Imagine Magazine Issue 28 by Ática Redex: leadership, strategy and the future of our sector
Issue 28 of Imagine Magazine by Ática Redex brings together some of the key topics currently shaping the industrial and business landscape: leadership, strategy, innovation, sector transformation and long-term vision.
This edition combines corporate reflection with high-value content, reinforcing Ática Redex’s positioning as a purchasing group driven by expertise, strategic thinking and the ability to anticipate change. Rather than focusing solely on operational aspects, the magazine offers a broader perspective on how companies can navigate increasingly complex environments with clarity and consistency.
Carlos Moldes: a career built on consistency, people and responsibility
Among the most relevant features of this issue, the professional journey of Carlos Moldes stands out as a clear example of leadership grounded in consistency, responsibility and the value of people. His career, which began in the logistics sector in 1981, reflects a steady progression from operational roles to senior executive positions.
Instead of highlighting visible milestones, his story focuses on the ability to sustain long-term decisions in demanding environments, where results are not always immediate but remain critical over time. This perspective aligns with a modern understanding of business leadership, where anticipation, sound judgement and team management play a central role.
Over more than four decades, Moldes has taken on key responsibilities — including regional leadership and group presidency — particularly during challenging periods, contributing to the consolidation of a business culture based on collective effort and trust. The recognition he received at the Ática Partners Meeting reinforces this idea: a career defined not by individual success, but by the ability to build and lead teams over time.
Ultimately, his professional path highlights a key insight for sectors such as logistics: real value does not lie only in operations, but in the capacity to coordinate, anticipate and sustain complex structures over the long term.
Family business: commitment as a strategic challenge
In this edition, commitment is presented as one of the main challenges facing family-owned businesses. It goes beyond simply being part of the company; it requires a genuine level of involvement in its development, contributing through responsibility and active participation in decision-making.
Frameworks such as family governance protocols, widely adopted across Europe, help define roles and expectations. In increasingly complex environments, commitment becomes a key differentiator between maintaining a business and driving its evolution.
The magazine highlights a clear idea: in demanding environments, commitment becomes the key factor that determines whether a business simply continues or actively evolves.The magazine highlights commitment as a defining factor in the sustainability of family-owned businesses. It goes beyond ownership or involvement, requiring active contribution, responsibility and engagement in decision-making processes.
Ática Partners Meeting 2026: key sector takeaways
The Ática Partners Meeting 2026 stands out as a strategic platform for aligning vision, sharing insights and supporting informed decision-making. It reflects a collaborative approach based on coordination, anticipation and shared knowledge.
A space for alignment and decision-making
The APM 2026 goes beyond networking. It creates an environment where criteria are aligned and strategic directions are defined. Shared decision-making reduces uncertainty and enables companies to move forward with greater consistency in an increasingly demanding market.
One of the core messages of the meeting is the importance of effort-driven culture and responsible leadership. In complex contexts, the companies that stand out are those capable of maintaining focus, discipline and adaptability.
At the same time, the event reinforces the value of working as a network. Sharing knowledge, experience and resources allows companies to anticipate change more effectively and respond with greater agility, building stronger and more resilient structures.
Purchasing strategy: moving towards a differentiated model
Issue 28 of Imagine reflects the evolution of purchasing groups towards a more strategic model. The focus is no longer limited to optimising conditions, but to building a differentiated value proposition based on service, positioning and long-term vision.
From purchasing function to aspirational brand
This transformation implies moving from a purely operational role to a brand with its own identity, capable of generating trust, consistency and perceived value across the entire ecosystem. It is no longer just about buying better, but about representing a way of working and understanding business.
Service becomes the core of this model, supported by three key pillars: people, processes and systems (PPS). This structure improves efficiency, reduces errors and delivers a more robust and professional experience at every level.
Within this framework, the strategy of “premium positioning” (luxurisation) aims to elevate brand perception through quality, attention to detail and consistency across all touchpoints. The objective is clear: to position the brand at a higher level within the market, not only based on what is delivered, but on how it is delivered.
Product innovation: MB PRO range and electrification
The magazine introduces the new MB PRO range as a significant step forward in product evolution, with a clear focus on electric solutions adapted to different environments, from daily logistics operations to more demanding industrial settings.
This development responds to a growing trend within the sector: the need for greater efficiency, reduced environmental impact and adaptation to new regulatory and operational requirements. Electrification is no longer a future option—it is a clear direction in the evolution of industrial equipment.
Global context: market shifts and competitive pressure
The publication also addresses the global context, particularly the rapid advancement of China in sectors such as automotive and industry. Its production capacity, investment capability and technological development are reshaping the dynamics of the international market.
For Europe, this scenario presents both a challenge and an opportunity. The key lies in differentiation through service, specialisation and adaptability. Companies that understand these changes will be better positioned to compete in an increasingly demanding environment.
Leadership and corporate culture
One of the main takeaways from this edition is that business leadership goes beyond management. It involves culture, mindset and responsibility. Concepts such as effort-driven culture and decision-making in complex environments are presented as essential elements to sustain long-term growth.
In this context, leading is not just about directing—it is about anticipating, building strong teams and maintaining a clear vision even in uncertain situations.
Conclusion: a clear vision for the future
Issue 28 of Imagine offers a coherent perspective on the present and future of the sector: more demanding, more competitive and increasingly driven by strategy. Through its content, it reinforces the idea that sustainable growth depends on innovation, collaboration and a strong value-driven approach.
Overall, this edition not only informs, but also positions Ática Redex as a company that understands change and actively works to lead it.
