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I worked at Hain Celestial full-time (More than 3 years)
One of the biggest names in the natural foods industry that sticks to its commitment of creating transparent food products made with high quality ingredients They aim to grow by continuously acquiring young, promising natural product brands with national reach. The team is filled with knowledgable and highly-experienced professionals in every aspect of retail food production, promotion and sales. It is fairly easy to get ahold of and learn from these professionals who, in-general, have down-to-earth/supportive personalities.
The Company is stretched too thin. I like the idea of wearing a few different hats in a role, which enable me to further apply my skills, learn and contribute to the Company's growth. However, Hain does not have/cannot afford the management structure to follow-through with promises and or rewards made to employees who provide sustained success and commitment to the Company. The Company's business model fundamentally contradicts its target consumer's ideology of purchasing natural goods. As the natural food consumer becomes increasingly concerned with buying local products created with sustainable practices, he/she grows wary of buying from a national brand that lacks character, attention to detail and sustainable practices. Although this may sound harsh, I partially agree with another reviewer's statements in regard to Hain: "It is where good brands go to die." Natural food/products require above-average TLC to ensure maximum accountability through excellent customer service and closely managed production teams. Additionally, having a young (less than 10 year-old), natural product brand adhere to a strict a corporate budget can be detrimental to its survival: On several acquisitions, Hain failed to achieve continued rates of growth on behalf of the acquired Brand mostly because it could not fund new projects or pay for an additional employee. Hain's current acquisition model essentially operates on limiting up-front costs as possible; they slim down an acquired Brand's team to the bare minimum, which only allows for the the Brand to sustain rather than grow in its market segment. This can be detrimental to a Brand's survival in a space that is highly competitive/innovative both on regional and national levels. This model is simply inapplicable in an ever so evolving industry, which requires successful Brands to uphold a memorable story/identity, the utmost quality/accountability and timely innovation. It is an oxymoron for Hain to apply a single model that will plug-and-play with each of its 45 natural product Brands, which inherently made their money by differentiating themselves and having a keen attention to detail within their specific product segment. For these reasons, Hain's lack of bandwidth is the number one cause for its products falling short and its employees becoming dissatisfied. There are too few people assigned to too many tasks/projects that don't receive enough attention. No free food! No healthy food offered to employees! How can Hain be one of the leading natural food producers in the country and yet it does not offer discounted products to its employees?! Your company cafes feature products that don't even come close to the quality standards of the Brands you own.
Advice to Management
Invest in Brands with sustainable practices, especially in the distribution segment of the business. Incorporate a formal management structure that outlines scheduled reviews/goals/promotions for your employees. Instill trust with your employees by following through with your promises. Believe in the industry you are operating within and wear it on your sleeve. There is no "spunk," creativity or liveliness around the Hain Brands. You must embody the industry you aim to seek revenue from.