Interview
Logistics with Purpose: Mantas Keblis on Feeding Communities through The Felix Project
Mantas Keblis
How continuous improvement and collaboration are transforming food redistribution in the UK
At a time when one in seven people in the UK faces food insecurity and millions of tonnes of edible food go to waste every year, organisations such as The Felix Project have become vital in bridging the gap between surplus and need. Based in London, the charity has recently taken a historic step by announcing its merger with FareShare UK, creating the country’s largest food redistribution network.
Leading Felix’s distribution strategy is Mantas Keblis, a logistics professional with a proven track record in process optimisation, team leadership and operational excellence. As Head of Distribution, Mantas ensures that every operation runs safely and efficiently, while keeping sight of the bigger mission: reducing food waste and delivering nourishment to those who need it most
In this interview, he shares his perspective on the challenges of humanitarian logistics, the importance of collaboration, and the future vision of a charity determined to change how the UK tackles hunger and food waste.
How has continuous improvement contributed to The Felix Project’s growth?
It’s been central. We’ve never stood still; we are coming up to 10 years old, but in that time have we seen so much growth. We rescue food from across the food sector, that cannot be sold and would otherwise have gone to waste, but we know there is so much more out there that we could be saving. So, we are always looking for ways to do things better, faster, and smarter. That mindset has helped us continue to scale up without losing sight of what matters.
What practices or systems are used to evaluate and improve operations?
We use a mix of data tracking, team feedback, and regular reviews. This approach means if something’s not working, we spot it quickly and fix it. We also lean on frontline insights, we have of drivers out on the roads every day, hundreds of, warehouse staff and volunteers that come in day after day and are so dedicated. They know where the gaps are and often already have ideas and solutions on what can be done to improve
How do you balance innovation and efficiency with reliability?
We talk through the ideas in groups then we test. If they work, we roll them out. But we never compromise on reliability. We have four depots and each of them are delivering food to organisations that are working hard to feed people in need, these places depend on our deliveries, so consistency is non-negotiable. For example, we have never closed operations while moving our depots, which has happened on numerous occasions, each time organisations have always received their food.
How do you keep staff and volunteers motivated?
They’ve got purpose, they love what they are doing, preventing food waste and getting it to people in need, so that’s half the job done. The rest is listening and acting. When people know their work makes a real difference and their voice matters, they stay engaged. We’ve got over 1,200 community organisations relying on us, and in 2024 we prepared nearly 1.3 million meals in Felix’s Kitchen from surplus food. That kind of impact is hard to ignore. We also run ‘Away Days’ for operational staff—getting them out to see the communities we serve. It’s not just a nice gesture – it connects the dots between the work they do and the lives they touch. Whilst teams from other depots get a chance to get to cover the site having an away day. This is another eye-opening opportunity and a way to se other ways of working.
Can you share a change that made a big impact?
Switching from spreadsheets to route planning on Dynamics was a big win. It cut manual checks, gave us live data, and made planning more efficient. We have also worked with some route optimisation tools which delivered 10-12% reduction in miles travelled and we continue to explore how we ca improve this even more. This is not just operational efficiency; it’s had a big environmental impact too.
How does feedback shape improvement efforts?
It’s constant and it’s crucial. We get feedback from partners, staff, volunteers—sometimes even from the people receiving the food. If something’s off, they’ll tell us. And we act on it. If we can’t fix it straight away, we explain why. However, we never ignore it, and everyone knows that any suggestions will be looked at and evaluated.
How do you encourage collaboration across stakeholders?
We keep it simple: open communication, shared tools, and space to speak up. We’ve got joint training sessions, shared dashboards, and regular catch-ups. Our work with the Kaizen Institute is a good example – bringing in external expertise to help us embed continuous improvement across the board.
Another good example is our work with FareShare, the organisation we recently announced we are merging with. FareShare is the national network of food redistribution charities, and we are always collaborating with them. As we merge we are working on developing a new Warehouse Management System (WMS) to make sure our nationwide systems talk to each other properly.
What areas have the most potential for development?
The new WMS is a big one—and we’re already on it. The project’s underway and we’re working with partners to make sure it’s fit for purpose. We also need more food storage and processing capacity. In 2024, we redistributed 16,000 tonnes of food, up 18% from 2023, and added 145 new community organisations to our delivery routes. But demand is still massive out there so us becoming more efficient will meant that we can save more food and help more people.
How do you measure success beyond meals delivered?
We look at long-term relationships, community feedback, and how we reduce waste. It’s not just about numbers, it’s about lasting change. In 2024, we launched Felix’s Multibank to provide non-food essentials, and we’re tracking emissions per meal to reduce our footprint. We’re also pushing for policy change—like the introduction of a Sustainable Farming Incentive that would reward farmers for donating surplus edible produce to the redistribution sector and mandatory food waste reporting—we want to make systemic and lasting change, not just patch it.
Advice for other non-profits on continuous improvement?
Start small. Listen to your team. Don’t be afraid to change course. Improvement isn’t a one-off, it’s a habit. You don’t need fancy tech or big budgets to make progress. Just make sure your systems help you spot issues early, and that your people feel safe to speak up when something’s not working.
Drive operational excellence with a continuous improvement approach
As our conversation with Mantas Keblis makes clear, continuous improvement has been the driving force behind The Felix Project’s growth. Over its first decade, the charity has scaled its operations by listening to staff and volunteers, embracing innovation without losing reliability, and acting quickly on feedback.
From implementing route optimisation systems that cut miles travelled, to preparing nearly 1.3 million meals in Felix’s Kitchen in 2024, to launching new initiatives such as Felix’s Multibank, the organisation has shown how operational excellence can translate directly into social impact. The upcoming Warehouse Management System and closer integration with FareShare point to even greater capacity and efficiency in the years ahead.
The key takeaway is simple: at The Felix Project, improvement is not a one-off initiative but a culture of adaptation and learning. It is this mindset that allows the charity to keep saving more food, supporting more communities, and pushing for systemic change in the way the UK addresses hunger and waste.
Meet the Interviewee
Mantas Keblis
Head of Distribution
The Felix Project
Mantas Keblis is the Head of Distribution at The Felix Project where he oversees logistics strategy and daily operations for one of the UK’s largest food redistribution charities. He focuses on process optimisation, team collaboration and reliable delivery ensuring that surplus food reaches communities in need while fostering a culture of continuous improvement. His approach ranges from adopting route planning systems that cut miles travelled to acting quickly on feedback from staff, volunteers and partners.
See more insights about Logistics
Find out more about our Insights
More Continuous Improvement
Learn about our Continuous Improvement Culture