It All Comes Down to Taste
Interview with Paul den Dunnen, Managing Director
In professional kitchens, a sauce can make or break a dish. It carries flavour, balance and depth – yet preparing stocks from scratch demands hours of labour few restaurants can now afford. Rising costs and staff shortages are forcing chefs to rethink how they achieve quality without compromise. For Oscar A/S in Denmark, the answer lies in treating stocks and sauces not as shortcuts, but as strategic building blocks that preserve craftsmanship while easing operational pressure. Managing Director Paul den Dunnen explains how craftsmanship, sustainability and disciplined growth are shaping the company’s future.
European Business: Mr. den Dunnen, Oscar has undergone significant change in recent years. How would you describe Oscar A/S today?
Paul den Dunnen: Oscar is a focused foodservice specialist with a clear belief that taste is the ultimate value driver in kitchens under acute operational pressure. We work almost exclusively with professional kitchens, supplying stocks, fonds and sauces that form the foundation of a dish. It may be a small component on the plate, but it has a disproportionate impact on the guest experience. If the base is weak, even the best meat or vegetables cannot compensate. If it is excellent, it can elevate the entire dish.
European Business: Your own career development is closely linked to that evolution. How did you come to lead the business?
Paul den Dunnen: I originally joined when the company was part of Nestlé, working across several European foodservice roles. When Nestlé acquired the business, I was responsible to scale its innovation into larger markets, which meant learning how to sell premium products at a significantly higher price point to a very distinctive consumer profile: highly skilled chefs. That is often underestimated. At Nestlé we felt this unique business model fits a different ‘home’ better. Later, I was asked to step in as Managing Director in the Nordics, where I have been for almost eight years. I also led the divestment from our previous owner with M&A, which was a successful divestment.
European Business: Why was the divestment the right move?
Paul den Dunnen: Our previous owner is fundamentally a very successful retail-driven organization. Premium Foodservice is more complex, more fragmented and requires proximity to highly skilled chefs and constant adaptation to operational realities. Under our new owner, Solina, we operate with a very decentralized model. Business units stay close to customers and retain entrepreneurial freedom, while core functions like quality assurance, finance and supply chain are more shared. We call it a flotilla model, and it fits Oscar’s DNA perfectly. Solina is also a business 100% focused on B2B and Foodservice. A key reason why for us, it fits very well with Solina.
European Business: Labour shortages are a major issue in professional kitchens. How does that shape your offering?
Paul den Dunnen: Labour is now often the single biggest cost in a kitchen, sometimes close to 60%. COVID accelerated an already worrying trend, with many chefs leaving the profession altogether. Our products help reduce preparation time and hidden costs, without forcing chefs into a fixed taste profile. We offer bases, not finished answers. Chefs still create their own signature.
European Business: Production quality seems central to that promise.
Paul den Dunnen: Absolutely. In Finland we replicate classical cooking methods on an industrial scale. Fresh vegetables, meat and bones are roasted, cooked for eight to twelve hours and reduced naturally. There are no preservatives. It is essentially what a great chef would do, just at scale. Denmark complements this with more flexible production processes for other liquid and granulated products, always with a clean-label ambition.
European Business: How do you manage quality risk at scale?
Paul den Dunnen: We are uncompromising on quality control. Every batch is cooked, tasted, and carefully checked before it leaves the factory. If it doesn’t meet our standards, it doesn’t go out the door. Consistency is everything in food – especially when great taste is your promise to customers.
European Business: Sustainability is another major theme. What stands out?
Paul den Dunnen: We process millions of kg of beef bones annually. Rather than transporting waste, we built a biogas facility next to our factory. The organic waste generates energy that feeds back into production, cutting transport and reducing up to 9,000 t of CO2. The by-product becomes fertilizer, which goes back to farmers. It is not perfect yet, but it is genuinely circular.
European Business: Where is Oscar heading geographically?
Paul den Dunnen: Expansion has to be focused and close to the market. In Germany and Austria we are investing in local teams to stay connected to customers rather than relying solely on distributors. Germany is in plave, Austria is planned. Sweden continues to be a competitive but strategically important market. In foodservice, growth only lasts when you understand customer needs firsthand – otherwise you risk losing relevance quickly.
European Business: And personally, you are about to move on.
Paul den Dunnen: I will take on a new role with our parent company Solina in Canada, which is both exciting and emotional. But my ambition remains to help make Oscar’s capabilities globally relevant. Premiumization is a clear trend: people want less, but better. In that environment, consistent taste, discipline in quality and respect for craftsmanship will always win.