In 2024, the Social Economy Department at Cáritas Española conducted an assessment of the nearly 70 work integration social enterprises in its network. The findings were clear: many relied on the textile sector, either through textile waste collection or secondhand clothing sales, and the sector was beginning to face challenges to its financial sustainability. There was a need to explore new industries, and to do so quickly. They therefore decided to seek external support.
A proposal that needed to earn trust
Tandem was unfamiliar to the Social Economy team at Cáritas Española, despite having previously worked with Cáritas Barcelona. The challenge was to support five work integration social enterprises in Plasencia, Valencia, Ciudad Real, León, and Santander. The goal was not to strengthen their existing activities, but to identify a new sector that was financially viable and aligned with their social mission: one that offered decent working conditions, limited seasonality to ensure stable employment, and suitable opportunities for people facing significant vulnerability.
Santander: understanding the local context
In Santander, the work integration social enterprise identified a shortage of workers and a growing challenge around generational succession on dairy farms in Cantabria. They believed they could help address these needs, but were unsure how. Tandem therefore traveled to the region, spending two days visiting farms and interviewing dairy farmers from both automated and non-automated operations.
Understanding the local context reshaped the proposal. Automated farms did not need someone to milk the cows, but rather someone who could generate reports from the robotic milking systems. Farmers needed administrative support and rotating staff arrangements that would allow them to take weekends off. This led to the development of two services: a full-time employee assigned to a single farm and teams rotating across several farms.
Building support by speaking their language
One final step remained, perhaps the most delicate. The proposal had to be presented to the organization’s senior decision-making bodies, which had not been involved in the process up to that point. Talking about business plans, market segments, or financial viability would have achieved little if they did not understand what the project would mean for the organization.
This is where an approach that Tandem considers essential came into play: understanding the people we are speaking to and adapting how we communicate without changing the substance of the message. We put ourselves in their position and anticipated their questions: how much investment would be required, what steps were needed to implement the new business line, how it would be communicated, and whether the work integration social enterprise had the capacity to take it on.
We addressed these questions through a purpose-built document containing clear information and a proposal that began with a pilot involving two people and two farms, allowing the model to be tested on a small scale.
Two weeks later, management called us: the proposal had been approved, and the project would move forward.
A process that goes beyond the outcome
Not every enterprise ended up launching a new business line. Some concluded that the proposed direction was promising but that they did not currently have the capacity to pursue it. And that, too, is a valuable outcome: making an informed decision.
At Tandem, we do not believe in a consulting model where consultants make decisions on behalf of their clients. Our value lies in providing analysis, exploring scenarios, and sharing industry knowledge so that those responsible for making the decisions have the tools to do so.
For Tandem Social, this project demonstrates that a success story cannot be measured by numbers alone. We also value the journey: understanding the local context, adapting to the people we work with, and providing support until taking action becomes possible.
