Execution of a vertically integrated, multi-division enterprise across agriculture, processing, branded manufacturing and export demands a broad and experienced leadership team. The organisational design groups the business into clear functional pillars with accountable leadership.
Leadership structure
|
Function |
Mandate |
Key priorities |
|---|---|---|
|
Chief Executive |
Strategy, capital, partnerships |
Funding, governance, growth |
|
Operations / COO |
Processing, extraction, quality |
Capacity, utilisation, GMP |
|
Agriculture |
Sourcing & orchards |
Supply security, cultivars |
|
Commercial / Sales |
Domestic & export sales |
Listings, distributors, DTC |
|
Brand & Marketing |
Portfolio & brand equity |
Positioning, digital, PR |
|
Finance / CFO |
Finance, treasury, risk |
Working capital, reporting |
|
Sustainability & Impact |
ESG, community, certification |
Audits, M&E, compliance |
Governance
A formal board with independent non-executive directors will oversee strategy and risk, supported by audit-and-risk and remuneration committees under a King IV–aligned framework. Given the community-sourcing model, the board will include representation or advisory input reflecting community and impact stakeholders.
Organisational build-out
The team scales with the business: a lean founding team executes the build phase, with functional depth added as processing comes online and export channels open. Skills transfer and local hiring are prioritised, consistent with the Company’s impact commitments.
Analyst flagManagement depth is a key execution risk
Few teams combine world-class capability across indigenous-crop agronomy, food-grade and cosmetic-GMP processing, premium global brand-building and export logistics. Investors should expect meaningful spend on senior hires and specialist advisers, and should treat the assembly of a complete, experienced team as a condition precedent to full deployment of capital.
Headcount plan
Permanent headcount scales from an initial core toward the target of 350 employees as processing capacity, manufacturing lines and commercial operations come online. Processing and manufacturing account for the largest share, followed by agriculture and sourcing, with commercial, brand and administrative functions built out as export channels open.
