Bill has over 20 years of entrepreneurial and industry experience, serving as Interim CFO of JBF Bahrain WLL and JBF Global Europe for over three years before transitioning into full-time Group CEO in March 2025. Here he talks to ORIENTATE about the Group’s onward journey as an industry partner and innovator, repositioned for long-term, sustainable growth, and its expectations for key global markets.

OR: Bill, congratulations on your transition to full-time CEO at JBF Bahrain & JBF Global Europe. Can you tell us a bit about your background and how it has prepared you for the role?

BO: Thank you. I’m honoured to take on the Group CEO role at such a pivotal time for JBF Bahrain and JBF Belgium. My background spans industry leadership, restructuring expertise, and entrepreneurial execution with a consistent focus on leading businesses and teams through transformation and change. I’ve spent much of my career in high-stakes, high-uncertainty environments, helping organisations navigate crisis, drive cultural change, and rebuild for the future. These experiences taught me to lead from the front, make decisions with imperfect information, and foster a culture of curiosity, accountability, and continuous learning. That mindset of curiosity to see around the corner, adaptability, and constant learning is more important than ever given today’s volatile macro, industry, and geopolitical backdrop. And it is embedded in how we now operate at JBF B&B.

As an operator I’m hands-on and strategic, focused on long-term value creation, operational discipline, and future-proofing our businesses through market cycles. My entrepreneurial experience keeps me customer-focused and agile, always pushing for better, faster, more relevant solutions. This translates directly into being a more responsive and dependable partner to our customers and suppliers.

In my previous role as Interim CFO of JBF B&B, I worked closely with stakeholders to stabilise and reposition the business. We’ve now moved beyond restructuring and are gaining momentum in both businesses. We are investing in capabilities, building supply resilience, and raising the bar on performance and we’re doing it together, as a team. That shared purpose reminds me of the values I gained from competitive team sports - the best results come when everyone is pulling in the same direction. They are also the most fulfilling.

OR: For those less familiar with the JBF Bahrain, please can you give a brief overview of the company and its journey so far?

BO: JBF Bahrain began operations with its first BOPET film line in 2012, following with the second and third lines within two years. In September 2024, we marked a decade of full operations across all lines. Just a month later, we successfully completed a financial restructuring, establishing JBF Bahrain as an independent business under new ownership and governance. Despite the challenges of a prolonged restructuring, JBF Bahrain consistently performed as a top-tier industry player. The successful carve-out has further enhanced our operational and financial stability. Our highly experienced and committed workforce played an instrumental role during this period. Their resilience and loyalty have been the foundation of our delivery to customers. I remain deeply grateful to our teams and to our customers and partners for their continued trust and support.

OR: Under the new structure going forwards, what will be the company’s USP?

BO: We see our USP evolving in line with the needs of the industry. While we are already recognised for our agility and consistent product quality, our focus going forward is on deepening customer partnerships.

Our strengths include:

• A strategically located site that enables agile, responsive service
• A lean, single-site structure that allows faster decision-making without the bureaucracy of larger competitors
• Financial stability and disciplined governance that reinforce our reliability
• A partnership-driven mindset, working closely with customers on tailored innovation
• Sustainability as a service: including downgauging, PCR content, and energy-efficient solutions aligned with global ESG goals.

We aim to be more than a supplier. We want to be a solutions-oriented partner that adds value to our customers' growth and innovation agendas.

OR: As one of the MEA’s youngest producers, JBF Bahrain benefits from state-of-the-art manufacturing facilities at its site in Al Hidd, in north eastern Bahrain. Can you tell us more about the plant and its strategic location?

BO: JBF Bahrain is based in the Bahrain International Investment Park (BIIP) in Al Hidd, strategically located next to the Khalifa Bin Salman Port and close to Bahrain International Airport. This allows for highly efficient inbound and outbound logistics, supporting global supply chains. Bahrain is also widely recognised for its efficient customs procedures and manufacturing infrastructure, which enables us to serve the Middle East, North and South America, and other key global markets effectively. The site houses state-of-the-art Dornier film lines and BOBST metallisers, and is staffed by a resilient and highly experienced workforce committed to excellence.

And then we have our affiliated resin production facilities at JBF Belgium, based in Antwerp, with quick access to Europe and other global destinations. This offers greater predictability with less exposure to global shocks and import disruptions. It is also Europe's only PX-PET integrated production facility with PTA supplied through pipeline by INEOS Aromatics, so of the purest quality. Here, advanced flake-to-resin and melt-to -resin processes turn post-consumer plastic waste into high-quality, virgin-like food-grade PET with 30% PCR content. Our process boasts a carbon footprint of 19% and 39% lower from the production of vpet and rpet respectively, compared to industry peers.

ORIENTATE subscribers can read the full interview in the July 2025 issue.

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