Stories: Oleochemicals

“I landed in the Netherlands in the middle of winter – four hours of sunlight a day, a language I didn’t speak, and not a single person I knew outside of the office,” recalls Yash Mavani. “Three months later, COVID-19 hit. Suddenly, my small team and I had to keep an entire business running in the middle of a global supply chain breakdown.”

Within months of joining GAR, he was helping to re-establish the company’s oleochemicals business in Europe from scratch. With just two colleagues, he was navigating everything from securing warehouses to managing commercial contracts, all while bridging cultures and building trust with teams spread across continents.

What followed was a crash course in resilience, resourcefulness, and the art of doing business across borders. Those are lessons that would shape his journey from Business Development Manager to Assistant Vice President in just few years.

Not what he expected – and exactly what he needed

“I didn’t set out to join oleochemicals,” Yash admits. “I wanted to better understand the physical commodities business.”

Fresh out of university with a degree in Economics and Finance, Yash joined GAR as his first full-time job. He wasn’t specifically looking for oleochemicals; he sought an opportunity to immerse himself in global trade. What he found was more than he expected. The direct exposure to oleochemicals offered great benefits, giving him experience in an asset-based organisation and shipping operations.

“Even a few months into the job, high trust was given to fresh grads like me,” Yash recalls. “Management’s doors were always open for conversations on objectives or close learning.”

The fast-track learning experience paved the way for his next big step: a move to Europe. GAR was re-establishing its oleochemicals business there, and Yash was tapped for the mission.

Europe, reset: Turning disruptions into direction

In late 2019, Yash landed in the Netherlands to help rebuild GAR’s oleochemicals business in Europe. It was a high-stakes, time-sensitive challenge.

After the closure of GAR Germany, a small team was assembled to rebuild the oleochemicals business in Europe: Yash, along with a commercial lead and a logistics specialist. Together, they weren’t just holding the fort. They were building it, brick by brick.

“It was exciting and daunting all at once,” Yash shares. “Exciting for the new work and country. Daunting because I was moving again, building a life in a country where I knew no one.” The pressure of restarting was immense.

Their priority was simple: “making sure we didn’t miss a beat on our commitments to existing customers,” he says.

Professionally, Yash quickly picked up a “direct, let’s get it done” style. It was a blank slate with one goal: re-establish the oleo business. All while navigating a new country, language, and the sharp shock of winter after growing up in sunny Singapore.

The team faced challenges daily. They quickly built effective operations and communication. With a Dutch, Spanish, and Singaporean/Asian background, “we had to learn to work with and understand each other fast.” Plus, there was “so much to figure out”, Yash says, from finances and costs to warehouses and commercial opportunities. They had to “ask around, adapt from best practices, and learn”.

Then, three months in, COVID-19 hit. “We suddenly had to manage a completely disrupted supply chain, something no one had ever seen before.” Over-communication became crucial to stay connected. “We just had to act quickly on good ideas to overcome the chaos.”

Challenges like anti-dumping duties added more complexities. Still, their mindset stayed firm: adapt, don’t stop. “We didn’t have all the answers, but we were always ready to take action.”

What started as a reset became a relaunch. It redefined how GAR supports customers: with clarity, resilience, and a practical, human approach to solving tough problems.

Across time zones, across cultures: A business built on bridges

Rebuilding a business is tough enough. Doing it across countries, time zones, and work cultures? That takes something more.

Connecting a supply chain stretching from Indonesia to Singapore to the Netherlands meant bridging not only distance, but also communication styles and cultural norms.

“In Asia, there’s a lot of context behind every message,” he explains. “In Europe, especially in the Netherlands, it’s all about clarity and directness. Spain, on the other hand, thrives on relationships. People want to know who you are before doing business.”

He didn’t shy away from these differences. In fact, navigating them became a skill in itself. Yash learned to tailor conversations, listen carefully, and ensure everyone was on the same page. “It came down to getting to know people and being genuine.”

Working in a lean team also changed how Yash made decisions, “I learned to trust my own instinct and judgment,” he says. “In a bigger team, you have layers of support. In lean teams, you often wear multiple hats and have to develop your own decision-making muscle.”

Lessons from the deep end

For Yash, the past few years have shaped not just how he works, but how he sees business, leadership, and growth itself.

“When I started, I thought strategy was just about making money,” he reflects. “Now I see it differently. Good strategy connects everything: finance, operations, sustainability, and people. And unless you consider how it’s implemented, it’s just words on paper.”

He credits his growth to one key mindset: staying curious. “I try not to take things at face value,” he says. “When you’re curious, you learn more. When you learn more, you connect better. That’s how progress happens.”

Now part of the Business Development & Strategic Planning team at GAR Singapore, Yash brings that mindset to a bigger stage, building opportunities across the entire company.

GAR’s reach is powered by people who build with purpose. Explore how our global teams bring value to partners worldwide. Revisit Yash’s reflections back in 2018 on 25 years of Sinar Mas Oleochemicals here.