COO Jan Novák on Agile Operations: 7 Brands, 80+ Suppliers
At GIVET, operational excellence is a cornerstone of our business strategy. As we scale our portfolio of beauty brands across Europe and beyond, efficient, reliable, and agile operations are critical.
Today, we present an in-depth interview with Jan Novák, GIVET's Chief Operating Officer, to provide insights into how GIVET successfully navigates the complexities of asset-light operations with a global network of more than 80 suppliers.
The GIVET Way of Operating
What does "asset-light" mean in real terms at GIVET, and why is it the right model for us?
"GIVET is a manufacturing company that owns its commercial brands but outsources production to renowned and experienced manufacturers around the world. This asset-light model brings flexibility, speed, and quality. These are key factors driving our rapid growth. While we develop brands and products partially in-house, the scale we work with makes strong external partnerships essential."
How do you manage consistency and speed with such a diverse supplier base?
"Our success stands on two pillars: our skilled, loyal employees, and our reliable, high-quality partners. Together, they ensure exceptional quality standards while allowing us to scale efficiently. All our cosmetics manufacturers comply with European standards and regulations."
What is the biggest operational challenge with scaling into 27 countries?
"From an operations perspective, the key challenge is ensuring regulatory compliance in each market. While most are EU members, subtle national differences still exist. Commercially, tailoring marketing and business strategies for each market is complex. Internally, the constant pressure to launch new products while managing development, production, and distribution efficiently is a major ongoing task."
Building Trust Across 17 Countries
How do you build strong, transparent relationships with more than 80 suppliers across Europe and beyond?
"We build long-term partnerships based on mutual trust and close collaboration. Our teams are in daily contact with our manufacturers. Personal visits, even to South Korea, are crucial. Regular meetings at trade fairs and industry events are also important, and the GIVET team actively participates."
What does trust and partnership mean to you in operations?
"Trust and partnership are not just values written on paper. They are deeply embedded in our mindset. In an asset-light model, where key parts of the business are delivered by external partners, trust is essential for success."
From Concept to Shelf
What are the steps from idea to delivery, and what is GIVET’s biggest edge in that process?
"Ideas come from internal teams, investors, and even customers. We first prepare documentation for the Feasibility Committee. If approved, we move into Phase 1, where detailed product analysis and commercial approval take place. After that, Phase 2 focuses on the final product formulation, compliance, and the production of the first batch. GIVET’s key advantage is the concentration of expert teams across commercial, operational, and support functions, who work closely with external partners to maintain flexibility and quality."
How do you coordinate with brand, product, and regulatory teams during that journey?
"We operate with well-defined processes, regular cross-functional meetings, and a strong Project Management department. Advanced tools like our ERP system, Power BI analytics, and specialized development software help ensure seamless coordination. We are also planning additional software implementation for planning and financial management."
Leadership and Values
GIVET values ownership and openness. How do you embody that in your day-to-day work?
"I strive to live by openness, ownership, accountability, and fairness. I give my team freedom, trust, responsibility, and support, expecting the same values and goal orientation in return. If setbacks happen, I am always ready to step in and support improvements."
What is one thing you wish more people understood about operations?
"Many people think operations is simply about producing and delivering products. In reality, it is a highly complex, expertise-driven process requiring continuous attention and skill."
Any advice for future operations leaders in beauty?
"Stay open to new ideas, follow trends, and thoughtfully integrate them into your processes. Listen actively, be innovative, value your colleagues and partners, and most importantly, enjoy the journey. When you do, success tends to follow naturally."
Jan Novák's leadership and insights reflect GIVET’s commitment to operational excellence, agility, and partnership. These principles continue to drive our expansion in the beauty industry.