Yan Mayer, Entrepreneur of the Year

Yan Mayer, founder and director of Proxifresh, has been awarded the IBL Tecoma Entrepreneur of the Year Award. In an interview to News on Sunday, he reveals his tough days, his change management approach and his recipe for success. His secret to success Hard work, passion, conviction, innovation

What does it mean to you personally and to your business to be the IBL Tecoma Award winner?

I’m very grateful to have received this award. At Proxifresh, my team is very proud to be part of it. It’s helping to strengthen the sense of ownership to the company.  And it’s happening in a period where we need visibility in the action we are leading for a healthier agriculture.

How will this Award impact on you personally and on your business?

This award is giving me and my team the drive to keep the hard work and go much further into our strategy to offer healthier products to Mauritians.  

What was the deciding factor to launch Proxifresh?

The deciding factor to launch Proxifresh has been to propose to the Mauritian population an alternative to fruits and vegetables coming from traditional agriculture. I was looking at selling healthier and cleaner products.

You have introduced a new way to eat fruits and vegetables with VegMe’s “ready-to-eat” brand. Is the public responding to your expectations?

Five years ago, when we started selling VegMe “ready to eat” products, we were the only one on this segment and it was new to Mauritians.  At that time, it was a niche market. Nowadays, I can say it’s being part of the consumer habits. Consumer trends are changing. People have less and less time to cook and prepare their food. They also want to use their spare time for family or their hobby.

What is your market segment?

With our brand, VegMe, we focus on quality, traceability and pesticides residue control. I would say that we target the health conscious consumers and with our “ready to eat” range, the active population.   

What are the main bottlenecks that you’ve encountered?

Access to finance, my lack of knowledge of the fruits & veg sector in the beginning and the difficulty to change people’s mindset in the agricultural sector.

Have you ever been in a back-to-the-wall position and how did you overcome it? 

It’s when you are in a back-to-the-wall position that you are the most creative. And it was the case for me. The strategy I have adopted when I first created Proxifresh was not the good one. I had no option than to change my way of doing things or to close up the company and lose the money I have invested. The failures are part of the life of an entrepreneur and I had to face it many times. That’s how you become stronger.

With the growing number of health-conscious consumers, the business of healthy food is flourishing. What’s your plan to sustain the growth of your company?

I’m currently investing massively in a state-of-the-art new pack house that will allow us to increase the quality of our produces and also increase the quantity we can pack and sell. We are also investing in our own farm to have a better control over the prices, quality and traceability.

What’s the aim of having Proxifresh in Rwanda and in Tanzania?

Proxifresh also has in Mauritius an activity of export of exotic fruits to Europe. Implementing Proxifresh in Tanzania and Rwanda is an opportunity for us to be able to produce and export vegetables that we cannot export from Mauritius because of the climate. It’s extending our product portfolio to existing or new clients and building up the partnerships we have with our clients in Europe. 

What’s the Africa’s agricultural potential?

The potential in Africa for agricultural development is huge. Our aim in Africa is not only to supply Europe but also to supply Africa with our productions.

What moment would you cite as the turning point for the company?

The turning point for the company has been the moment we got a supply contract with Pick n Pay when they opened their two stores in Mauritius. We were losing big money on that deal at that time but at least this has allowed us to increase our volumes and be able to get the critical mass to be competitive. They have also invited me to visit their pack house in South Africa. And this has opened my eyes on the best practices regarding the “ready to eat” range of products.

What’s the biggest mistake you’ve made?

I think my biggest mistake has been to trust and do business with people without any track record. I can say that these experiences have made me learn a lot about people’s behaviour. I’m much more cautious now when I start dealing with someone I don’t know. 

What makes your business model special?

I like to say that we do things differently! 

What’s your secret to success?

Hard work, passion, conviction, innovation... and a bit of luck.

What’s your management’s style?

I allow a lot freedom to my team to work. 

Can we know your future projects in Mauritius and in Africa?

My target now is to consolidate the business in Mauritius. The new pack house we are building will help in getting the most out of it. I’m also pushing hard to get the healthiest possible products to sell by building up new partnerships with trustful growers. In Africa, our aim is to increase the volume in both countries and succeed in getting more partners to work with. 

What’s your top 5 success tip for young budding entrepreneurs?

Work hard

Do things differently

Don’t surrender when you fail

Follow your own path

Be positive.