A new era of warehousing starts today – an interview with Beata Antosz

In a world where traditional warehouses are giving way to intelligent logistics centres, companies such as Nevel are setting the direction for the transformation of the entire industry. We talk to Beata Antosz, founder and CEO of Nevel, about the technological revolution in intralogistics, the “new level” philosophy and her vision of the warehouses of the future.

Ernest Szydelski: Beata, the intralogistics industry is currently going through a real technological revolution, and Nevel is positioning itself as a leader of this transformation. Which specific technologies do you consider the most groundbreaking for the next 5–10 years?

Beata Antosz: It is extremely difficult to make forecasts today, but observing reality I see several key innovations that could fundamentally change how warehouses operate day to day. First, fully autonomous warehouses, where AI systems will manage entire warehouse operations – from goods receipt to dispatch. Mobile robots will work alongside automated sorting systems, creating a “living organism” of a warehouse that optimises its own processes 24/7.

The second breakthrough technology will be micro-fulfilment and modular warehouses – small, automated distribution centres located close to end customers. Modular systems will make it possible to scale operations quickly in line with seasonality and changes in demand.

The third innovation is augmented reality and “invisible computing”. Workers will have access to information without having to look at screens – smart glasses and voice interfaces mean technology will become invisible but ubiquitous.

And finally the fourth – sustainable automation: energy-efficient systems powered by renewables, route optimisation to reduce CO2 emissions, and circular economy principles in packaging management.

“Fully autonomous warehouses, where AI systems will manage entire warehouse operations – from goods receipt to dispatch.”

Ernest Szydelski: What makes these particular solutions likely to have such a big impact on the industry?

Beata Antosz: The intralogistics industry faces an accumulation of challenges: rising e-commerce expectations such as next-day delivery, labour shortages, cost pressure and ESG requirements. These innovations respond directly to most of these challenges – they increase efficiency, lower operating costs and support environmental goals. The warehouse of the future will be a hybrid – combining the best features of automation with human flexibility where it is needed.

Ernest Szydelski: The name Nevel combines the words “new” and “level” – very symbolic for a company that refuses to copy standards. How does this “new level” philosophy translate into day-to-day business decisions?

Beata Antosz: Our “new level” philosophy translates into day-to-day business decisions in several key areas. A concrete example is 24/7 service – instead of standard service during working hours, we offer round-the-clock availability, because we know warehouses operate non-stop.

We have also introduced Predictive Maintenance – we don’t wait for breakdowns, we predict them thanks to monitoring systems, which is a “new level” compared with traditional reactive service. We also create comprehensive solutions that connect physical infrastructure with the digital layer – from the shop floor to analytics.

This difference in approach translates directly into measurable ROI – clients have fewer unplanned stoppages, better control over processes and lower operating costs. “New level” is not a marketing slogan; it is measurable added value and an individual approach to each of our clients – listening carefully and responding to their specific needs.

Ernest Szydelski: The decision to spin Nevel off from K2 Storage Systems was a very deliberate strategic move. What specific market needs led to that decision?

Beata Antosz: K2 Storage Systems was a wonderful 20-year story. I am proud of what we built together. We were among the first to create the market for warehouse system installation companies. After the pandemic, a new reality set in, client needs changed and lots of competing companies appeared.

Instead of resenting the situation, we decided to change direction and modify the way we operate. Nevel is a new entity that is building its position independently. K2 will focus on selling the products of our Swedish partner. In certain areas the two companies will certainly cooperate.

Ernest Szydelski: Automation and artificial intelligence are gradually entering warehouses, which stirs up mixed emotions. How do you see the future role of warehouse workers?

Beata Antosz: From our experience and observations, we know that automation and artificial intelligence do not eliminate people, but redefine their role in a more strategic and creative direction. My perspective on this transformation is one of evolution rather than revolution. The changes will not happen overnight.

However, we are at the point where the approach needs to start changing – from reactive to predictive. Warehouse workers are moving from “firefighting” to data analysis and strategic planning. Also from physical to digital supervision – instead of walking around the warehouse with a checklist, operators monitor IoT systems in real time.

“Warehouse workers are moving from ‘firefighting’ to data analysis and strategic planning.”

Ernest Szydelski: What new competencies will be key?

Beata Antosz: Above all, analysing data from IoT and AI systems, operating human–machine interfaces, the ability to interpret predictive alerts, and managing hybrid teams – people plus robots.

We offer training in operating our Predictive Maintenance and IoT systems, because we know that the best technology means little without competent people. It is important to educate both our employees and our clients, so that they are not afraid of the coming changes but, on the contrary, see the benefits of implementing them – such as monitoring machine condition, predicting component wear, and controlling the consumption of energy, compressed air and other utilities.

People remain indispensable in making strategic decisions, solving unusual problems and providing the flexibility that machines will not achieve for a long time yet.

Ernest Szydelski: Speaking of strategic partnerships – how important are they in Nevel’s growth strategy? I am thinking in particular of the opportunities to build a broader network of solutions for industry.

Beata Antosz: Strategic partnerships are absolutely key to our company’s growth. Currently our closest collaborations are with our German partners – mainly companies specialising in warehouse process automation. We learn from them, and we build dedicated teams for them.

But we are also looking at partnerships that go beyond traditional intralogistics. I see huge potential in building a shared network of solutions for the whole industrial sector. Cooperation with companies such as Hustro, which takes a comprehensive approach to the digitalisation of industry, looks very interesting here. By combining our competencies in intelligent warehouses with their knowledge of the digital transformation of entire production plants, we can create truly holistic solutions.

Ernest Szydelski: Could you expand on the idea of building a shared network of solutions? What could it look like in practice?

Beata Antosz: It is a very interesting perspective. Let’s imagine it as an ecosystem in which an intelligent warehouse is not an isolated island but an integral part of the whole industrial plant. Our Predictive Maintenance and IoT systems in the warehouse can communicate with production management, resource planning and quality control systems.

Investing in a partnership such as the one with Hustro allows us to think much more broadly – not only about optimising warehouse processes, but about the entire flow of value in the company. When we combine warehouse data with production line data, we get a complete picture of operations, which enables much better strategic decisions.

Beyond all that, each of us builds our own personal network, attracting business partners and new collaborations. Personally, I don’t focus only on my own industry – I work with law firms, marketing companies and economic advisers. Mutual recommendations remain the best form of selling.

Ernest Szydelski: Talking about international expansion – which markets look most promising for Nevel?

Beata Antosz: At the moment, our most important market is Poland. The second important market, because of our strategic partnerships, is Germany, where we are doing quite well. The third is Sweden. Ahead of us are projects in Spain and Switzerland.

Success is determined by the quality of the work, a comprehensive approach and highly qualified staff. We are efficient in our work and communication. We use apps that very quickly give us and our clients information about the project, any material shortages, defects or downtime. We don’t compete on price. Clients work with us because we are good at what we do, not because we are cheaper than others.

As for Nevel’s readiness for greater expansion and scaling the business abroad, I believe we are not ready for that at the moment. We need about two years to build the structure and processes and to test the solutions we have implemented.

“Warehouse workers are moving from ‘firefighting’ to data analysis and strategic planning.”

Ernest Szydelski: If you had unlimited resources to develop Nevel, what would be the most important areas of investment?

Beata Antosz: This may surprise you – my goal is not to grow bigger, but to run a boutique company. One based on consistent values and clearly defined goals, with an effective team of people who work with passion, who want to keep developing and expanding their responsibilities, and with a waiting list of clients – meaning we have more clients than we are able to serve.

That in turn gives us the opportunity to increase the value of our work and generate higher profits. I am at a stage where, despite the many challenges and high risk, work is supposed to be a pleasure for me. I can mentally afford to run this company with a light touch, and I am convinced that this rubs off on the people who work with me.

If I had to name areas for strategic investment, however, I would focus on building an even stronger partner ecosystem – one that allows us to offer comprehensive solutions for the entire industrial sector. Investing in complementary companies such as Hustro is exactly that direction – building a network of competencies that will allow us to serve clients at every stage of their digital transformation.

Ernest Szydelski: What potential “game changers” do you see on the horizon? Which trends could fundamentally change the warehousing industry?

Beata Antosz: First and foremost, the uncertain geopolitical situation is a factor that influences investors’ decisions. During the pandemic, e-commerce sales soared, and as a result a huge amount of new warehouse space was built. Now I see that trend declining – we are once again leaning towards in-store shopping and attaching great importance to an individual approach and service, including after-sales service.

I recommend staying alert and constantly watching the rapidly changing preferences of end customers. We must remember that no industry operates in a vacuum – we are connected by a network of economic and political dependencies.

We live in very dynamic times; I try to keep up with trends and I am constantly developing my competencies. My goal is to run the company in an agile way, with great openness and acceptance of the coming technological and social changes. I want to add that I am not afraid of the coming changes – I am driven by curiosity about what the near future will bring.

“A modern leader is someone who never stops learning – combining human intuition and creativity with the precision of technology.”

Ernest Szydelski: Finally – how do you balance tradition with innovation? It is one of the hardest leadership challenges.

Beata Antosz: I agree. In my view, a modern leader is someone who never stops learning. The leader of the future combines digital fluency with emotional intelligence. For an organisation to be effective, the decision-making process must be as short as possible, and for that to happen, data analysis must run smoothly.

That is why the leader’s role is to coordinate work between people and artificial intelligence tools. It is precisely this ability to combine the best of both worlds – human intuition and creativity with the precision and speed of technology – that will be key to future success.

In the context of our strategic partnerships, such as the investment in Hustro, this approach allows us to keep our core competencies in warehouse automation while opening up to new opportunities in the broader industrial transformation. It is not abandoning tradition, but intelligently extending it into new areas of value.