Gillian Bleimann-Boucard, CEO, Berjé Inc.

In an interview with Invest:, Gillian Bleimann-Boucard, CEO of Berjé Inc., emphasized the importance of transparency, innovation, and long-term partnerships in navigating the complexities of the global flavor and fragrance supply chain. “Whether you’re choosing a partner or a product, scent matters. It’s a primal sense,” Bleimann-Boucard said.

What internal or external market changes have had the greatest impact on the company?

It’s helpful to first explain where we sit in the supply chain and how we fit into the food, flavor, and fragrance industry. Berjé recently celebrated its 75th anniversary. We’re a proud, fiercely independent company in its third generation of family ownership. We supply ingredients to the flavor and fragrance industry; many of the products you see on supermarket shelves include ingredients we’ve sourced globally, brought to our New Jersey facility for quality control and manufacturing, and then distributed to our industry partners.

We’re positioned at the beginning of the supply chain. The value we provide lies in managing everything, from sourcing to delivering ingredients ready for compound use. It’s fascinating to consider just how important the sense of smell is; it’s an emotional, instinctive part of daily life. Whether it’s a shampoo or a body wash, scent often drives the initial purchase decision. We’re proud to contribute to that sensory experience.

Whether you’re choosing a partner or a product, scent matters. It’s a primal sense. We collaborate with the Monell Institute, which researches taste and smell. It’s amazing how something like a child’s willingness to take medicine can hinge on taste and smell. That ties directly into our place in the industry.

What are some of the broader challenges and trends you are watching?

To give a broader overview of current challenges, the industry is being shaped by several key trends: demand for transparency and risk management, health-focused natural ingredients, economic uncertainty driven by geopolitics and tariffs, and growing regulatory pressures.

At Berjé, we’ve always prioritized transparency. One of our long-standing commitments has been to own the product at its source. We’ve invested in manufacturing and innovation, especially here in New Jersey, to protect the integrity of our products all the way through the supply chain. This allows us to meet increasing consumer expectations for traceability.

Economic uncertainty, particularly around tariffs, is front and center. While there are ways to react in the short term, our approach — being a private company — lets us think long term. We ask ourselves, “Will we still be happy with this decision five or six years from now?” That mindset drives how we approach investment and strategy.

How are you maintaining both cost efficiency and reliability for your customers?

Cost pressure is our No. 1 concern. We supply ingredients that go into consumer products, so if the end product becomes unaffordable, everyone loses. Internally, we’re focused on what we can control. Some things, like logistics costs, are unpredictable, but we’ve taken proactive steps to manage them.

In 2018, when the first rounds of tariffs hit, we implemented dual sourcing strategies for many of our ingredients. We’ve since achieved our goal of dual sourcing at least 85% of our portfolio. That gives us flexibility — sourcing from India and China, or India and Madagascar, for example — so that we can continue supplying our customers without disruption.

We’re continuously exploring innovative logistical strategies, one of which is global expansion. Last year, we finalized an acquisition in Peru and are expanding our footprint in Bulgaria. These global locations help us support operations in New Jersey, where our headquarters and core manufacturing facilities remain the heart of the business.

Again, it’s about controlling what we can and thinking creatively, especially around logistics.

We’ve seen incredible collaboration across teams. Our new team in Peru is working closely with our New Jersey team to share knowledge and build capacity. It strengthens the whole business.

It’s also worth noting that roughly 75% of the natural ingredients we use can’t be grown in the United States due to climate limitations. Think of vanilla or sandalwood: these can’t be cultivated here, and our history of forging productive, equitable, and sustainable long-term partnerships with suppliers at the source is a core value of Berjé. It’s all about balancing local investment with global sourcing.

What other challenges are you facing with importing raw materials and exporting final products?

Geopolitical instability is a big factor, and we’re also dealing with the impacts of climate change. Many of our ingredients are grown in regions vulnerable to environmental shifts, so sustainability and innovation are critical.

We’re also working directly with farmers, many of whom are third- or fourth-generation growers, who have been cultivating crops the same way for decades. To address these challenges, we’ve begun investing in agronomy, which is new territory for us.

For example, in Asia, we partnered with local farmers to introduce solar-panel-powered drying systems for a spice ingredient. Rainfall in that region made traditional drying methods inefficient. These dryers save time and labor, and we’ve already seen yield improvements and better livelihoods. These kinds of targeted innovations can create ripple effects throughout the supply chain.

How do you balance maintaining tradition — both in New Jersey and globally — with the need to innovate in a rapidly changing market?

That’s at the heart of what we strive to do. As a leadership team, we take seriously our responsibility to honor the culture and foundation that built this business over 75 years, while continuing to innovate.

Industry consolidation is another challenge. Our customer base is shrinking as large players target the middle market for growth. We must continuously show our value, adapting to shifting client needs while staying rooted in who we are.

It starts at home. We work closely with Middlesex County and local universities. For example, we’ve received grants that support internship programs. That may seem like a small step, but it’s essential for planting the seeds of long-term talent. We’re also supporting employees in furthering their education and training in specialized areas like quality and regulatory, a key part of our value proposition.

We’re also expanding our capabilities. We’ve recently opened a creative center to push innovation beyond our traditional distribution model. We’re a highly specialized industry, so outreach is essential. Whether it’s here in New Jersey or globally, we’re looking at how technology, similar to blockchain, can help us track materials all the way from source to shelf. IT investment is critical, both for transparency and supply chain efficiency.

Too often, I hear the criticism of younger generations. We are proud to work with all generations, tapping into their enthusiasm for positions that create value. Here at Berjé, we need to find solutions to work with the next generation: there are plenty of passionate, smart people out there, connected and exhibiting how our values align and assist in connecting with them in a meaningful and productive way.

Where do you see the biggest opportunities for business growth, and where do you see the flavor and fragrance industry heading over the next three to five years?

Let’s start with the broader industry. Going into 2026, there’s a lot of caution; forecasts are being revised, and companies are managing inventory conservatively. Longer term, the outlook is positive. The flavor and fragrance industry is projected to grow. New Jersey has long been a hub for this sector, and even within our own county, we have several manufacturers and suppliers. The state has been supportive, creating a strong ecosystem.

Consumers continue to drive demand for healthy, transparent, clean-label products. Growth is also coming from Latin America and Asia. So, the question becomes ‘How do we continue to add value in that global context?’

One answer is risk management. Maintaining trust and reliability is essential. We invest heavily in ensuring product quality, from source to our New Jersey facility, and that includes regulatory compliance and custom formulations. We also produce fragrances in-house, so we’re exploring new ways to innovate within those product lines.

We just returned from the international IFEAT conference, where I sat on a citrus panel. We were discussing sustainability and what it actually means. After all the data and metrics, it came down to one word: trust.

Whether you’re a consumer or a client, buying a product comes down to trusting the source. That hasn’t changed in 30 years. What has changed is the data and tools we have to support those decisions. But trust remains the foundation.

Industry associations are also important for your growth. We sit on the boards of more than six associations. In this uncertain and fast-changing environment, they’ve been crucial in helping us adapt and strengthening our role within the industry.