Who is Andrew Tubei? (Background-personal and as a grower)

I am the production and Technical Manager of Maasai flowers, one of the units of Sian group of farms. I’m enterprising and multi skilled grower with more than 13 years in the production of roses, Zantedeschia/ Calla lily and summer flowers. I believe in working objectively and business first mind frame which in turn helps me to improve efficiency, effectiveness and productivity. I work in a challenging and dynamic position with a solid firm that recognizes individual growth and personal contribution to the realization of company objectives.

You have been growing and selling flowers for most of your professional life, if you would have to give your remarks about being a grower, what would they be?

The production of cut flowers is both capital and knowledge - intensive. Due to the extreme sensitivity of the product, professional management and constant vigilance is needed during all phases of growing, packaging and shipping. Because fresh cut- flowers do not undergo any processing between harvesting and sale, growers are essentially producing a finished product. Cut flowers sold in direct markets often retain the identity of the individual grower, and growers who can successfully differentiate their products can attain profit levels far in excess of other producers.

Briefly discuss the challenges you have faced as a grower?

When you are in this business, more often than not challenges will always be there. For example in the recent past the cost of farm inputs, labour costs have been increasing in addition to strict and high cost of compliance to regulations. This comes despite the decreased revenues we are currently facing. There have also been extreme weather conditions leading to loss of production thereby affecting revenues. Strict specifications, supply volume and delivery schedule requirements by consumers in the value chain is also another challenge.

What would you point out as your strongest attribute that has made you succeed as a grower?

The extensive 13 years experience in growing, post harvest management, Pest and disease management experience has given me a boost in the growing business. i also have strong interpersonal and communication skills in addition to strong business knowledge and understanding of customer requirements. Luckily, i have a good working knowledge of relevant international code of practices.

In your experiences, briefly discuss production, the vase life transportability and marketing of flowers in Kenya?
The Rose cultivation in Kenya began in 1970s. The most productive areas at heights between 1,400 and 2,300m above sea level. These areas are mainly Thika, Nakuru, Kitale, Athi River, Mount Kenya, Nairobi and around Lake Naivasha. Generally, for each added 100 m in altitude there is a production decrease of about 8%. The blossoming cycles depend on the altitude. At 1,400- 1,600m above sea level (A.S.L) there is a flush every 35-45 days, at 1,800 the harvesting cycle returns roughly every 45-50 days and at the heights of 2,100 - 2,300m A.S.L the flush occurs every 55-65 days, obviously with bigger flowers. In soilless cultivation these cycles are roughly 6-7 days faster.

Vase life is the most important aspect of quality flowers. Consumers need to be guaranteed of 10 days vase life and above. To ensure good vase life, good handling practices have to be employed which includes - hygiene, temperature management, and post harvest treatments. The transportation of the rose packages has to be done in controlled environments. A good transport has to manage flower damages, temperature fluctuations and time loss. The more the flowers are exposed to unsuitable environments’, the more there is the possibility of market defects. One of the most common problems that are found in the markets is undoubtedly Botrytis on the flower and in the worst of the cases the leaves as well.

The main market for cut flowers in Kenya is the European Union in particular, Germany, Netherlands, UK, Sweden, Italy, Switzerland and France. Australian Market is also growing fast. To develop and maintain good reputation, Kenyan exporters ensure that they supply high quality roses.

In your experience discuss the choice of a variety and its impact to growing?
The cut flower business is more like a fashion industry. The market has the biggest influence on variety selection. This means, you must do a market survey to know what consumers are looking for in terms of colour, shades, variety etc. but generally it ranges from colours and shades, the shape of the bud and the flower especially at the point of harvesting. The elegance of the shape and colour of the bud must be accompanied by an adequate and well-proportioned length of the stem. The duration of the vase-life of the cut flower, the presence of thorns ( prickless), which customers dislike, is subject to strict selection. The plants productivity and quality is also anothe factor. The leaf quality in that strong and shiny leaves are associated with high resistance to disease such as powdery mildew. It is important that the leaves have a shape and size that complement the stem of the flower.

The length and strength of the stem is essential, especially with cultivars that have a large flower. In these cases the length should be of 6 to 7 internodes. The adaptability to different climatic environments and the susceptibility to different plant pathogens are also factored.

How would you describe your time as the Production Manager Maasai Farm? Are you passionate about what you do?

My time in Maasai flowers has not been different from any other career, a mixture of highs and lows. I am proud to be part of a team that has seen the establishment of Maasai from inception to the current 40 hectares’. I am also proud to have watched Maasai grow in compliance to the current status where they are MPS- GAP, ABC ), KFC Silver and the most recently Fairtrade certified.

Briefly discuss about growers in Kenya?
What’s the biggest challenge they face?

The Kenyan growers are very hardworking, professional and resilient. The biggest challenge for most growers is managing production and selling costs. Each grower knows that to maximize the profit, he has to reduce the production costs. To what extent can energy, labour and pesticide costs be reduced, while the selling prices of the flower remain acceptable? On the other hand, to what extend do the investments or production cost increases improve the quality and therefore the price?

In the past, managing production costs and selling prices was easier. These days, with globalisation of markets, changing policies of liberalising foreign exchange, the improvement of communication technology and unforeseen market forces e.g. economic recession, the signing of EPA’S, the current Russian crisis etc. the selling prices fluctuate more, are less predictable and are more and more affected by international market responses.

Where do you think the most significant growth will occur in the flower sector for the next few years? Acreage, technology or market? What changes do you see in the sector in the next 5 and 10 years? What advice do you have for growers to prepare for these changes?

The most significant growth that will occur in the flower sector in the next few years in my opinion will be technology. Since there are many varieties of flowers available for final delivery to the wholesaler and growers produce flowers to make profits from their sales, then the only other way to drive profits is through technological advancements. Growers will move from traditional approaches to new innovations. With the current massive expansion, production will go up; markets will not necessarily expand to absorb the increased production. Growers will have to invest in technology to improve on efficiency both in production, post harvest processes and marketing to reduce losses, improve quality and market efficiency in terms of communication, feedback etc.

What is your personal work ethic, and how does this affect the company culture?

Integrity and honesty which helps me look at issues more objectively and drive the business forward.

What decisions have you made in your career that you look back on and feel that was a mistake?

When, I changed my career briefly to cereal, tea, sugarcane and dairy production.

What are the three most pivotal moments in your career?

First is the decision to come back to growing flowers and never looking back. on the other hand, accepting to move to Maasai flowers to grow roses from Agriflora ltd, whereby I was growing Zantedeschia / Calla lilies, working along and learning from the best growers in the industry just to name a few my managing director, farm consultant, the farm general managers and my former general managers moved me a notch hire.

Describe your ordinary day?

I plan, oversee and guide on all production issues. I also do pest and disease management, research and trials as well as part of future developments in production innovations. I am the custodian of production budget, monitors its implementation as well as work with other departments e.g. marketing on market trends and alignment of production to market requirements.

Would you advice your children to take up growing as a profession?
I wouldn’t mind, but at the end it is more about what they want.

If you were not able to be a grower, what other profession would you have taken

Growing and growing!!

Give your final comments.
My advice to young growers is, in the current era of market globalisation, the market requires more than just having green fingers.