Anastasia Dellis is the Chief Executive Officer at Orbisk, the Dutch food-tech company using AI to help professional kitchens cut food waste and boost efficiency through automated monitoring. With more than two decades of international leadership experience, she is driving Orbisk’s next stage of growth, uniting purpose and performance to help kitchens worldwide operate smarter and more sustainably. Anastasia believes that reducing food waste is one of the most powerful and practical ways to build a more sustainable future—one smarter kitchen at a time.
Company: Orbisk
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company
Anastasia Dellis: Anastasia Dellis is the Chief Executive Officer at Orbisk, the Dutch food-tech company using AI to help professional kitchens cut food waste and boost efficiency through automated monitoring. With more than two decades of international leadership experience, she is driving Orbisk’s next stage of growth, uniting purpose and performance to help kitchens worldwide operate smarter and more sustainably. Anastasia believes that reducing food waste is one of the most powerful and practical ways to build a more sustainable future—one smarter kitchen at a time.
What were the most significant challenges you faced during the scaling process, and how did you overcome them?
Anastasia Dellis: The biggest challenge is getting the whole organization to move at the pace and discipline that scaling demands. What gets you from A to B will not get you from B to C, and being explicit about that early matters. I focus on oversimplifying, setting a very clear direction, a small number of priorities, and being honest about what we are doing and what we are not doing. Investing in structure, clear ownership, and strong foundations allows effort to compound over time, even when that change feels uncomfortable.
How did you ensure that your company culture remained intact as your business expanded?
Anastasia Dellis: I learned early that culture is made up of micro behaviors, especially under pressure. It is not what you say, it is how you act when things are hard. As we scale, I over index on clarity around expected behaviors, managing expectations, and being honest that not everyone will want to move into the next phase. Some elements of culture must stay intact, others may no longer serve the business. Consistency from the top matters enormously, and surrounding yourself with people who care deeply about the mission and take pride in their work makes all the difference.
What strategies did you employ to maintain quality and customer satisfaction while scaling rapidly?
Anastasia Dellis: Focus beats breadth. We simplified the business around a clear core value proposition and made sure we delivered that brilliantly before expanding anything else. Quality only scales when systems prove real impact, not when growth just looks good on paper. We stayed close to kitchens and operators, deeply understood the difference between the buyer and the user, and embedded the voice of the customer into daily decision making. Scaling only happened where value was proven.
Can you share a specific turning point that was crucial for your business’s successful scaling?
Anastasia Dellis: A key turning point was clearly unlocking and articulating our differentiated value for enterprise customers. Once impact became undeniable, conversations shifted. That clarity allowed us to build a repeatable commercial engine, say no more often, and scale with confidence rather than urgency. Focus created momentum.
How did you manage the financial aspects of scaling, particularly in securing funding and maintaining cash flow?
Anastasia Dellis: Operational excellence starts with financial discipline. I treat cash as a strategic tool, not just a finance topic. That means ruthless prioritization, realistic timelines, and full transparency with investors and the board. Funding is a lever to realize the vision, but only works when capital deployment is tightly aligned across the business. Protecting cash flow comes down to focus, sequencing, and resisting growth that is not sustainable. Surrounding myself with people who are smarter than me has been a game changer in making that discipline stick.
