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Blobfish International appoints former Coke exec Amanda Millán to lead US business development. Published on: 10th September 2026 at 9:01 AM Sampling network Blobfish International has appointed former Coca-Cola executive Amanda Millán as its new US business development manager. The appointment comes as Blobfish builds on strong momentum in the US, including a collaboration with CloudKitchens, led by Uber co-founder and CEO Travis Kalanick, as part of its US rollout. The partnership builds on an existing global relationship between Blobfish and CloudKitchens across Australia and the UK. In the newly created role, Millán will lead Blobfish International's US development, building relationships with brand partners, growing its sampling and distribution network across the US, and working with brands to identify the most effective sampling strategies to drive trials, and expand their reach. Millán joins Blobfish International following a seven-year stint at the Coca-Cola company, most recently as Connected Commerce Senior Manager in the Sydney-based marketing team, where she led connected commerce strategy development for retail, commerce and foodservice customers, including Uber, DoorDash, Coles360 and Cartology. Millán began her career on the Sam's Club team at the Coca-Cola company in the US, before relocating to Australia where she led the eGrocery and Away-From-Home portfolios across Australia and New Zealand, including the launch of Coke & Go, a roll-out of unattended retail coolers across the country. She also worked on a Coca-Cola and Uber campaign focused on the 2023 FIFA Women's World Cup that was shortlisted for a Cairns Crocodile Award. Millán's appointment at Blobfish sees her return to a US-based role as the company targets a US sampling market worth an estimated $4 billion per year. Spending on sampling in the US has doubled since 2009, when the market was valued at around $2 billion. Blobfish International founder and CEO, Nic Cann, said: "We already have strong momentum in the US, with our sampling network including CloudKitchens and working with brands such as Kellogg's and Rockstar Energy, and Amanda will help fuel that growth. "Amanda is a valuable new addition to our business, bringing experience and passion for the sampling sector. Leading business development in the US, Amanda will be crucial in building on the strong sampling and distribution network we've already established, while also supporting the next phase of growth, helping more brands get products directly into consumers' hands through targeted, on-the-ground and experiential sampling campaigns." Commenting on her appointment, Millán said: "When I finished at Coca-Cola, I knew I was looking for a role that continued to challenge me creatively and strategically. Joining the Blobfish team seemed like a natural next step. "I am excited to be supporting Blobfish's growth and presence in the US, particularly as it seeks to establish a stronghold on the international sampling market. I look forward to working with Nic and the team to continue their great work in the US and build the business here." Since its 2015 Australian launch, Blobfish has become Australia's only sampling network, working with partners across food delivery (Uber Eats, Deliveroo and Just Eat), Airbnb and hotels, ride share vehicles (Uber and Ola), gyms, pilates, and yoga studios, childcare centres and office tower environments for brand sampling opportunities in their environments. Millán's appointment is effective immediately. Join more than 30,000 advertising industry experts Get all the latest advertising and media news direct to your inbox from B&T.

(a16z) building companies in stealth: Travis Kalanick's atoms vision. T taekim0828 Travis Kalanick on building in stealth after Uber, creating Atoms, and digitalizing the physical world through industrial AI and autonomous systems. Building companies in stealth: Travis Kalanick's return to entrepreneurship. Key takeaways. * Stealth building enabled focus on internal correctness over external validation, allowing teams to work without media pressure or social status concerns * Atoms combines three industries - food delivery, mining, and transport - through "industrial AI" to automate physical processes at scale * Travis's framework: atoms-based computation mirrors traditional computer science, with manufacturing as CPU, real estate as storage, and logistics as networking * The meta-problem principle requires problem-solving capacity to exceed problem-creation rate, preventing teams from becoming overwhelmed * Entrepreneurial talent and management capacity are the real constraints to scaling ambition, not ideas themselves The return after 2017. After stepping down from Uber in 2017 amid lawsuits and negative headlines, Travis Kalanick faced a choice familiar to few entrepreneurs: start again from the bottom. Rather than seek the spotlight, he chose stealth mode. For eight months, he rebuilt credibility while dealing with investigations and legal challenges. The stealth approach meant cold-recruiting through LinkedIn, acquiring Cloud Kitchens with just six employees, and building infrastructure across 30 countries without announcing his presence. "I wanted to build without bringing that negativity into the system," Kalanick explains. This privacy allowed his team to find fulfillment in the work itself rather than external validation or media attention. The food computer: Cloud Kitchens' real vision. When Kalanick joined Cloud Kitchens, the industry saw it as another ghost-kitchen startup. But internally, the framework was radically different: a computer for the physical world, using atoms instead of bits. The core vision: make quality meals so efficient they approach grocery store costs. This required solving three computational problems simultaneously: * Manufacturing (CPU): Robotic food production * Real Estate (Storage): Multi-tenant delivery-only kitchens optimized through software * Logistics (Network): Autonomous couriers replacing human drivers By treating kitchens as processors with 30 "cores" each, corridors as network buses, and cold storage as edge caches, Kalanick applied computer science directly to food production. The result: hundreds of facilities across 30 countries operating under different local names (Casita Squalta in Latin America, Kitchen Valley in Korea, Flash Kitchen in China) to maintain stealth. As the stealth period ended, Kalanick's portfolio expanded into mining and autonomous transport through a new parent company: Atoms. The unifying concept is Industrial AI - software, sensors, robotics, and machinery that fully automates entire industries. This differs from "physical AI" (which might suggest humanoid robots) or military applications. Instead, Atoms targets vertical, industry-specific computing. Each industry - food, mining, transport - requires its own "computer" optimized for that domain. Mining operations, for example, can increase productivity by 20% annually through autonomous systems, while simultaneously improving safety in one of the most dangerous human occupations. The throughline connects back to Uber's original vision: digitizing the physical world. Just as Uber created a network for transportation, Atoms builds infrastructure for manufacturing, storage, and distribution across multiple sectors. The meta-problem framework: managing ambition. Kalanick's expansion across three industries might seem reckless, but it operates within a discipline he calls the meta-problem principle: the rate of problem-solving must exceed the rate of problem-creation, or the organization drowns. When entering China with Uber or launching new verticals at Atoms, he creates deliberate problems - but only after the team has "capacity headroom." If underwater on one problem, all new initiatives stop until solving capability exceeds the problem backlog. This prevents the overwhelm that sinks many ambitious companies. Management empowerment - giving entrepreneurs autonomy while maintaining cultural alignment - is the force multiplier. Kalanick built teams at Uber where most members were founder-caliber, enabling parallel problem-solving across continents. The same principle applies now: hire rare entrepreneurial talent, align on strategy and culture, then let them build. Why food was the beachhead. Food wasn't chosen randomly; it was the ideal starting point for atoms-based computation. The industry had observable inefficiencies (ghost kitchens emerging on Uber Eats), physical constraints (limited kitchen space), and immediate customer validation (restaurants needed delivery volume). Once the food computer proved its framework - that software could optimize physical real estate and manufacturing - the same principles scaled to mining (underground resource extraction) and transport (autonomous vehicle logistics). The framework itself became a talent-recruitment tool: engineers could see the theoretical vision and their specific role in manifesting it. This mirrors Jeff Bezos's AWS: a secondary business built from knowledge gained in the primary one. Bezos understood infrastructure because Amazon needed it; Kalanick understood physical automation because Uber Eats needed it. The knowledge was transferable; the execution required world-class management. Stealth's hidden advantage. Operating in stealth created a counterintuitive advantage: the longer you stay hidden, the harder you become to cover. Media narratives require continuity. After eight years of silence, Kalanick's emergence was so discontinuous with his previous story that journalists struggled to frame it. Competitors operating under different brand names (Atoms, Cloud Kitchens, Pronto) couldn't be connected until the company chose to announce itself. More importantly, stealth forced cultural discipline. Without external status or media validation, team fulfillment came from the work itself and interpersonal relationships. As the company emerges publicly, this foundation becomes a competitive advantage - employees understand the mission rather than chasing headlines. The regulation narrative. Unlike the "bits" world of software, atoms-based industries face immediate regulatory scrutiny. Data center bans, mining regulations, and autonomous vehicle oversight create friction that bits companies avoid. But Kalanick frames this as inevitable and parallel to the Second Industrial Revolution - when Carnegies, Rockefellers, and Fords faced fierce resistance to industrial change. Progress and change are inseparable. The faster the innovation, the stronger the resistance. Building trust with regulators and communities, rather than fighting regulation, becomes part of the execution strategy. Hiring for the next phase. With three industries multiplied in scope, Kalanick is recruiting rare talent: another Emil Michael (his strategic dealmaker at Uber, now Under Secretary of Defense), a General Counsel comfortable operating near legal boundaries, a CEO for mining operations, and technical leaders across manufacturing and logistics. The pitch to candidates: join early with proven frameworks from Uber and Cloud Kitchens, benefit from two decades of operational learning, and participate in a multi-trillion-dollar transformation of physical automation. Unlike hiring at Uber, where the mission was novel, Atoms offers both novelty and de-risked playbooks. Conclusion. Travis Kalanick's return to building - in stealth, across multiple industries, under a unifying computational framework - represents a mature version of the entrepreneurial ambition that created Uber. The lesson isn't unique to Kalanick, but his articulation of it is clear: great companies are built by rare entrepreneurs who can inspire teams, maintain cultural integrity under growth, and see futures that others don't yet understand. Ideas are abundant; execution, vision, and the management capacity to scale either are not.