![]() ![]() We implemented additional cleanings, daily deep cleanings, nightly checks on making sure that we were using additional chemical substances that were recommended by the C.D.C. We started implementing additional protocols that were specific to what the advice was from the Centers for Disease Control and from the Food and Drug Administration. LINDA FINDLEY KOZLOWSKI In early March, when we started seeing more and more evidence of spread in the United States, we enhanced our already very stringent food safety rigor to make sure that we could be prepared for anything that would be coming our way. Visit to join upcoming calls.ĭAVID GELLES Linda, as the crisis intensified, what did you start to do differently in your offices and at your fulfillment centers? This conversation, which was condensed and edited for clarity, was part of a series of new live Corner Office calls discussing business during the pandemic. Thrive Market’s chief executive, Nick Green, a co-founder, was trying to scale the business and prepare for a public offering.īut in the past months, both executives have been scrambling to keep up with the crushing demand while tending to the sanitizing of their fulfillment centers, a wave of new hiring and a supply chain in flux. Linda Findley Kozlowski took over as Blue Apron’s chief executive a year ago and was working to lift the business after its stock cratered during its first two years as a public company. These trends have had profound implications for companies like Blue Apron, which sends meal kits to more than 350,000 subscribers, and Thrive Market, an online provider of healthy foods and eco-friendly home cleaning products with more than 800,000 members. Then, as restaurants closed and simply venturing out became a health hazard, people began cooking more meals at home. As the coronavirus began to spread across the United States, shoppers stocked up on toilet paper and canned food. ![]()
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