Kenya Greenmaster Fresh Business Plan — Organisation
The agronomy, packhouse, quality and commercial team, and the field-extension model that supports 1,600 growers.
Organisation
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- Overview & contents
- i. Important Notice and Basis of Preparation
- 1. Executive Summary
- 2. The Opportunity
- 3. The Product Ladder
- 4. Operations and Certification
- 5. Market and Competitive Position
- 6. SWOT and Strategic Response
- 7. Financial Projections
- 8. Working Capital, Funding and the Balance Sheet
- 9. Sensitivity and Scenario Analysis
- 10. Risk Analysis
- 11. Regulatory and Compliance
- 12. Organisation
- 13. Implementation Roadmap
- 14. Key Performance Indicators
- 15. Investor Returns and Recommendation
- 16. Assumption Register
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Volume, Allocation and Price Schedules
- C. Appendix C: Funding, Working Capital and Balance Sheet Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
The company employs 128 people in FY2027 rising to 742 by FY2031. Packhouse grading and packing accounts for the large majority, and the workforce is predominantly female, which is characteristic of the sector and relevant to the social compliance obligations in Section 11.
|
Function |
FY2027 |
FY2028 |
FY2029 |
FY2030 |
FY2031 |
Comment |
|---|---|---|---|---|---|---|
|
Packhouse operations |
84 |
190 |
308 |
415 |
512 |
Grading, bulk packing and high-care prepared processing |
|
Field extension and grower liaison |
18 |
38 |
58 |
76 |
92 |
Agronomists and field officers; roughly one per 60 growers |
|
Quality assurance and technical |
9 |
20 |
32 |
44 |
54 |
Residue control, internal audit, traceability, laboratory |
|
Logistics and cold chain |
8 |
18 |
28 |
38 |
46 |
Collection, consolidation, export documentation |
|
Commercial and customer management |
4 |
9 |
14 |
18 |
22 |
European account management and programme planning |
|
Finance and administration |
5 |
11 |
12 |
13 |
16 |
|
|
Total employees |
128 |
286 |
452 |
604 |
742 |
|
Appointment |
Requirement |
Why it is required before drawdown |
|---|---|---|
|
Technical director |
Responsible for residue control, certification and the systems approach |
The appointment on which the licence to trade depends. It should precede any planting |
|
Head of prepared operations |
High-care processing experience in a retail-supplying environment |
Recruiting this role late is the most common way prepared lines fail commissioning |
|
Commercial director |
Existing relationships with European category buyers |
The retail programme pipeline is the precondition for the prepared capital expenditure |
|
Head of field operations |
Smallholder scheme management with demonstrable experience of side-selling control |
1 600 growers at about 0.23 hectares each is a management problem before it is an agronomic one |
Field extension runs at roughly one officer per sixty growers, which is why the extension line reaches US$1.07m by FY2031 and is the largest operating expense in the business. That ratio is not a target to be improved. It is the cost of the model chosen in Section 2.2, and reducing it is the most direct route to the side-selling problem the same section describes.