Kees de Wit
“My job continues to be my biggest hobby.”
Interviews with Kees de Wit are a rarity. Perhaps because his working life is far from over. In the past decade, the 70-year-old has purchased numerous companies, both within and outside the sector, and he’s involved in Triple Consultancy, which is active in logistics, project management, financing and spatial development. "I don’t step into the limelight much,” he admits. “I keep in contact with many people in the industry though; I enjoy doing the old rounds."
Selling the farm
First, let’s go back to 1998. Van Dijk Delft – a 1.7 billion-turnover company with 2,750 permanent employees – is taken over by The Greenery. "Our little operation worked like a charm, and I was pretty much in bed with everybody," the former entrepreneur says jokingly. "After the takeover, employees were dealing with academics all of a sudden, which didn’t go down well. What I've learned in those years is that people in the higher echelons of power must have an affinity with the business and the people, especially in the food industry. When The Greenery stepped in, I was tempted to take the COO position, alongside CEO Bart-Jan Constandse. You could argue that I was side-tracked."
It’s not, however, in De Wit’s character to muse over sour grapes. "I have never in all my years said anything negative about The Greenery,” he claims. “But I can say that these were not the most enjoyable years of my working life. All of a sudden, I was involved in totally different things than I was used to. For all the good a cooperation has to offer, there are many disadvantages as well. You have to contend with a board, and all kinds of management types. But I understood the necessity of it all. These people have a business to run, and can’t be expected to fraternize with every Joe Farmer who comes walking in. They have to restrict themselves to their immediate duties and can’t be bothered with the technicalities of implementation. You can’t have some sprout grower telling the board how to deal with the Sainsburys, Aldis and Tescos of this world. There has to be a demarcation of sorts, I understand that."
Human aspects
"Nevertheless, I think it’s very important that a leader moves among the people, not above them. Everyone, no matter how great he is on the market, needs a shoulder to cry on when things are tough, someone with whom he can communicate on an equal basis. That human aspect in the sector should not be underestimated. If that fails, everyone goes his own way and the whole thing falls apart."
On December 31 2005, De Wit left The Greenery. "Soon after I partnered up with Eric in 't Veld, a former Greenery man, and we founded Triple Consultancy. Later came Arie Kruithof, fresh from his stint as director of major companies at Rabobank Westland. The finance department is very important to us. When an entrepreneur wants to invest, most banks will give him a hard time. These people we provide with advice and assistance."
"I also did a lot of buying these last years, company shares mostly, though never with the intention of acquiring a majority interest. These are generally companies in the fresh produce sector, but also in other areas. In these businesses I mostly play an advisory role; I'm no longer interested in holding the management chair. That should be left to the younger generation. I do try to stay fairly well informed about the daily activities and developments in the field of ICT and logistics, but I want to make room for others. Fortunately, there are still plenty of good, motivated young people out there."
The future of the trade
De Wit is certainly not pessimistic about the future of the fruit and vegetable trade. "I think the business is rapidly maturing. I’m also a strong supporter of trade companies, but only if they offer added value. I have a deep respect for the investments that producer organizations have made in recent years, but that does not mean that they are 100% able to organize their own sales. A good sales organization combines series of promising products and brings these to shelves. Just because you’re the producer of a great product, doesn’t mean you have direct ties to the end customer. You need experienced mediators to introduce you."
De Wit: "Focusing on POs would probably be beneficial to the sector. Now we see POs marketing their produce to various parties, creating unnecessary competition. I am a strong supporter of free, uncensored trade. I understand that growers use CMO subsidies, but it is a sheer injustice if one company can make use of something, while his neighbour can’t.”
That suppliers and breeders have started exporting their knowledge and products, is no problem to De Wit: "A free world economy only gives an incentive to continue to do better. Throw your expertise on the table, I say. Be heard. All this shielding and hedging makes people lazy and irresponsible. I’m optimistic about Dutch horticulture in general. Our mass product is still of high quality. That advantage isn’t something we should let go of."
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