Unilever’s decision to separate its global ice cream business marks a turning point for the British-Dutch consumer goods giant, ending a long chapter defined by household brands like Magnum, Ben & Jerry’s, and Wall’s. For Caribbean markets, including Jamaica and Trinidad where Unilever’s ice cream presence has been part of local summers for decades, the announcement signals more than just a corporate restructuring – it reveals how major multinationals are rethinking their portfolios in an era where margins matter as much as market share.

Unilever’s ice cream roots run deep. The company became the world’s largest ice cream maker through a series of acquisitions starting with Wall’s in the UK in 1922, then later adding iconic names like Ben & Jerry’s in 2000 for $326 million, and Magnum’s global expansion through the 1990s and 2000s. Ice cream was once seen as a reliable cash cow, buoyed by strong branding and premiumisation strategies that turned chocolate-coated sticks into €3 indulgences.

But the market has shifted. Ice cream remains a seasonal business, with strong summer peaks but low winter sales in Europe and North America. It is also capital-intensive, requiring cold chain infrastructure from factory to freezer, unlike Unilever’s personal care and home care products that sit easily on any shelf. While indulgence has driven growth in emerging markets, competitive pressures from local brands and private labels have squeezed margins.

Globally, the decision to separate ice cream was driven by financial discipline. Unilever’s management, under pressure from shareholders after years of underperformance, has been streamlining its business model. CEO Hein Schumacher, appointed in 2023, has prioritised sharper strategic focus and operational efficiency. Ice cream, with its complex supply chain and different retail dynamics, increasingly looked like an outlier in a portfolio that is otherwise shifting towards high-margin beauty, personal care, and health products.

In markets like the Caribbean, this separation could create both uncertainty and opportunity. Ice cream production, distribution, and marketing are deeply integrated into local Unilever operations. A new standalone ice cream entity, if it replicates moves seen in Europe or Asia, could seek local partnerships, contract manufacturing, or even divestments to agile regional players better able to manage distribution economics. This is not theoretical: in 2018, Nestlé sold its US ice cream business to Froneri, a joint venture with R&R Ice Cream, in a move that allowed it to keep brand rights while outsourcing operations to a specialist. Similar models may emerge for Unilever’s brands in smaller markets.

in 2018, Nestlé sold its US ice cream business to Froneri, a joint venture with R&R Ice Cream, in a move that allowed it to keep brand rights while outsourcing operations to a specialist. Similar models may emerge for Unilever’s brands in smaller markets.

Daniela Bucaro Chairman Unilever Caribbean Limited

For Unilever, the separation clears the path to focus on growth categories where it can maintain pricing power. It aligns with the broader FMCG trend of portfolio concentration. PepsiCo shed Tropicana and Naked juice brands in 2021 to focus on snacks and beverages with stronger profitability. Johnson & Johnson spun off its consumer health division into Kenvue in 2023. The logic is simple: investors reward companies that know what they want to be.

What remains to be seen is how the new ice cream entity, projected to be a €7 billion business, will navigate independent life. Without Unilever’s scale, brand investment may tighten, or it could become a more aggressive player, free from the bureaucracy of a sprawling multinational. Private equity interest is a possibility, though managing seasonality and complex cold chain operations will require operational expertise as much as financial engineering.

In the Caribbean, consumers are unlikely to see immediate changes. Magnum, Cornetto, and Ben & Jerry’s will still be on shelves. But behind the scenes, distribution contracts, manufacturing strategies, and regional employment structures may evolve. For Unilever, it is one more step towards becoming a leaner consumer goods giant, one that believes future growth lies not in ice cream freezers but in personal care aisles and health cabinets.

The separation is expected to be completed by the end of 2025. For now, Unilever’s corporate kitchen is busy carving out its sweetest business. The challenge ahead will be ensuring both companies can thrive – one scooping profits from beauty and wellness, the other proving that, even as a standalone, ice cream remains a timeless indulgence the world will never give up.

Uber Eats: A Warning Sign?
The Uber Eats “coming soon” message on its site in Jamaica could hint at potential disruption to local delivery operators—just as Uber Rides shook up the traditional taxi industry using unregulated services. Will Uber Eats follow that model, or can local players fight back?

Meet Local Contenders

QuickCart

• Founded in 2016 (originally as QuickPlate), now serves ~40,000 users and has processed over US $1M in revenue
• Delivers food, groceries, meds, electronics, OTC and more across Kingston, Montego Bay, Portmore
• Monetizes through merchant commissions and delivery fees; claims unit-level profitability and steady growth

7Krave

• A dominant contender with 200+ restaurant partners (including KFC and Pizza Hut) and 4.6-star app rating from over 15,000 reviews
• Offers both restaurant delivery and “7KraveMart” grocery service.
• Grew from humble beginnings—10 restaurants, one driver—to hundreds of delivery bearers and ~400,000 customers island-wide

876Get

• An “ecommerce ecosystem” offering food, groceries, pharmacy, courier, and errand services island wide with multiple app interfaces (customer, merchant, driver)
• Combines real-time tracking, order updates, and broad coverage beyond just food .

Strengths of the Local Players

1. Deep Local Insight
They understand Jamaica’s logistics, road conditions, crime patterns, and consumer preferences—issues Uber Eats will need time to navigate

2. Diversified Service Offerings
QuickCart and 876Get go beyond food—into groceries, meds, electronics—creating resilience in fluctuating demand cycles

3. Community Trust & Loyalty
With apps rated 4.6 stars and glowing user feedback, platforms like 7Krave enjoy strong local brand reputation

4. Unit-Level Profitability
QuickCart’s reported solid margins per order position it well for scale without external subsidies

Strategies to Defend and Grow Market Share

1. Strengthen Local Partnerships
• Partner with more restaurants and retailers to secure exclusives before Uber Eats arrives.
• Work with local banks or telcos to integrate easy mobile payments, driving stickiness.

2. Enhance Customer Experience
• Launch loyalty programs and subscription plans (e.g., monthly delivery passes).
• Adopt advanced UX improvements—both QuickCart and 7Krave are investing in better app experiences
3. Broaden Service Bundles
• Build holistic offerings: eat + grocery + meds + courier + errand through a unified app—something Uber Eats doesn’t yet offer.
• 876Get’s multi-service model is a blueprint for resilience

4. Leverage Local Marketing
• Emphasize “locally owned and built” messaging, tapping into national pride as a differentiator.
• Sponsor community events or partner with local influencers.
5. Invest in Logistics Infrastructure
• Build a driver network with proper vetting, training, insurance—positioning around safety and reliability.
• Use real-time data and dynamic routing to optimize deliveries—something lacking among informal courier services.

Policy Levers & Support Role
Government can accelerate local success by:
• Offering grants or low-rate loans to support digital infrastructure and app upgrades.
• Ensuring parity regulations—Uber Eats must follow same licensing and health standards as local platforms.
• Collaborating with local apps to ensure small eateries and retailers are included before foreign platforms launch.
• Investigating economic impact—keeping more revenue onshore rather than flowing out via platform fees.

Final Take: Close the Door First
Local platforms aren’t just incumbents—they’re innovators with diversified offerings, profitability, and brand loyalty. If they move fast—improving UX, expanding services, and forging local partnerships—they can front run Uber Eats, closing the window on foreign intrusion.

But time is limited. With Uber’s global model looming, QuickCart, 7Krave, and 876Get must double down now—cementing their position as Jamaica’s trusted, home grown food and delivery ecosystem.

Jamaica Market Entry via Acquisition: Uber Eats’ Potential Playbook

• Mr. Tyrone Wilson, who currently serves as Chairman, President & CEO of Kintyre Holdings (JA) Limited, and Chairman of Visual Vibe, has formally assumed the additional role of Chief Executive Officer of Visual Vibe, a wholly owned subsidiary of the Company. 
• Ms. Jasmin Aslan has been appointed as Chief Business Officer (CBO) of Kintyre Holdings (JA) Limited, effective July 1, 2025.
• Mr. Andrew Wildish has resigned from his role as Chief Investment Officer of Kintyre Holdings (JA) Limited, effective June 30, 2025. The Company’s investment strategy will now be assumed by Chairman, President & CEO Tyrone Wilson, and will be supported by the Investment Committee of the Board, chaired by Mr. Nick Rowles-Davies.

When Mr. Tyrone Wilson, Chairman, President, and CEO of Kintyre Holdings (JA) Limited, stepped into the additional role of Chief Executive Officer at Visual Vibe—alongside his existing portfolio—industry observers took note. His move, following the resignation of Chief Investment Officer Andrew Wildish, now consolidates strategic, operational, and governance control under one leader across the two connected companies.

While some argue that this concentration of power streamlines decision-making, particularly in smaller or fast-moving firms, global governance standards paint a starkly different picture.

From the UK’s Cadbury Code to the OECD and US Dodd-Frank regulations, best practice guidelines consistently recommend separating the roles of Board Chair and CEO. The rationale is simple: independent oversight safeguards shareholders by ensuring that strategic decisions, executive compensation, and performance evaluations are objectively scrutinized. Harvard Law’s corporate governance research found that dual-role companies often pay more to their top executives and face elevated ESG and accounting risks, with lower long-term returns to shareholders.

In Mr. Wilson’s case, the risks are amplified by his assumption of the departed CIO’s investment strategy responsibilities. While an Investment Committee chaired by Mr. Nick Rowles-Davies will provide support, the absence of a dedicated CIO raises questions about execution bandwidth, focus, and strategic continuity.

His move, following the resignation of Chief Investment Officer Andrew Wildish, now consolidates strategic, operational, and governance control under one leader across the two connected companies.

Recent global examples demonstrate the potential fallout:

At Boeing, CEO Dennis Muilenburg’s dual role contributed to oversight failures during the 737 MAX crisis.

Starbucks faced shareholder pressure to separate Chair and CEO roles held by Kevin Johnson and later Laxman Narasimhan.

At Volkswagen, Oliver Blume’s simultaneous leadership of VW Group and Porsche raised warnings of strategic drift and governance conflict.

For shareholders, these scenarios underline a core truth: Checks and balances matter. Without an independent Chair to challenge decisions, or a standalone CEO focused solely on operational delivery, companies risk poor accountability, strategic blind spots, and diminished investor confidence.

Furthermore, frequent senior departures, as seen with Wildish’s exit, create instability, potentially eroding morale, institutional knowledge, and external credibility. For companies like Kintyre and Visual Vibe, operating in competitive markets requiring agile yet well-governed leadership, the tension between efficiency and accountability has never been more stark.

The path forward? Independent governance experts recommend immediate board-level evaluation of leadership structures to ensure robust oversight. Introducing a non-executive Chair, appointing dedicated executives for strategic verticals, and strengthening board committees are proven routes to balancing entrepreneurial dynamism with fiduciary responsibility.

At the heart of it all lies a question shareholders must ask: When one person wears too many hats, who holds them accountable?

Foot Notes

Governance Best Practices: CEO & Chair Separation

Independence & Oversight
– Combining CEO and Chair roles concentrates power in one person, weakening board oversight and independent challenge
– Governance codes worldwide (UK Cadbury, OECD, Dodd-Frank, etc.) recommend separate roles to avoid conflicts of interest and boost board independence

Costs & Performance
– Studies show companies with dual roles tend to pay more to the leader, exhibit higher ESG and accounting risks, and often deliver lower long‑term returns

Efficiency vs. Accountability
– Proponents argue unified leadership can streamline decision-making, especially in small, fast-moving or crisis settings
– Critics note that efficiency gains are outweighed by weakened accountability, less board challenge, and riskier executive decisions

Risks of Tyrone Wilson Holding Multiple Executive Roles

1. Conflict of Interest & Oversight Blind Spots
As CEO, President, and Board Chair of Kintyre, plus CEO of Visual Vibe, Mr. Wilson controls operational, strategic, and governance levers. This vertical integration drastically reduces independent oversight.

As BoardEvals points out, the Chair should be able to “challenge the CEO’s performance”—impossible when they’re the same person

2. Governance and Shareholder Accountability
– The Board’s duties include setting senior pay and evaluating leadership. With a unified Chair/CEO, Mr. Wilson effectively oversees his own compensation and reviews—undermining fiduciary trust
– Transparency risks arise if disclosures and rationale for dual roles aren’t clearly communicated to shareholders, as required under Dodd‑Frank §972 .

3. Execution Risk & Burnout
Fulfilling multiple demanding roles reduces bandwidth and focus. There’s evidence dual roles can dilute effectiveness and increase error risk .

4. Investor Confidence & Market Perception
– Majority of global investors favor role separation. Even large US firms are moving in that direction (44% of S&P 500 now combined vs. 57% a decade ago)

– Cases like VW (Blume), Starbucks (Niccol), Boeing (Muilenburg) show shareholders raising flags when executives take on both roles

Executive Departures & Instability
Andrew Wildish’s departure as CIO on June 30, replaced by Mr. Wilson & an Investment Committee, indicates a consolidation of high-level roles. Multiple senior exits can signal:

Leadership instability, undermining investor confidence and organizational clarity.

Strategic drift, especially in areas requiring specialized expertise.

Increased “agency” and “entrenchment” risk – where board oversight may be compromised by concentrated executive power .

Shareholder Considerations
Investors should be concerned when:

Checks and balances are diminished
With one executive occupying so many strategic and governance roles, board objectivity may be compromised.

Succession and crisis management are jeopardized
Who leads if Mr. Wilson is unavailable? What happens if rapid decisions are needed? Lack of emergency backup risks business continuity.

Specialized oversight is reduced
Investment strategy, compliance, audit—all risk oversight gaps when not handled by dedicated, independent executives.

External advisors step in
If retained, external governors may mitigate some risks—but at added cost and complexity.

Are the world’s two most powerful sharing economy companies are flirting with a strategic partnership? Jamaica may be their first test market—and the stakes for local entrepreneurs, taxi operators, and policymakers could not be higher.

On a humid Tuesday morning in Kingston, Janine Brown refreshes her Airbnb app to check for bookings at her three-bedroom guesthouse near Half Way Tree. Within minutes, a reservation pings in—from a visiting digital nomad requesting airport pickup. Janine sighs. She’s partnered with a local taxi driver before, but communication gaps often result in missed connections.

“What if,” she wonders, “Airbnb just integrated transport like Uber into its bookings?”

It’s a question that could soon redefine tourism not only in Jamaica but across the Caribbean. What if Uber Technologies, Inc. and Airbnb, Inc. are already exploring ways to deepen their offerings and boost user stickiness by seamlessly integrating accommodation and mobility into a single, fluid travel experience?

Disruptors at Work: Their Business Models Explained

Uber Technologies, Inc.
• Headquartered in San Francisco, Uber pioneered ride-hailing by bypassing traditional taxi medallion systems.
• Its revenue streams now span Uber Eats (food delivery), Uber Freight (logistics), and ride-hailing in over 70 countries and 15,000 cities worldwide.
• In Jamaica, it operates under a lease-driver model, directly challenging associations like JUTA, Maxi Tours, and JCAL, which historically dominate regulated taxi services for tourists.

Airbnb, Inc.
• Also based in San Francisco, Airbnb revolutionized hospitality by enabling homeowners to list short-term rentals.
• It earns via commissions on bookings, with 150 million users globally.
• In Jamaica, it has democratized the accommodation market, empowering micro-entrepreneurs to bypass traditional hotel chains.

The Partnership That Could Change Everything
Imagine this:
• Booking a Montego Bay villa on Airbnb includes a pre-arranged Uber pickup from Sangster International Airport.
• Guests receive curated “Uber Experiences” for local tours, bar hops, and cultural immersions—all within the app ecosystem.
• Hosts earn commissions on rides booked through their listings, incentivizing deeper collaboration.
Such an alliance isn’t unprecedented. Uber previously partnered with Hilton to integrate ride bookings for hotel guests. But the scale and implications of an Uber–Airbnb tie-up would dwarf prior initiatives.

Implications for Jamaica’s Transportation and Hospitality Sectors

Ground Transportation:
Traditional operators like JUTA and Maxi Tours risk losing relevance if Uber consolidates tourist pickups and island tours. Their competitive advantages—licensed drivers, brand trust, and association networks—could erode if digital convenience outweighs regulatory preference.
“Uber is forcing us to innovate or die,” one Kingston taxi association leader told Businessuite, requesting anonymity to avoid backlash.

Hospitality:
Airbnb hosts stand to benefit significantly. Bundled transportation would enhance their value proposition, differentiate them from traditional hotels, and streamline guest experiences. However, large hotels and resorts could view this integration as existentially threatening, prompting them to lobby for restrictions on unregulated guest transport.

Risks of Market Domination
• Local Entrepreneurs: While integration may increase bookings and transport reliability, platform dominance could marginalize small tour operators and independent taxi drivers.
• Economic Leakages: Greater revenue share could flow out of Jamaica to foreign-owned platforms, limiting tourism’s multiplier effect on local economies.

Policy and Legislative Imperatives
The Jamaican government faces complex decisions:
1. Licensing Parity: Should Uber drivers be held to the same rigorous standards as JUTA drivers to ensure safety and fairness?
2. Taxation: How will platform commissions be taxed to protect local revenue while encouraging digital innovation?
3. Consumer Protection: Will bundled services maintain quality, insurance coverage, and accountability in cases of accidents or scams?
Without proactive regulation, Jamaican SMEs risk being steamrolled by Silicon Valley giants leveraging scale and data synergies.

Business Models in Response

Traditional Operators:
• Developing proprietary apps with real-time bookings, transparent fares, and service ratings.
• Forming alliances with platforms to remain integrated in the new digital-first ecosystem.
Hotels and Resorts:
• Lobbying for platform regulations while investing in exclusive airport transfer partnerships or premium shuttle services to maintain differentiation.
Entrepreneurs:
• Leveraging the integration by offering unique experiences that Uber or Airbnb cannot easily replicate, such as personalised heritage tours, culinary immersions, and community-based initiatives.

The Global Implication
A successful pilot in Jamaica could become Uber and Airbnb’s blueprint for emerging markets, especially in tourism-dependent economies from Barbados to Bali. It could redefine how travellers book, move, and experience destinations, consolidating the entire journey into two apps and further entrenching the dominance of Big Tech in local markets.

Businessuite’s Final Take
“When Uber and Airbnb join forces, travel transforms. But will it uplift local economies or leave them stranded on the roadside of progress?”

The Jamaican government, tourism leaders, and small entrepreneurs stand at a critical inflection point. Embracing technological integration while crafting balanced policies will determine whether the island remains merely a passive stage for global disruptors—or becomes an empowered, co-creative player in the new travel economy.

By Businessuite Contributor

A supply chain leader’s take on how weak governance, poor integration, and reactive leadership cost Jamaica Broilers billions, and what Caribbean firms must do differently.

As a Jamaican-born supply chain executive working in the United States, I’ve seen firsthand how ambition without execution can quickly become a liability. That’s exactly what happened to Jamaica Broilers Group Limited. For nearly 70 years, JBG has been a symbol of Caribbean manufacturing excellence. However, in early 2025, the company announced its first quarterly loss in history, primarily driven by a $1.15 billion loss from its U.S. operations.

Recent news articles suggest that miscalculations in valuing inventory and biological assets contributed to financial losses. As a leader in operations, financial transformation, and supply chain audits, I can state:

This was not just a financial mistake. It was a strategic failure of systems, governance, and business leadership.

The Numbers Tell the Story

Based on regulatory filings and media reports from Our Today and the Jamaica Observer, here’s what went wrong:

• JBG admitted to using “unsubstantiated accounting valuation methodologies” affecting inventories and biological assets
• The company expects a material restatement of U.S. earnings
• It recorded a J$1.15 billion quarterly loss, compared to a J$1.3 billion profit the year before
• U.S. operating profit fell from J$2.98 billion to J$922 million over nine months
• The entire U.S. leadership team was removed, including Stephen Levy, the CEO’s brother
• External financial advisors were brought in, and reports were delayed twice before being released

This wasn’t an isolated oversight. It was a total breakdown in the systems that connect supply chain performance to financial truth.

Where the Strategy Failed

1. Operations and Finance Were Completely Disconnected

JBG’s misstatement of inventory and biological assets tells me one thing: Finance was not operating with real-time data from the supply chain. In an asset-heavy industry like poultry, valuation accuracy is directly tied to production yields, biological input tracking, and inventory turnover. If those systems are disconnected, your balance sheet is based on assumptions.

Insight: You can’t fix what you can’t see. Real-time inventory visibility is no longer optional, especially in a low-margin industry.

2. Governance Was Passive, Not Proactive

The issues in the U.S. operation were only uncovered during a quarterly review. This means that for months, the leadership based in Jamaica had no visibility into what was truly occurring. There were no warning signs, no escalation triggers, and no governance frameworks in place to identify these missteps earlier.

Insight: Foreign subsidiaries must be governed as extensions of the enterprise, not as independent silos. Operational governance is not a meeting, it is a system.

3. No Strategic Positioning in the U.S. Market

JBG tried to enter the U.S. poultry market as a mainstream player. No diaspora segmentation. No culturally driven SKUs. No unique value proposition. That meant they were competing directly with industry giants like Tyson Foods and Sanderson Farms, with no brand edge or pricing power.

Insight: In the U.S., don’t compete on commodity. Compete on culture, value, and customer alignment. JBG ignored the Caribbean diaspora, and with it, a major advantage.

4. Overexpansion Without Standardization

JBG operated two facilities in the United States, located in Iowa and South Carolina, without a unified operational model. The systems were not standardized, and the processes were not synchronized. The resulting consequences were significant.

• Ballooning operating expenses
• Fragmented performance metrics
• Reduced supply chain efficiency

Insight: Expansion is not growth unless it is built on a repeatable model. Two facilities without one process is not scale, it is confusion.

What They Still Haven’t Fixed

Despite public admissions and leadership changes, JBG has not yet addressed:

• Whether it will consolidate operations under a single facility
• How will it implement diaspora-driven branding and product segmentation
• What new controls are being put in place for real-time operational audits
• How will its ERP or financial reporting systems be upgraded

The response remains focused on personnel. But this was never just a people problem. It was a process problem.

My Recommendations for Caribbean Firms Entering the U.S.

As someone who has optimized supply chains, here is what I recommend:

1. Integrate ERP Systems Across All Operational Units

Ensure that inventory data, production yields, and cost accounting are aligned and communicate effectively with one another daily.

2. Establish Governance With Clear Escalation Protocols

Don’t wait for quarterly reports. Build monthly audits, early-warning triggers, and local compliance reviews into your operations.

3. Build With Culture at the Center

Diaspora markets are not just nostalgic, they are loyal. Own that connection with specialized SKUs and targeted marketing.

4. Standardize Before You Scale

Replicate only what works. Make sure your first location operates with precision before opening a second.

5. Tell the Truth Sooner

Market trust is built on clarity. Communicate failures transparently, and show the systems being built to prevent recurrence.

I’m not writing this to criticize JBG. I share this because I’ve witnessed this narrative repeatedly. This was a billion-dollar lesson, highlighting the need for Caribbean businesses to prioritize operational discipline over mere optimism when expanding into the U.S.

Financial breakdowns start as operational blind spots. Visibility isn’t a luxury—it’s the foundation of trust.

Jermaine Robinson, MBA, CSCP
Strategic Supply Chain Leader | Global Logistics & Distribution Leader | Driving Operational Excellence & Digital Transformation

The views and opinions expressed are those of the author/s and do not necessarily reflect the official policy or position of companies or clients for whom the author/s are currently working or have worked. Any content provided by the author/s is of their opinion and is not intended to malign any religion, ethnic group, club, organization, company, individual, or anyone or anything.