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Daniel Servitje

Chairman of the Board of Directors, Grupo Bimbo

Search every verified Daniel Servitje interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. During an October 2026 interview, Grupo Bimbo CEO Daniel Servitje discussed the company's focus on sustainability and generational continuity, saying the firm's philosophy is to be "a sustainable company, highly productive, and fully human," with decisions aimed at ensuring the business remains for future generations. He also spoke about the impact of artificial intelligence, describing it as a "very transcendent effect" that he had not experienced during his tenure, and said he has begun using tools like Copilot. He urged others to engage deeply with the technology rather than observe it from a distance. In a separate interview that month, Servitje addressed Grupo Bimbo's international growth, stating that the company generally expands through acquisitions in new countries before making organic investments in new production lines and categories. He attributed the company's success to a consistent philosophy maintained over its 80-year history and emphasized the need for "local sensitivity" to consumer cultures and the importance of developing "global talent" with curiosity and a hunger to learn. He also highlighted how immigrant diaspora communities have helped Bimbo position its products in markets such as the United States.

Recent appearances

Notable quotes

“Well, I think that it's quite curious, because one would think there's a lot of study and sophistication, but in our experience, what we are always analyzing are opportunities. And what we've seen is that, basically, inorganic growth, international growth, is something we achieve through acquisitions. And, uh, once we are in a country, that is when we start to invest, uh, organically based on the very specific opport”

“If you don't have a long-term perspective while going international, don't do it. It took us many decades to achieve the global leadership of our industry. If you don't have the support of the board for this long-term commitment, maybe just go for smaller things.”

“The long-term perspective and the consistency of the board to continue to invest even if there were no results or even where there were bad results for that specific country. And I would say that the third one, which is probably less common, it's a very deep understanding on the original founders of the company that the business priority was first and the shareholders came second.”

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