Today we delve into the heart of Alchimia Grow Shop with Estefania, its operations director, who tells us how one of the most influential grow shops in Europe is run. From internal logistics to customer service and relationships with suppliers, we explore the mechanisms that keep this giant of the sector running.
But we won’t just be talking about numbers and strategies: we’ll also delve into the evolution of the industry and the role of women in a world that, although traditionally male-dominated, is undergoing significant change. What has your experience been like in a sector that is undergoing constant transformation? What are the greatest challenges and satisfactions of your work?
If you’ve ever wondered what makes a leading grow shop run like clockwork, this interview has all the answers. Read on!
Interview with Estefania from Alchimia Grow Shop
How did you come to Alchimia and how has your evolution been within the company?
I joined Alchimia in 2013, almost by chance, as I knew nothing about the company or the sector. In 2015 I started managing the Customer Service department and from 2020 I took over the Operations team.
What are your main responsibilities as Director of Operations at Alchimia?
I am in charge of the material, personnel, and logistics resources necessary for customers to receive what they have purchased on our website. I try to manage the daily activities of the company.
In operations, we implement the established strategic objectives; we improve and reformulate procedures to optimize the performance of the teams, and thus ensure that they operate effectively and efficiently.
What is a typical day like at your job? What tasks require the most attention on a day-to-day basis?
There are no typical days in this job. That’s both good and bad: good because there’s no room for routine (you don’t get bored)… not so good because you never know what the day has in store for you. Operations is made up of 6 teams: 20 people interacting with other teams, and just as many people, with clients and suppliers in a very particular sector. Nothing is typical here and no two days are the same.
What usually takes up the most of my time is managing unforeseen events: human resources, materials, errors, incidents, breakdowns…unforeseen events have a thousand faces!
What aspects of Alchimia’s internal functioning do you consider key to its success?
Alchimia’s wealth, its essence and its identity are based on its human capital. It is the engine that drives the company forward.
The personal and professional growth of our employees has been the basis of our evolution as a team. In crisis situations, we are united, we mobilize to get ahead, even when the circumstances are complicated.
In a company with so much specialization, what internal processes have been most challenging to optimize?
The challenge is constant. There is always room for improvement and we care a lot about continuing to do so. The processes are alive and changing. We try to adapt them and make them evolve constantly, although without a doubt, what requires the most resources and effort is digitalization: it means implementing new materials and resources, but also changing the chip and the way of working, and it is not easy.
Coordinating a large team is no easy task. How do you manage your team on a day-to-day basis?
The key is to have an empowered team, capable of managing and organizing itself. A group of workers is one thing and a work team is another. That’s the difference.
Basically, this way of managing the workforce requires a lot of effort and dedication, but when the teams have training, tools, confidence in their work and respect for the work of others, they evolve at a very dynamic pace. The advantage is that I am part of these teams, I share tasks with my colleagues on a daily basis, which allows me to perfectly understand their needs.
How do you manage internal communication so that all areas work in an aligned manner?
By listening a lot and trying to communicate efficiently. The information has to be clear and concise, and I try to convey it to everyone equally, using the same words and leaving room for dialogue. There has to be room for debate, but not for interpretation. The agreements we reach to define procedures or to organize ourselves are discussed, debated, and challenged, but once they have been defined, we respect them.
What skills do you consider essential to lead a team in a company like Alchimia?
I’m not sure if you have to be brave or daring, maybe both.
In general, it is a dichotomy. You have to develop and apply opposite skills: empathy and ecpathy; tolerance and rigor; flexibility and firmness; listening actively and giving clear messages, being patient but very reactive…and not being afraid to make decisions. It is a continuous learning process. It is important to defend and stand up for your team, but without a doubt, the most important thing is to prioritize and encourage personal growth. An empowered team, aware of its limitations and willing to promote its capabilities is unstoppable.
Traditionally, the cannabis industry has been dominated by men. What has been your experience as a woman in this sector? Have you encountered barriers or prejudices?
My job is in the logistics sector. There are not many women. There are many barriers and prejudices. If I go to see machinery and I take a worker with me, all the attention and explanations will be for him, even if I am the one who decides to make the investment.
At Alchimia we avoid gender stereotypes, but we still have a long way to go. The company is not exempt from gender stereotypes at work and we have to continue to cultivate equality. 46% of the team is female, but a gender-balanced workforce does not guarantee equality. I have 19 fantastic female colleagues and no two profiles are the same. Imagine how much this diversity enriches us. Being a good professional does not depend, in any case, on gender. We demonstrate this every day, because, much to our regret, we must continue to demonstrate it.
Women in Alchimia, let’s grow equality
In today’s article we wanted to reflect on what the role of women has meant in the history and development of our company, the work that remains to be done and to vindicate the need for a more visible role for women in the cannabis sector.
Alchimia works with many seed banks and manufacturers. What is the relationship with suppliers?
Each bank and each manufacturer or distributor works in its own way and that forces us to be flexible, very flexible. It is not always easy. We allocate considerable resources to supplement some procedures that – in my opinion – should be applied by suppliers.
How do you manage stock to ensure availability without generating surpluses?
We try to keep the inventory up to date, so that our colleagues in the Purchasing Department can maintain a balance between the stock available in the warehouse, sales, and replenishments. We try to keep the material well inventoried, in good condition, and to update the information so that they can make forecasts.
What challenges arise in logistics and product distribution in a sector like this?
Distribution is an essential part of the supply chain. In this sector, it is also a challenge due to the legal diversity between the regions we work with. Logistics must be meticulous and rigorous to ensure correct delivery, quality and safety of products, within a reasonable time frame and in compliance with current regulations. Juggling.
Alchimia is a benchmark in Europe. What would you say have been the key factors in its growth?
In my opinion, the key factors are the same for any company: innovate, explore new markets, be rigorous with financial management, be interested in new products, keep an eye on the competition, attract talent… the same, except that the sector in which we operate requires an extra effort: continually demonstrating that we do things well, justifying ourselves to the point of boredom to obtain payment or financing systems, etc., and, of course, trying to overcome the clichés (which are not few!).
How has the company changed since you started working there?
On a technical level we have made progress, improving and automating procedures and tasks; on a human level we have grown and learned a lot, both personally and professionally. What I hope never changes is that extra something that Alchimia has, that emotional bond. The feeling of belonging to a company where people matter, where values are shared, where ideas are discussed and successes are celebrated. That is what won me over when I arrived, and I hope that whatever path we take, it is not lost.
What strategies do you use to stay competitive in a constantly evolving market?
We try to enhance our differentiating features and our strengths, while trying to minimize the impact of our weaknesses.
Alchimia does not just sell products, it sells quality service. The excellence of this service sets us apart from the rest… and 24 years have given us a lot to learn. Not repeating past mistakes is already an advantage. Our competitiveness is determined by our ability to adapt to changes, to acquire new knowledge and to equip ourselves with the necessary talent to evolve at the pace of the consumer.
What do you think is the biggest challenge facing Alchimia today?
I think we have more than one challenge to face: uncertainty about the future; change: that feeling that constant change is the new normal to which we must adapt; maintaining our reputation, preserving our quality standards; evolving technologically; and – above all – adapting to the rules, laws and regulations that are also constantly changing.
Looking ahead, what new developments or improvements can we expect from Alchimia in the coming years?
I don’t know what the future holds for us, but I hope that our goal is to continue moving forward, evolving and growing without giving up our values, without losing our essence and without forgetting our identity.
Finally, what message would you like to share with those who see Alchimia not just as a store, but as a reference point in the world of cultivation?
We will strive to continue to be that benchmark, remaining faithful to our values to defend the personal and responsible use of cannabis, without judging, without prejudice, based on a sincere respect for individual freedom, as we have always done.
It has been a pleasure to chat with Estefania and discover how the internal machinery of Alchimia Grow Shop, one of the most influential stores in the sector, works. Her vision of management, leadership and the role of women in the industry makes it clear to us that the world of cannabis continues to evolve, and it does so thanks to professionals like her.
Thank you, Estefania, for sharing your experience with us!
