CEO Maarten Goos has been leading Marginpar since January. After a period of growth, the company is ready for the next step. “Not a strategic change of direction, but a stronger focus on collaboration, cohesion and results,” he explains. An important role is reserved for the new General Manager, who will lead the seven Kenyan farms.
Thirty-seven years ago, Marginpar was one of the first companies to bring cut flowers from Africa to the Netherlands. Today, Marginpar produces 300 million stems per year. These are grown mainly outdoors on sixteen farms: seven in Kenya, three in Ethiopia, and six partner farms in Tanzania and Zimbabwe. The office in Aalsmeer serves as the logistics hub, from where the flowers are distributed to the auction.
How have you experienced Marginpar during your first five months?
“From day one, I felt at home at Marginpar. My previous role was in plant breeding, so I have moved one step further along the value chain. Flower growers were my customers, which means I understand the context and was able to get off to a flying start. The impact here is much more direct than in breeding. That appeals to me. What is harvested today is at the customer tomorrow. I see a lot of potential and opportunities within Marginpar, and that gives me a great deal of energy.”
What stands out to you about Marginpar?
“We have a fantastic portfolio and highly committed people, both on our farms and in management positions. Each farm has its own management team, led by a Farm Manager who is responsible for the overall operation. People at every level take pride in their farm and in what they do.
However, I also see that growth has brought a certain degree of individualisation. Local perspectives often drive decisions and choices on the farms. There is something positive in that: responsibility and self-reliance are values we strongly encourage. But it should not come at the expense of cohesion. We need to pay more attention to the company as a whole. That will be a key focus in the years ahead.”
How do you plan to shape this cultural shift?
“Our slogan is: ‘We grow our people, our people grow flowers.’ In that order: people come first, so they are able to perform their work successfully. Values such as trust, appreciation and nurturing talent are important within Marginpar. When our people grow, the result is at its best: unique products.
'A results-driven approach requires knowledge, experience and data.'
However, helping people grow is not the same as giving them complete freedom. Freedom can only exist within clear boundaries. Taking people seriously also means setting clear expectations and rewarding success. Marginpar has traditionally placed a strong emphasis on effort and commitment, and less on results. There is still a great deal to gain in this area.”
How do you get everyone moving in the same direction with so many production locations and cultural differences?
“Precisely because we work at a distance from one another, it is important to have a shared direction: we do this together. Aalsmeer is often perceived as the head office, but in reality it is no more than a logistics hub. We support the wider organization.
We will define and uphold that collective focus more clearly throughout the company. Decisions are made through discussion and consultation. Once a decision has been made, however, there is no room for ambiguity. With clear frameworks and transparent agreements, everyone knows where they stand and what is expected. That is a need that is widely shared across our company.”
What will be your priorities in the coming period?
“Based on this mission, we will become even better at what we already do: enabling people to grow high-quality flowers. In the past, we did not know all of our current and potential customers. We are going to bring our products to a wider market.
To achieve that, we need the right systems and processes in place. We will make better use of data. A results-driven approach requires knowledge, experience, and data. That allows us to make more fact-based decisions. The new General Manager will lead the implementation of this process in Kenya.”
Tell us more about this new role.
“The General Manager in Kenya will have overall responsibility for all activities in Kenya and for the local P&L. He or she will lead the seven farms — a total of 3,000 employees and 300 hectares — as well as the supporting teams in Kenya, such as Finance and HR. In addition, he or she will be a member of the Group Management Team.
As General Manager, you can make a significant impact. There is tremendous growth potential in the broadest sense of the word. We have outstanding farms, great people, and a beautiful portfolio. No changes are needed there.
There is, however, still much to gain from strengthening collaboration and unity across our Kenyan operations. You will make a difference for the employees there and for the company as a whole.”
What kind of person are you looking for?
“Given the complexity of our organization, we are looking for someone with at least ten to twenty years of experience. Not necessarily in flowers, but someone familiar with the agricultural business dynamics of East Africa. Ideally, they will also know the Kenyan culture. Living in Kenya already would be an advantage.
In short, we are looking for a people-oriented senior leader who is also results-driven. Not stubborn, but steadfast. Boots on the ground, rolling up your sleeves, and being visible throughout the organization. A leader who takes people seriously and provides clear direction.”
Last but not least: what role does sustainability play at Marginpar?
“Our commitment to sustainability remains unchanged. We are actively and progressively engaged in this because we genuinely believe in it. That is why we go beyond what certification standards require.
We invest heavily in green energy sources, water treatment, and soil health, for example through crop rotation. We use as few crop protection products as possible, and one hundred percent of our compost comes from our own farms. In Aalsmeer, we have two thousand solar panels — more than enough to cool our 4,000 square meters of storage space.
Whether in Africa or the Netherlands, sustainable production is the future.”
