“The balance is at the heart of the business,” Prévéraud says. “Airlines increasingly want customized products reflecting their brand and differentiating the passenger experience, so FMA listens carefully to customers and works with them to develop the right solution, but innovation only has value when it can be reproduced reliably at scale.” That means culinary development cannot be separated from industrial execution. R&D, culinary and industrial teams must work together from the outset, ensuring that a concept that works in development can also work in a production environment. “The objective is not simply to manufacture meals but to transform culinary ideas into scalable industrial solutions,” says Prévéraud. A LONG-TERM APPROACH TO GROWTH FMA’s connection to its parent company continues to influence how it approaches investment. As part of a family-owned group with more than a century of history, the Canadian operation operates with a perspective that extends beyond immediate results. “Being part of a family-owned company with more than a century of history strongly shapes FMA’s approach: Fleury Michon’s history is built around food, culinary expertise and a long-term growth vision, so investment decisions aren’t just 63 OCT 2026 | BUSINESS ELITE CANADA
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