Gelmarfred, El Iris Award for Family Business

G. Durà/Ciutadella – Over the course of more than two decades, Gelmarfred has established itself as one of Menorca’s leading distribution companies, especially in the field of supplying the hospitality sector. Founded by Jaume Gelabert and Mari Carmen Díaz, the company is now a clear example of entrepreneurship, hard work, and sustained growth within the island’s business community.

This journey has recently been recognised with El Iris Family Business Award, an accolade that highlights not only the company’s track record, but also its ability to adapt, innovate, and remain committed to the local area. Since its beginnings, Gelmarfred has evolved from a small business venture into a solid organisation, with a wide client network and an efficient logistics model covering the whole of Menorca.

With a clear vocation for service, the company has managed to grow without losing its family essence, focusing on customer closeness, product diversification, and continuous improvement in a sector that is increasingly demanding and competitive.

We speak with Jaume Gelabert, manager of Gelmarfred, who explains in his own words the origins of the project, the key moments in its trajectory, and the future challenges facing a company that continues to look ahead with the same enthusiasm as in its early days.

What has it meant for Gelmarfred to receive the Iris Award? At what personal and professional moment has it arrived?

The truth is that it has been a source of joy and satisfaction. It has come to us at a very important moment within the company, in the middle of an intense process of change, with weeks of a lot of work, stress, and psychological pressure. And then, suddenly, receiving an award like this… it is always something special. I always say it is better to receive it while you are alive than afterwards (laughs). In our case, it has been even more special because it has coincided with this moment of transformation. It is recognition for many hours of work and many headaches.

Let’s talk about the beginning. Do you remember the moment when you decided to become an entrepreneur?

Yes, those are moments you never forget. I had been working since I was 18 in a company in the sector, a meat company from Mallorca with a branch in Menorca. Congelados Rotger was one of our clients, and I developed a very good relationship with its owner. One day he told me that he wanted to retire and that his children did not want to continue the business. Over time, he ended up suggesting that it might be an opportunity for me.

At that moment I was doing well: I had a good salary, I was the branch manager, and I did not have any major worries. But I also realised that, at 38, I had become stuck. If I wanted to grow, I had to take a step forward. Finally, on 1 April 2004, we reached an agreement. I had no capital, but the bank trusted us and we were able to move the project forward.

What was the most difficult part of that initial stage?

The hardest thing was saying goodbye to the company where I had been working. I was very happy there and had a good relationship with my bosses. Telling them that I was leaving was very hard. Even today I remember it with a certain sadness.

In just a few months you had gained more than 80 clients.

I did not take with me a single door, chair, or window from my previous company, but I did take something very important: the clients’ trust. I had spent many years out on the road, visiting restaurants and hotels, and when I explained that I was starting out on my own, many decided to continue with me. That was key.

What has been the secret to becoming a leading distributor in Menorca?

Consistency, above all. The daily work. Also my character: I am very perfectionist and I like to have everything under control. Over time, that also forced me to learn how to delegate. There came a point when I understood that I could not do everything.

In addition, we made a very strong commitment to service. We provide daily service across the whole island, something that practically nobody else does. That gives clients a lot of peace of mind.

How has the sector changed over these more than 20 years?

A great deal. Twenty years ago it was very different. Nowadays the client demands a lot: they demand service, a wide range of products, and competitive prices. All of that mattered before too, but not to the same extent.

To give you an idea: when we started, in 2004, we had around 200 active product references; now we have close to 900. And that is very much driven by what clients ask for. Hotels, for example, used to have a much simpler offer. Now they need a lot more variety: more types of meat, fish, bread… If before you went to a hotel and found one type of bread, now you can find twenty or twenty-five. And the same happens with the rest of the products. That forces us to expand the catalogue a lot and to adapt constantly.

The nature of relationships has also changed a great deal. Before, I used to go to hotels, walk into the kitchen, and speak directly with the chef. Now, especially in large chains, everything is much colder. They do not want sales representatives in the kitchen: orders arrive by email and anything else is dealt with through the purchasing manager. A little of that more human side has been lost, especially in the hotel sector. With restaurants, however, there is still more direct contact.

What does the client value most today?

It is a balance between price, quality, service, and speed. You can be very cheap, but if your service fails, the client will not stay with you. The secret is to find that balance.

What role should local products play in distribution?

They should play a much bigger role, and I would love to invest even more in them. But we have to be realistic: the volume handled in Menorca is very high and cannot always be covered by local production. Even so, we try to incorporate local products whenever possible.

Recently you have faced another major change with the integration of new business lines. What has that meant?

It has been a very important step. We have acquired a business unit with staff, fleet, and supplier agreements, and we have relocated and concentrated operations in Ciutadella. This has allowed us to gain greater logistical autonomy and reduce our dependence on mainland Spain.

We now have a year ahead of us to consolidate this change, learn about the new product lines, and decide in which direction we want to grow.

How should Gelmarfred evolve in the coming years?

Right now, the goal is to consolidate this new project. We need to listen, observe, and fully understand everything we have incorporated. Later on, we will decide how to strengthen each line.

After more than 20 years, what continues to motivate you the most?

I like my work very much. I do not like working — because I would rather be on a beach or on the sofa — but I do like what I do. I still have that spark. And as long as I do not lose it, I will continue with the same enthusiasm.