Execution of this plan depends on a management team that combines dairy-processing operating experience with FMCG brand-building and financial discipline. The organisational design below reflects the capabilities required to deliver automation, national brand expansion and SADC export simultaneously.
10.1 Leadership functions
|
Function |
Mandate |
|---|---|
|
Chief Executive |
Strategy, capital, board and stakeholder leadership |
|
Chief Financial Officer |
Financial control, funding, covenant compliance, investor reporting |
|
Operations Director |
Processing, automation, cold chain, quality and food safety |
|
Commercial Director |
Retail, food-service and private-label channels; pricing |
|
Export & Regional Head |
SADC market entry, distributor relationships, FX and logistics |
|
Head of Innovation / R&D |
Product pipeline, functional dairy, margin-accretive launches |
Table 10.1 Core leadership mandates.
10.2 Governance & board
On completion of the raise, the board is expected to comprise executive representation, investor-nominated non-executive directors and an independent chair, with audit and risk oversight appropriate to an institutionally-funded FMCG business. Financial reporting will move to a quarterly cadence with covenant certificates, and an independent audit will support lender and investor confidence.
NoteKey-person risk
As with most founder-led challenger businesses, execution is concentrated in a small senior team. The plan assumes investment in bench strength, particularly in export, finance and R&D, and orderly succession planning. Key-person risk is a genuine diligence item and is noted transparently in the risk register (Section 12).