want is personal recognition, support and knowing they are having a positive effect on the company’s growth and success.

Flex Time, Telecommuting

Increasingly, executives are realizing that offering flexible hours and telecommuting are the most cost-effective ways to hire new good people and retain present personnel. The combination of flex time and flex place are inexpensive and convenient.

More than 60 percent of the nation’s firms have increased the number of telecommuters over the past two years.

According to AT&T’s National Survey of Teleworker Attitudes and Work Styles:

– 60+ percent of the respondents felt telecommuting was positive for their careers

– 62 percent found no difference in working at home

– 15 percent felt more connected to their workgroups

– 71 percent were more satisfied with their jobs after they began working at home

Many firms find that Internet-connected staff members are not only more productive when they work off-site but they actually put in longer hours.

Praise

It may sound simplistic with today’s reduced staffs, increased workload and compressed time schedules, but it’s easy to forget compliments.

While some folks are self-reliant and self-assured, it’s amazing what a few well-chosen words can do. People want to/need to know their efforts for the company are recognized and appreciated.

Members of the team taking on projects/activities for the first time find positive recognition helps them grow personally and professionally.

And the cost is … zero!

Small Gifts, Rewards

Small, impromptu gifts such as sporting event tickets, free meals, theater tickets and on-the-spot cash awards of $25 – $50 are ways for mangers to recognize an individual’s accomplishments or contributions to the organization.

The tickets or dinner aren’t important to professional staff members won’t keep them from taking a better job offer. However, receiving the recognition in front of their peers will build team and organization loyalty.

Mentoring

Firms spend hundreds of thousands, even millions of dollars each year on formal training programs. For some skill sets, formal training is a must.

However, many find it is not only cost-efficient but also more effective to have employees teach/assist each other.

The firm’s most valuable resource (people) leverage their experience, capabilities and technical/work expertise. Mentoring allows seasoned professionals to share not only theory but also “real world” experience, helping both the trainer and trainee.

The trainer gains recognition for his or her technical or business expertise. The trainee gains insights into practical applications and knowledge.

Team Protection – There is nothing worse for employees than knowing that the boss will not protect them when projects go awry. One of the key functions for management is to solve the situation, then sit down internally and discuss what went wrong and how it can be avoided in the future.

Shield people

One of management’s most important jobs is to manage and control the interaction between customers and employees. They should be the lightning rod that shields others in the team so they can focus on their work.

Today’s business is an inexact science at best. Occasionally things will go South despite the best plans and individual efforts. When it happens, it’s the manager’s responsibility to not only defend staff personnel but also take the heat.

Once the problem is solved/resolved, they can discuss how the situation could have been handled or corrected so it is avoided in the future.

Supportive Culture

Recognizing birthdays, anniversaries and special occasions as well as impromptu parties for the completion of a major project are cultural activities that say “you’re important” and “you matter.”

Little things build big loyalty

When the big offers come, they will make people consider a move. But attention to the team – established and new members – can keep people from looking for a new job or cut off overtures at the outset.

Paying attention to your most valuable resource will help you keep from continually hiring and training new people.

In addition, it can ensure the best defense/offense in a tough market.

Then your competition will view your company as Themistocales of Athens and say, “These men are fierce, savage, bloodthirsty, merciless. But that is not the reason why we should fear them. That is not the source of their power. Their power lies in their unity. Unity!”

Andy Marken
Marken Communications
www.markencom.com
1428 Bellingham Way
Sunnyvale, CA 94087
USA
O: (408) 986-0100
C: (408) 390-0002
Andy@MarkenCom.com

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Businessuite News24

Private Sector Urged to Champion Productivity

“Equity means ensuring access to financing, financial inclusion, fair treatment under regulation, and a level playing field for all, including women, youth, and marginalised communities,” she said.

Published

5 days ago

June 21, 2025

BusinesSuiteOnline

Minister without Portfolio in the Office of the Prime Minister with Responsibility for Efficiency, Innovation and Digital Transformation, Senator the Hon. Ambassador Audrey Marks, delivers the main address during the Jamaica Chamber of Commerce (JCC) 40th Annual Awards Banquet at The Jamaica Pegasus hotel in New Kingston on June 12.

The private sector is being urged to lead the charge in boosting productivity, driving growth, and accelerating national development.

This was the charge from Minister without Portfolio in the Office of the Prime Minister with Responsibility for Efficiency, Innovation and Digital Transformation, Senator the Hon. Ambassador Audrey Marks.

She was speaking during the Jamaica Chamber of Commerce (JCC) 40th Annual Awards Banquet on June 12, at The Jamaica Pegasus hotel in New Kingston.

The banquet was held under the theme ‘Shaping the Future: Driving Productivity, Championing Equity, Inspiring Entrepreneurship’.

Senator Marks pointed out that, “The theme is a call to action and a blueprint for building a Jamaica that thrives locally and competes globally.”

She noted that productivity challenges remain a “stubborn barrier” to unlocking the country’s full potential.

The Minister explained that, over the past decade, the Government has prioritised debt reduction, inflation control and broader socioeconomic stabilisation—creating an enabling environment for businesses to operate and thrive.

She said these efforts have yielded tangible results, including a debt-to-GDP ratio of 68.7 per cent, inflation falling within the Bank of Jamaica’s four to six per cent target range, and a 43.3 per cent decline in murders between January and May 2025, compared to the same period last year.

Senator Marks assured that Jamaica has reached a stable socioeconomic position, one poised to unlock exponential growth and national development.

“To achieve that growth, the Government will now have to pivot from stabilisation to GDP growth strategies. We must boost productivity, not by working harder but by working smarter. It’s about integrating technology, upskilling our workforce, streamlining operations, and investing in innovation. This is where the private sector can lead the charge,” the Minister outlined.

Senator Marks noted that the second pillar of the theme, ‘championing equity’, challenges stakeholders to confront the entrenched issue of unequal access to opportunities.

The Minister pointed out that the JCC has been playing a key role in levelling the playing field for micro, small and medium-sized enterprises (MSMEs).

“The President of the Chamber of Commerce has placed a spotlight squarely on ensuring that MSMEs are not left behind, because it’s these businesses that are the backbone of the economy. They are the creative and entrepreneurial engine in every community, in every parish, that keep our economy going, and they must be empowered, not as an afterthought but as a priority,” Senator Marks stated.

She noted that the JCC has spearheaded several initiatives over the years to bridge opportunity gaps for citizens and entrepreneurs – from redevelopment projects in downtown Kingston to partnerships aimed at tackling crime and advancing technology.

Meanwhile, Ambassador Marks underscored the importance of inspiring entrepreneurship, the third pillar of the JCC event’s theme.

She highlighted that Jamaicans are natural innovators, excelling as creators in music, cuisine, logistics, fintech, and other dynamic sectors.

“But there needs to be developed, locally, a culture that celebrates and encourages young innovators to start, and if you fail, to continue… and you can fail again, we will still be here to support you. That is my primary purpose in this position in the Government, to create that culture that celebrates innovation and supports entrepreneurship,” Senator Marks affirmed.

She urged the JCC to continue supporting Jamaica’s boldest thinkers, noting that the awardees are “examples of what is possible”.

“Please continue to nurture that spirit. Let us invest in it, educate it, mentor it, and showcase it, because the next tech genius could be a young Jamaican right now with nothing but a laptop and a dream,” Senator Marks said.

The JCC annual awards banquet celebrated outstanding businesses and individuals across categories, including the best in business performance, sustainability and marketing.

By: Donique Weston, JIS

Businessuite Women

Dorothea Gordon-Smith Marks 50 Years of Quiet Power in Waste Management

Gordon-Smith has never been one to seek the spotlight. Her legacy is not one of noise or flash—but of consistency, care, and conviction. In an industry that rarely sees women at the top, she not only rose—she transformed what leadership looks like.

Published

7 days ago

June 19, 2025

BusinesSuiteOnline

In 1975, Dorothea Gordon-Smith left her job in banking while pregnant with her youngest child—not to retreat, but to step into the unknown. Together with her late husband Michael, she co-founded Garbage Disposal and Sanitation Systems Ltd. (GDSS), a modest one-truck operation that would, over the next five decades, grow into one of Jamaica’s most respected and enduring waste management companies.

Today, at 77, Gordon-Smith still leads the enterprise with poise and quiet determination. GDSS now boasts 35 trucks, offices in Kingston, Montego Bay, and Salem, more than 100 employees, and over 650 clients across 11 parishes. But it is not the size of the company that best defines her—it’s the spirit with which she built it.

A Start Rooted in Sacrifice and Resolve

When GDSS faltered in its early days, Gordon-Smith didn’t hesitate. Encouraged by her mother, and understanding the practicalities of their household income, she stepped in to steady the business while caring for a newborn. “There was no maternity leave in those days,” she recalled. “So I had to resign from my job in banking, anyway.”

She turned the office into a nursery and the business into her mission. From accounting and staffing to scouting sites and supervising mechanical repairs, Gordon-Smith immersed herself in every detail. She learned by doing, listening, and adjusting. And when major clients like West Indies Pulp and Paper and West Indies Glass shut down, she adapted—introducing recycling services and launching export initiatives to keep the company alive.

Community First, Always

From the beginning, Gordon-Smith made business decisions rooted in values. She deliberately placed GDSS offices near inner-city communities, because she saw the social and economic potential in places others overlooked.

“I believe most people are good,” she said. “I make it a point to speak to people in the communities we’re located with dignity and respect. One of the first things I do is hire from the community.”

That philosophy remains central to the GDSS culture. It was most recently on display during the company’s 50th anniversary health fair in Riverton City—a direct reflection of Gordon-Smith’s belief in service, equity, and the deep interconnectedness between business and community.

Guided by Instinct, Grounded in Care

Throughout her career, Gordon-Smith has relied not only on skill and strategy but also on something less quantifiable: intuition. She trusted her gut when making difficult decisions or hiring staff—and when she ignored it, she says, she paid the price.

Despite working in a traditionally male-dominated industry, she never allowed gender to define her path. “I didn’t spend much time thinking about whether I belonged,” she said. “I just focused on the work.”

Yet even as she moved through the complexities of running a national waste management company, Gordon-Smith remained acutely aware of the personal toll. The stress was unrelenting, the responsibilities heavy—and so, to sustain herself, she turned to self-discipline and self-care.

Many of Gordon-Smith’s days begin with cardio and weights. She eats with intention, maintains a schedule of regular massages, and makes time for weekly beautification rituals that have become part of her rhythm. Her home, though often filled with friends and family, is a space of calm—a place where laughter is easy and peace is protected.

Her vibrant, ever-changing hairstyles and bold wardrobe reflect the same intentionality. They’re an extension of a personality that is warm, expressive, and quietly powerful. Her looks, like her spirit, defy her age—but it is her discipline, not vanity, that fuels her vitality.

More Than a Business, A Living Legacy

As she begins stepping back from daily operations, Gordon-Smith is reflective—not just about the trucks and contracts, but about the lives her leadership has touched.

“There were hard times,” she said. “There were months I couldn’t even draw a salary. But when I thought about the jobs we created, and the families that depend on those jobs—that always kept me going.”

She refers to her employees as “over 100 children”—a sentiment that reflects both affection and responsibility. Loyalty, mutual respect, and long-standing service define the culture she built.

In 2024 alone, under her guidance, GDSS exported over 1,000 tonnes of glass and processed more than 500 tonnes of plastic and paper—a testament to her vision for a cleaner, more sustainable Jamaica.

But perhaps her greatest impact lies in what she represents: a woman who entered a tough, gritty industry without pretense and reshaped it through persistence, empathy, and grace.

A Quiet Redefinition of Leadership

Her story is proof that strength doesn’t always roar. Sometimes it moves steadily, dressed in bright colors, guided by intuition, and held together by deep, unshakable purpose.

Businessuite Women

Who is Safia Cooper?: Steering Pulse Investments into a New Era

Published

2 months ago

April 20, 2025

BusinesSuiteOnline

In the wake of her father Kingsley Cooper’s passing in June 2024, Safia Cooper has stepped into the role of Managing Director of Pulse Investments Limited, a company listed on the main market of the Jamaica Stock Exchange. With a rich background in marketing and a deep connection to the company’s legacy, Safia is poised to lead Pulse into its next chapter.

A Legacy Continued
Safia’s journey with Pulse began in earnest in 2012 when she joined as Director of Sales and Marketing. Her prior experience included managerial roles at Red Stripe Jamaica and Diageo Brazil, where she honed her skills in brand management and strategic marketing. She holds a BSc in International Relations from the University of the West Indies and an MBA from Nova Southeastern University.
In 2016, Safia was appointed CEO of Pulse, marking a significant step in the planned succession from her father . Her leadership has been characterized by a focus on expanding Pulse’s hospitality and leisure segments, including overseeing events like Caribbean Fashion week and the Caribbean Model Search Finals.

Navigating Challenges
The transition in leadership coincided with a challenging financial period for Pulse. The company’s revenue for the financial year ending June 2024 was $815.9 million, down 14% from the previous year. Net profits also declined to $543 million from $1.43 billion in 2023, impacted by impairments and restated financials.
Despite these hurdles, Safia has demonstrated resilience and a commitment to transparency. She acknowledged the financial challenges, noting the company’s efforts to address asset impairments and focus on recoverability of credits, particularly from media houses with reduced activity.

Vision for the Future
Under Safia’s leadership, Pulse continues to emphasize its core areas: fashion, media, and real estate. The company is advancing projects like Pulse Homes, a 30-unit eco-friendly residential development in Stony Hill, aimed at high-net-worth clients . Additionally, Pulse maintains a diverse portfolio, including model agency representation, show production, and property rentals.
Safia’s approach blends respect for the company’s storied history with a forward-looking strategy. Her tenure is marked by a dedication to innovation, strategic growth, and honouring the legacy established by her father. As Pulse navigates the evolving landscape of the creative industries, Safia’s leadership is central to its continued success.

In summary, Safia Cooper embodies the fusion of tradition and innovation, guiding Pulse Investments with a vision that honours its past while embracing the future.

Businessuite Women

Corporate Movements: Margaret Campbell Appointed CEO of GKMS Group; Lee-Anne Bruce Named COO

Published

4 months ago

March 5, 2025

BusinesSuiteOnline

GraceKennedy Limited (GK) is pleased to announce leadership changes at GraceKennedy Money Services (GKMS) as part of its ongoing succession plan and strategic talent development and deployment.

Effective April 1, 2025, Margaret Campbell will assume the role of Chief Executive Officer (CEO) of the GKMS Group. Campbell, who has worked with GKMS for over 25 years, has served as its Chief Operating Officer (COO) since 2020. She joined GKMS in 1996 and has held several leadership roles during her tenure including, Financial Controller, Chief Financial Officer (CFO), and Country Manager for GKMS Jamaica. A Fellow Certified Chartered Accountant, Campbell also holds an MBA in Finance from the University of Manchester and serves on several GK subsidiary boards. She is also the current President of the Jamaica Money Remitters Association.

Frank James, Group CEO of GraceKennedy, expressed confidence in Campbell’s leadership, stating, “Margaret has demonstrated strong leadership and an unwavering commitment to providing exceptional value and convenience to our customers across Jamaica and the wider Caribbean, in keeping with our vision of being the number one Caribbean brand in the world. I have no doubt she will continue to drive GKMS forward.”

Grace Burnett, CEO of GKFG, added, “Margaret’s industry expertise and strategic approach make her the ideal person to lead GKMS into the future. Her experience and passion for operational excellence will be instrumental as GKFG continues to grow and evolve.” The announcement of Campbell’s appointment comes as Burnett, who has led GKMS since 2019, prepares to retire from GraceKennedy later this year.

Lee-Anne Bruce

Additionally, GraceKennedy has named Lee-Anne Bruce as the new COO of the GKMS Group, also effective April 1, 2025. Bruce holds a bachelor’s degree from the Frank G. Zarb School of Business at Hofstra University and is a Certified Anti-Money Laundering Specialist. With over a decade in senior leadership roles at GK, she has served as Group Chief Compliance Officer, Chief Risk Officer, and most recently, Chief Audit Executive. She began her career at GK in 2003, when she played a key role in GKMS’ expansion into the Eastern Caribbean.

Margaret Campbell, incoming GKMS CEO, welcomed Bruce’s appointment, stating, “Lee-Anne is no stranger to GKMS and her extensive experience and understanding of our business will undoubtedly be invaluable in her new role.”

In light of the leadership changes at GKMS, Judith Chung, Group Chief Compliance Officer & Senior Legal Counsel, will act as Chief Audit Executive of GraceKennedy Limited, while Jason Bailey, Head of Risk, will temporarily assume responsibility for the Compliance portfolio.

Businessuite Women

GraceKennedy Limited (GK) Announces Additional Leadership Changes

These leadership changes align with the Company’s commitment to fostering a performance-driven culture while promoting innovation and consumer centricity.

Published

4 months ago

February 11, 2025

BusinesSuiteOnline

GraceKennedy Limited (GK) has announced key leadership changes set to take effect in 2025 as part of the Company’s succession plan.

Effective February 14, 2025, Andrea Coy will assume the role of CEO of GraceKennedy Foods, a move which will see the integration of the domestic and international segments of GK’s food division under a single leadership structure.

Since joining GraceKennedy in 2005 as Hi-Lo’s Financial Controller, Coy has held several key leadership roles within GK, including General Manager of Hi-Lo Food Stores and World Brands Services, CEO of Hardware & Lumber, Senior General Manager of the GK Foods Global Category Management Unit, and CEO of GK Foods Domestic. She has led GK’s international food operations since 2018 and is a member of the GK Executive Committee. Under her leadership, both GK’s domestic and international food businesses recorded significant growth in revenues and profitability. Coy holds degrees in Accounting from the University of the West Indies and is a member of the Institute of Chartered Accountants of Jamaica. She specializes in Turnaround Management and has completed advanced studies in the field at Harvard Business School. She serves on the Board of the Bank of Jamaica.

Later this year, following a distinguished 25-year career at GK, Grace Burnett will retire as CEO of the GraceKennedy Financial Group (GKFG), effective August 14, 2025. Upon her retirement, Steven Whittingham, the current Deputy CEO of GKFG, will step into the role of CEO, ensuring a seamless transition in leadership.

Grace Burnett

Burnett joined GK in 2000 and has held several key leadership roles within the Group. She previously served as Managing Director of GK General Insurance and Allied Insurance Brokers, where she led strategic operations for GK’s insurance business. From 2014 to 2019, she was the CEO of GK’s Insurance Segment, driving growth and innovation in the sector. An attorney-at-law, she has been the CEO of GKFG since 2016 and holds the position of the President & CEO of GraceKennedy Money Services. She is also a member of the GK Executive Committee. Well-known for her expertise in customer service, operations, and talent development, Burnett has earned accolades both within GK and externally. Her outstanding contributions to the insurance industry and exemplary leadership were formally recognised in 2024 when she received the prestigious Insurance Association of Jamaica Leadership Excellence Award.

Steven Whittingham

Whittingham joined GK in 2013 and has been Deputy CEO of GKFG since 2022, overseeing the Group’s Insurance Segment, merchant banking, and investment portfolios. He is a member of the GK Executive Committee and leads GK’s digital transformation. He has held various leadership roles within GK, including Chief Investment Officer of GraceKennedy Limited, Chief Operating Officer of GKFG, President of First Global Financial Services and Managing Director of GK Capital Management. During his tenure he has been instrumental in driving GK’s expansion through strategic mergers, acquisitions, and greenfield startups, consistently delivering impressive growth across portfolios. Whittingham holds dual degrees in Systems Engineering and Economics from the University of Pennsylvania and an MBA from Harvard Business School. In 2024 he was appointed Chairman of the Jamaica Stock Exchange, and he has served on several public and private sector boards.

These announcements come as GK prepares for another major leadership transition later this week. Last month, the Company confirmed that Group CEO, the Honourable Don Wehby, CD, OJ, will retire on February 14, 2025, stepping down from the Board of Directors after a distinguished tenure.

He will be succeeded by Frank James, current CEO of GK Foods Domestic and former Group CFO. GraceKennedy remains steadfast in its commitment to executing its strategy and ensuring excellence across all its operations.

These leadership changes align with the Company’s commitment to fostering a performance-driven culture while promoting innovation and consumer centricity. As the GK team strives to achieve its vision of becoming the number one Caribbean brand in the world, these appointments will provide continuity and strategically position GraceKennedy for sustained growth and innovation in the years ahead.