“I don’t buy anything from China, to better support our producers”

Olivier Dallemagne is concerned about European weakness and disunity in the face of the economic attacks on our local producers. A repentant of globalization, the managing director of CEGES, a frozen food wholesaler, nevertheless finds sources of hope, in the talents of our entrepreneurs, for example. Interview.

"What keeps me awake at night isn't Trump or artificial intelligence. It's Europe's weakness." While it's more for the sake of the phrase than to demonstrate any sleeplessness, the CEO of CEGES doesn't mince his words in preparation for the Gondola Foodservice Congress . In a media appearance rare enough to be worth mentioning, Olivier Dallemagne admitted that what concerns him, well beyond sectoral issues, is the European Union's loss of influence on the world stage.

A confession that he wants to be strong but above all unifying, to call for collective action.

For this Belgian business leader, our continent lacks neither resources nor talent. However, political courage and strategic clarity are rarer commodities. "All it takes is attacking the French on their wine, the Italians on their pasta, the Belgians on their fries and chocolate, and Europe will give in."

Faced with the assertive powers of the United States, China, and Russia, the European Union is struggling to speak with one voice. Far from complaining in the abstract, the managing director of CEGES outlines the tangible consequences: deindustrialization, strategic dependence, and a loss of attractiveness.

His speech is not intended to be nostalgic, nor does it advocate nationalist withdrawal or economic isolationism. He aspires to a clear-eyed economic sovereignty: producing what can be produced locally, importing what is necessary, but maintaining control of the value chain.

The lack of assumed political choices

And then, he wants to see bureaucracy reduced as much as the industrial vision of politicians increases. Excessive European regulation also annoys him, he admits, especially at the expense of action. He urges anyone who will listen among political decision-makers to make conscious choices: identify two or three key industrial priorities and invest massively in them to create a real leverage effect.

Through his career and his business decisions, Olivier Dallemagne aims to portray a hands-on player who seeks neither to flatter nor to denounce, but rather to propose. "There is still time to make the right choices. And it all starts with what we decide to buy, sell, and support." An essential recipe for a European industry that remains master of its own destiny.

Olivier Dallemagne invites not only politicians but also citizens to reclaim the European project, notably by promoting local businesses and continental expertise. "It's high time Europe woke up," he insists. "It's not enough to complain about the excesses of the United States. We must act. And action starts on our doorstep. More than 90% of Belgian industry is made up of SMEs. This is where the future lies." Passing on knowledge, supporting, and accompanying. At not yet 60 years old, the head of CEGES devotes a growing portion of his energy to helping young entrepreneurs launch their businesses, acquire new businesses, and create value. "And if I can save them time by telling them about my own mistakes, that's even better."

The “less but better” trend

From his vantage point as a wholesaler, the CEO of CEGES also observes transformative trends, no longer in geopolitics, but in consumers. With an upscaling of what he calls less but better.

"We no longer want a 300-gram steak. We prefer to eat 150, but for it to be excellent," notes Olivier Dallemagne. "This trend toward less but better, which is found in all age groups but particularly among young people, reflects a search for meaning and health in food."

Financial resources remain unequal, however. "Unfortunately, there is a polarization between those who eat well and those who cannot afford it. There is still and always will be a segment of the population that can only afford ultra-processed, lower-quality products."

At the same time, CEGES highlights a pronounced appetite for flavors from around the world. A paradox with relocalization ambitions, which can be resolved. "People want to travel on their plates, but consume responsibly. My job is to meet this expectation with products inspired by the world, but made here," he explains. "I'm not going to grow matcha tea in Belgium. But everything else in the recipe can be European."

A taste of elsewhere, produced here

For example, in his distribution business, Olivier Dallemagne refuses to buy cheaply from China. This is a decision he defends even in the choice of goodies for his employees. "I told my teams: I prefer a backpack made in Portugal, even if it costs three times more." The frozen food wholesaler didn't hesitate to do the same with his suppliers. "I told them to stop with this Chinese goodies nonsense. Build the price into the product, and let's offer the best to the consumer. It's more sustainable."

Beyond rhetoric, this regional positioning is reflected in the very structure of CEGES's business model. "When a small Belgian producer presents me with a frozen product, I reach out. We look at what we can do together," says the managing director. At its level, the company does this by prioritizing European producers in its distribution channels. Relocation isn't just a matter of "made in Belgium." It must extend to everything that is reasonably accessible in Europe. "I'm prepared to travel up to 500, or even 1,500 kilometers for a quality product. We can work intelligently, on a continental scale," he concedes.

On climate issues, Olivier Dallemagne is also a proponent of "common-sense ecology," guided by economic realism. "If you're a business leader and you ignore the climate, that's a monumental mistake. The climate affects everything. Ecology is an essential economic variable."

Between ecological aspirations, economic pressures, and a desire for innovation, the European food sector must reinvent itself quickly. "The times demand agility: following global trends while maintaining local consistency. It's not easy. Yet it is possible. And it's the path to rebuilding sustainable consumption." The future belongs to companies capable of connecting global tastes with local expertise. This is done through international trade relationships "on an equal footing," far from imposed strategic dependencies.

Take away

• Europe is weakened, deplores Olivier Dallemagne , by its disunity and its lack of industrial vision.

• It is time to move away from the “all-regulatory” approach and regain the ability to act collectively.

• Relocation is possible , provided that we think on a European scale, not a national one.

• International trade remains essential , but its power relations must be rebalanced.

• The future lies with local SMEs , entrepreneurial transfer and responsible consumption.

• New consumer habits seem irreconcilable . Yet coherent solutions exist.