Spotlight on Logistics Leaders

Benjamin Gordon
Nov 9 · 6 min read

Cambridge Capital Interview with Guy Bloch, CEO of Bringg

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ow do you deliver the last mile? This question has energized dozens of major companies, as the $340 billion market represents an attractive opportunity for retailers, brands, and logistics companies.

In this vital market, Bringg has emerged as a market leader. Specializing in SaaS solutions for the last mile, Bringg has grown to become a powerhouse in helping major organizations boost their customer experience by making fast, convenient, cost-effective delivery a reality. Bringg has been a Cambridge Capital portfolio investment since 2016.

In this article, Cambridge Capital CEO Benjamin Gordon interviews Bringg CEO Guy Bloch.

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Guy Bloch, CEO of Bringg, at BGSA Supply Chain Conference

Q: Guy, it’s great to speak with you again. You’ve had quite a successful trajectory at Bringg. Let’s start in the beginning. What attracted you to join the company?

A: Digital transformation and data. The world of digital and data has followed me through my career. At Bringg, seeing how digital and data work together to really impact the customer journey and create delightful experiences while helping the market seamlessly transition from offline to online, was impactful. The product market fit, innovation and market opportunity were all in sync and the thrill of taking a company from startup to scale, through hyper-growth, was a welcomed challenge.

Q: Given your success at Splunk, which you helped build into a multi-billion-dollar analytics business, did you see parallels at Bringg?

A: Yes, I see two main parallels. First, digital transformation, the idea of connecting data, analyzing and applying it to solve a market problem, is shared by both Splunk and Bringg. The second parallel is startup to scale — this extremely agile environment that allows for change and continual evolution; the hyper-growth that connects talent, customers and the market for a shared solution; and the determination to meet short-term objectives that are always aligned with your long term goals.

Q: What excites you about the last mile?

A: The last mile is the last physical touchpoint with the customer. It is the only “real-world” experience through the shopping journey. This in essence is where the customer experience is solidified. In addition, with every new, diverse channel and fulfilment model customers expect, new complexities develop. Solving those complexities and ensuring a seamless and delightful customer experience is what delivery orchestration is about. And making it accessible, usable and valuable to everyone ensures that every brand can deliver an exceptional last mile.

Q: What was one of your first wins, and how did it happen?

A: Working with one of the world’s largest delivery providers to branch out their business and build a new channel was not only an amazing win but also a learning experience and a testament that Bringg was the place for me. The provider was expanding their delivery offering to the big and bulky market — a market that is moving more and more online. Bringg’s platform was the mission-critical software enabling the delivery provider to launch and expand their services. Working with a leading provider helped me understand how complex the last mile is, how much the market needs to change, and how Bringg is really impacting with cutting edge technology, and industry best practices to help our customers create new business models for growth.

Q: COVID has posed a challenge to many supply chain companies. Yet Bringg is continuing to grow at a rapid clip. How did you respond to COVID, and what enabled you to succeed at a time when others have struggled?

A: Our customers, understanding their pains and meeting their needs with innovative solutions and industry best practices. When COVID began, we were quick to deploy a contactless delivery feature. We also understood that our customers needed to quickly scale a click and collect solution with BOPIS, return management and curbside pickup. We quickly rolled out these new features to our modular platform so that they would be there waiting for our customers when they decided to deploy.

Q: This is a competitive market. Last mile is attractive, but also draws the attention of major companies, ranging from Amazon to Uber to many others. How is Bringg continuing to differentiate, add value, and grow so quickly?

A: I think our differentiation and value add is wrapped in our objective to create an open connected network with a modular solution that grows with your business. We understand that many brands are at different points in their digital transformation and last mile looks different in every company. Our platform is designed to let you start where your current pains are and expand with modules, features and partners that meet your business needs with a constant focus on customer experience and operational efficiency.

Q: You’ve built Bringg into a global business. You’re now delivering in 55 different countries. At a time when COVID prevents you from traveling the way you did before, how do you keep in touch with your customers and employees?

A: I think it’s still about human to human engagement. So while we continue with a constant communication cadence, we also ensure that these include interactive video chats, learning sessions, and even happy hours to celebrate both our customer and internal successes.

Q: At Cambridge Capital, we look for market leaders, and then we seek to help them in whatever ways we need. You’ve done a great job of seeking ideas, feedback, and introductions to C-level executives in the supply chain. What advice would you give other founders about how best to work with your investors?

A: You have to choose your investors, and they need to be right for your business — it’s not just about money. When you work with investors that understand the market you are penetrating, they help you test your thesis with their thesis, like are they investing in segments and markets that you may grow into or can they help foster relationships with the right partners, prospects and experts. Cambridge is not just an investor, they are our partner to success.

Q: What does the future hold for Bringg? Will you stay focused on the last mile, or do you expect to expand in adjacent areas?

A: At Bringg we started with perfecting the last mile. We focused on ensuring an exceptional customer experience and went backwards with a focus on efficiency and cost. However, new delivery and fulfilment channels are continually emerging and more logistics models are available moving us further back into middle mile. With MFCs and in-store fulfillment growing, the middle mile, in store operations, warehouse staging, store to store deliveries, must be highly efficient in order to ensure the last mile expectations are met.

Q: Thank you for your time, and good luck with your continued leadership and success at Bringg! Is there anything else you’d like our readers to know?

A: While we are in hyper-growth, we are always focused on remaining agile. It is our agility, market expertise, customers, and partners that have made us rethink our org structure. And it is our culture that has enabled us to quickly adapt to the changes needed to ensure that as our customers scale, we scale; as our customers urge speed, we deliver faster; as our customers demand a connected network, we onboard more partners; and as our customers need best practices, we stay on top of industry knowledge. We look forward to staying true to these principles always.

Guy Bloch is CEO of Bringg. Benjamin Gordon is CEO of Cambridge Capital.

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