After joining Volaris in 2023, UK-based foodservice & hospitality tech company, HGEM, quickly found its stride, and this impressive team achieved strong double-digit growth in their first year as part of Volaris.
Behind the scenes, several Volaris resources have played a supporting role in HGEM’s success, giving the team tools, structure, and peer connections to scale more confidently.
We caught up with Steven Pike, Managing Director of HGEM, to explore the internal resources that helped complement HGEM’s existing momentum.
With the company scaling in a fast-changing market, we also explored what’s next for this ambitious, forward-thinking team, including how they’re thinking about innovation and what role technologies like AI might play.
Behind-the-Scenes Support
How have Volaris resources supported HGEM?
We’ve made the most of the resources available to us—building on the work we were already doing, introducing new ways of thinking, and in some cases (like having access to the Volaris Strategy Team), accessing capabilities we didn’t previously have in-house.
It’s been really helpful to learn what tools other businesses are using. For example, how our peers are framing their proposals and the platforms they use to do it.
Certainly, one significant thing worth mentioning is the events that we’ve been exposed to and the impact they’ve had on HGEM.
Can you tell us more about that? What impact have internal events had on your team?
The internal summits have played a meaningful role in how we grow and make decisions. We get to transparently hear how other businesses are solving similar challenges.
It’s helped us think more laterally, build a shared language across our team, and make more confident decisions knowing how others have overcome similar obstacles.
It’s been helpful to take those lessons and build on them in a way that works for HGEM, especially as we’ve looked to shape our strategy and think more deliberately about where to focus next.
Before setting your strategy, how did you go about understanding your market opportunity?
Our internal Strategy Team completed a full TAM, SAM, and SOM analysis for HGEM, which we were able to adapt and build on.
We’ve gained clarity on our serviceable market, including who we’re best positioned to serve, the challenges they face, and how we can support them effectively.
It’s also helped us prioritize our focus and make more deliberate choices about where to allocate our resources. Understanding the scale of the opportunity and where we’re best positioned to make an impact has been incredibly valuable in shaping our next steps.
Can you tell us about the strategic planning process you went through?
Earlier this year, we partnered with our internal Strategy Team to go through a full strategic planning session. We took a step back from our day-to-day and developed a plan that looks ten years out, with key priorities mapped over the next three.
It was great timing; any earlier might have been too soon. But by this point, our team had settled in post-acquisition, connected with peers through events, and developed a shared language including Volaris terminology. That foundation put us in a strong position to look ahead and think long-term.
Recently, we brought the wider HGEM team into that process. The beauty in sharing it with them is that everyone can see where we’re headed, how their role connects to that vision, and how they can benefit from being part of something special.
We have ambitious goals, and we want the entire team to feel ownership over what we’re building.
Can you share an example of operational support that has made a tangible difference as you’ve scaled your operations?
We’ve had great engagement with the internal legal team and strong backup throughout. From contract improvements to support with our international activity, they’ve been a valuable and responsive resource. They’ve also assisted with supplier agreements and questions around specific processes.
Before joining Volaris, we would’ve had to rely on retainers or weigh up whether it was worth engaging outside counsel. Now, having that kind of support on tap has made it much easier to move forward with confidence.
Continuing the Journey
What’s next for HGEM as you continue to grow?
There’s a lot we’re looking forward to. We’ve set some ambitious goals with our strategy plan, and we’re focused on scaling in a way that’s thoughtful and sustainable. Innovation is going to play a big part in that, especially when it comes to how we evolve our product and respond to our customers’ changing needs.
What changes do you foresee in the coming years?
The changes we’ll see in the next few years, especially those driven by AI, are going to be huge, not just for us, but across the industry. We know we need to be at the front of the pack.
For us, that means scaling up efficiently, continuing to innovate our product, and using AI to solve problems more quickly and effectively.
It’s beginning to sound cliché, but AI will be embedded in every part of our industry. We need to embrace it. To grow, our product must keep evolving and solving new challenges; I think AI will play a big role in that.
The Big Picture
HGEM’s growth story is a testament to what’s possible when strong leadership meets the right support. With a clear strategy, a focus on innovation, and a mindset of continuous improvement, HGEM is building for the long term, while making the most of the tools, insights, and community offered within the Volaris.
That story is also part of something bigger. Within our Foodservice & Hospitality group – and across the broader Volaris network – leaders aren’t operating in silos. They’re part of a broader system intentionally built to foster connection, surface diverse perspectives, and create lasting value across businesses.
HGEM was a natural addition to our Foodservice & Hospitality portfolio. What we’re building isn’t just a collection of businesses; it’s a network of leaders who share ideas, support each other, and push for smart, sustainable growth. That momentum benefits every company in the group.
—Jeff Luchetti, Group Leader, Volaris Group
