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Catalina Mihu: You took on the new role at the start of 2024. How would you describe your first six months as President of Reading Bakery Systems?
Chip Czulada: My first six months as President of Reading Bakery Systems have been both exciting and challenging. The primary focus has been on fostering a culture of innovation and collaboration within the company. I’ve spent a significant amount of time meeting with various teams, understanding their workflows, and identifying areas where we can enhance efficiency and creativity. Overall, it’s been a period of laying a strong foundation for future growth.
Mihu: You Joined RBS in 2003 – how does your extended knowledge of all facets of the company shape the strategy you are building going forward?
Czulada: Having been with RBS for over 20 years, I’ve had the privilege of understanding the intricacies of our operations, from production to finance to leadership. This comprehensive knowledge allows me to craft a strategy that is both ambitious and realistic. I aim to build on our strengths, such as our commitment to quality and innovation, while addressing any gaps that may hinder our progress. My goal is to create a cohesive strategy that aligns with our long-term vision, ensuring sustainable growth and continuous improvement.
Mihu: What is the company’s current strategy, and what are some of the changes you have introduced since the beginning of the year?
Czulada: Since the beginning of the year, our strategy has focused on enhancing our competitiveness and expanding our global presence outside the United States. Recognizing the growth opportunities in international markets, we are investing in market research and tailoring our products to meet the specific needs of diverse markets.
We are also dedicating significant energy to improving customer care. We believe that exceptional customer service is key to building long-term partnerships and ensuring customer satisfaction. We are working on a comprehensive customer care program that includes enhanced support services, and personalized solutions to address our customers’ unique challenges.
Mihu: What factors convinced you that RBS was the company where you wanted to build your career? What personal development opportunities are currently made available to employees?
Czulada: I was initially drawn to RBS because of its strong reputation for quality and innovation in the baking industry. I was also very impressed with the existing management team and the company’s local reputation. Over the years, the company’s commitment to its collaborative culture has reinforced my decision. Recently, we have started focusing on personal development, and now offer a range of opportunities, including continuous education, and leadership training. We believe in investing in our people, as their growth directly contributes to the company’s success.
Mihu: On the other hand, what are the biggest challenges for people and businesses in the baking industry today, in your experience?
Czulada: The baking industry faces several challenges, including rising costs, workforce shortages, supply chain disruptions, and evolving consumer preferences for healthier options. For businesses, staying ahead of these trends and adapting quickly is crucial. For individuals, continuous learning and embracing change are essential to navigating these challenges successfully.
About Chip Czulada
Chip Czulada’s career spans more than 35 years in financial and manufacturing management. Czulada joined RBS in 2003 and has since overseen all facets of the company’s daily operations, including accounting, parts sales and manufacturing, information technology, human resources, and Reading Thermal. Most recently, he served as RBS executive Vice President and chief financial officer, before taking on the President role. He succeeds Joe Zaleski at the helm of RBS.
Mihu: How does your unique perspective as the company’s former CFO influence your planning and decision-making process?
Czulada: As the former CFO, I have a deep understanding of our financial health and the economic forces impacting our company. This perspective allows me to make informed decisions that balance innovation with fiscal responsibility. I am particularly focused on ensuring that our investments in new technologies and processes deliver tangible returns and contribute to our long-term sustainability and profitability, while keeping our customers’ needs in check.
“I am particularly focused on ensuring that our investments in new technologies and processes deliver tangible returns and contribute to our long-term sustainability and profitability while keeping our customers’ needs in check. ”
Chip Czulada, President, Reading Bakery Systems
Mihu: RBS is regularly launching new equipment designs into the market. What resources does the company allocate to R&D, and what improvements/new developments is the team focusing on?
Czulada: We allocate a significant portion of our budget to R&D, recognizing its critical role in maintaining our competitive edge. Our R&D team is currently focused on developing more energy-efficient equipment, enhancing automation capabilities, and improving the user-friendliness of our machinery. We are also exploring the integration of AI to offer smarter solutions to our customers.
Mihu: What are the biggest innovations in technology for cracker production at RBS over the past 20 years?
Czulada: One of the most significant innovations at Reading Bakery Systems has been the development of our continuous mixing technology for crackers. This technology transforms the mixing process by providing a consistent dough to the production line at the same rate that it is being used. This eliminates the problems associated with batch cycles and produces a consistent product all day, every day. Continuous mixing reduces labor, cuts costs, improves consistency and simplifies the mixing process.
Our most recent innovation is the introduction of our Emithermic XE oven zone, which replaces traditional Direct Gas Fired (DGF) baking technology. The Emithermic XE oven zone eliminates all direct gas-fired burners, simplifying cleaning and maintenance, and improving cracker baking performance. It also enhances energy efficiency and reduces operational costs, making it a game-changer for cracker production.
Mihu: Given that the snacking market is one of the most dynamic segments in bakery, and the US market leads in innovation and product launches, what big steps do you anticipate for new developments in solutions that will
improve manufacturing? What emerging ideas could bring significant process improvements in snack manufacturing?
Czulada: To keep pace with the dynamic snacking market, we are leveraging our Innovation Center to accelerate product development and reduce the time to market for new products. This facility allows us to work closely with our customers to test new ideas quickly, ensuring that we can meet consumer demand for innovative and exciting snack options.
Advancements in automation are playing a crucial role in improving manufacturing efficiency and reducing labor costs. Technologies such as continuous mixing and instant hydration are revolutionizing the production process by providing consistent, high-quality results with less manual intervention. These technologies not only enhance product consistency, but also streamline operations, making it easier to scale production to meet increasing demand.
Additionally, we are seeing a growing trend among snack manufacturers to invest in flexible technology. This flexibility allows manufacturers to quickly adapt to changing consumer preferences and introduce new products quickly. By incorporating modular equipment and flexible production lines, manufacturers can easily switch between different product types and formulations, ensuring they stay competitive in the fast-evolving snack market.
These steps reflect our commitment to helping our customers stay ahead of the curve by providing them with the tools and technologies needed to produce high-quality, innovative snacks.
“Our R&D team is currently focused on developing more energy-efficient equipment, enhancing automation capabilities, and improving the user-friendliness of our machinery. We are also exploring the integration of AI to offer smarter solutions to our customers. ”
Chip Czulada, President, Reading Bakery Systems
Mihu: Trade shows usually influence innovation cycles and launches. What new developments, solutions, and services should manufacturers expect from RBS and its brands ahead of next year’s show lineup that includes iba in Europe and IBIE in the US?
Czulada: Manufacturers can expect to see several exciting new developments from RBS at next year’s trade shows including the new WCX Wirecut machine with iris cutter capabilities, and the latest baking technology, including the Emithermic XE and electric oven options from RBS. We will also unveil new capabilities in the RBS eZone, our proprietary customer care portal. The eZone is the only system where customers can view 3D models of their specific equipment to easily select the parts they need and see how to assemble/disassemble machines. The eZone also offers the ability to download manuals, schematics, and view maintenance and training videos.
Mihu: How does a technology specialist remain innovative over time?
Czulada: Staying innovative requires a commitment to continuous learning and a willingness to embrace change. At RBS, we encourage our teammates to stay updated with the latest industry trends and advancements. Fostering a culture of curiosity is key to maintaining a high level of innovation over time.
