There’s a lot of uncertainty in the market right now. Big headlines. Big layoffs. Big tariffs. Inflation is squeezing margins. Prices are rising. Forecasts are increasingly unpredictable.
In moments like these, it’s tempting to retreat—to double down on short-term cost control and prioritize immediate wins over long-term strategy. But if there’s one lesson we should carry forward from the challenges of COVID, it’s the importance of resilience.
And I’ve found that resilience isn’t just about weathering the storm—it’s about how well we work with others when the pressure is on. That’s why partnership matters more than ever.
Throughout my career, I’ve focused on catalyzing communication, trust, and forward-looking planning between end users, suppliers, distributors, and internal teams. That collaborative space—where challenges are addressed head-on instead of passed down the line—is where real, lasting value is built.
But here’s the thing: these relationships can’t just be reactive. True resilience is built before the storm hits.
Partnership and collaboration should be embedded in day-to-day business practices—not reserved for times of adversity. When trust, alignment, and open communication are part of your operating rhythm, adaptability becomes much easier when challenges arise.
One of the biggest shifts I’ve seen recently is around brand loyalty. Early in my career, I questioned pricing strategies that leaned too heavily on customer dependency. I remember being told, “Once it’s specified, changing it takes an act of Congress.” And at the time, that was true—customers grumbled, but paid the increases. It felt arrogant.
But things changed.
During tariff hikes and post-COVID volatility, some suppliers introduced “temporary” surcharges that quietly became permanent. Some suppliers used the moment to boost margins –at the cost of trust. Even as raw material costs dropped, prices stayed high—then came the usual 3–4% annual increase layered on top. Customers felt it more than ever.
Whether my role is with a distributor or manufacturer, I’ve always advocated for the customer—working both sides of the equation to plan ahead through forecasting, blanket orders, shared inventory, and transparency. The goal isn’t just to lower costs—it is to improve operations, support continuous improvement, increase resilience, build perspective, and build strong, supportive partnerships.
That work helped us mutually adapt to market volatility.
The biggest change I’ve seen over the past 22 years is customers themselves. Burned by shortages and price hikes, many are now far more open to change—even if it takes time.
Those alternative equipment samples I gave away years ago for testing? They’re now displacing legacy products at lower prices, with better features. Today, loyalty hinges on the value a supplier brings—and how they show up when it matters most. Suppliers unwilling to collaborate, especially in adversity, are increasingly being replaced.
We can’t navigate this landscape alone. We need to lean on each other—suppliers, customers, and cross-functional teams—to share insight, mitigate risk, and plan proactively.
The companies that thrive in uncertainty aren’t the ones that tighten their grip. They’re the ones that build trust—long before it’s tested. True partnership is a daily practice, not just a crisis response.
Let’s keep listening. Let’s keep aligning. Let’s build resilience—together.
This post was inspired by dialogue on Michael Worden’s recent post on the topic, join the discussion!
Britni Fortin 