Tshedi Molatedi, who never planned a career in agriculture, is busy tackling one of farming’s toughest challenges: helping to turn around a financially distressed farm while building a business that can remain sustainable for generations to come.
By Talitha Janse van Vuuren, multimedia editor at African Farming
Tshedisegang “Tshedi” Molatedi obtained a degree in chemical engineering from the University of Cape Town and spent the early part of his career in structured industrial environments. He worked in cement production as a process engineer and later in the diamond mining sector, where systems are controlled, outputs are measured and variables are largely predictable.
Agriculture, as he quickly discovered, is very different. You have to learn to work with uncertainty.
Today, Tshedi is based in Robertson in the Western Cape, where he and his brother Kagisho are part of a stone fruit farming operation that was under severe financial pressure when they became involved.
“We came in when things were extremely tough commercially,” he says.
At the time, the farm had undergone business rescue and about 60 jobs depended on whether a turnaround could be achieved. For Tshedi, farming quickly became about more than production; it also became a responsibility linked to livelihoods and sustainability.
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Building stability
One of the new owners’ first steps was to reduce reliance on rented machinery. They invested in their own tractors and farm implements, which lowered operating costs.
“That helped us stabilise costs, because renting equipment was expensive and not sustainable in the long term,” Tshedi says.
The farm produces plums, peaches, nectarines and apricots, all well suited to the Robertson region. Production is not the only focus on the farm, however. The long-term strategy is to rebuild the business on a stronger footing.
A significant portion of the farm, about 28 hectares, that had previously been leased out for temporary crops such as tomatoes are being converted to permanent orchards.
“We are working to develop those hectares into permanent crops so we can create a more sustainable source of income,” Tshedi says.
Part of this strategy includes citrus production – not as a replacement for stone fruit but as an additional income stream that can strengthen cash flow during the winter months.
“You need balance in agriculture,” he says. “Stone fruit gives you summer income, but citrus helps you through winter.”
Partnerships and support
Tshedi and Kagisho have worked with government’s Comprehensive Agricultural Support Programme (CASP), which supports emerging farmers and promotes agricultural development.
They appreciate the opportunities provided through the programme, but say navigating the administrative processes can be challenging. “Government processes can be slow and cumbersome,” Tshedi says, “but we are grateful for the opportunity to develop the farm further.”
The brothers have also been involved with Partners in Agri Land Solutions (PALS), a private land reform and development initiative that connects emerging farmers with experienced commercial partners and support structures.
Tshedi says the value of PALS lies in the partnerships and long-term planning it encourages. Through the initiative, he and Kagisho were introduced to commercial partners who have helped to shape the business and its long-term direction.
Strong legal support has also played an important role. Gerrit van Vuuren, a legal advisor to PALS, helped to structure the transaction and establish a solid foundation for the business from the outset.
Tshedi says the combination of experienced partners, professional advice and clear governance has been essential in helping to stabilise the high-risk farming enterprise and position it for future growth.
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Learning through farming
Tshedi’s engineering background continues to influence the way he approaches farming, particularly when it comes to systems thinking and problem solving. At the same time, farming has taught him that not everything can be controlled. One of the biggest lessons has been the impact of weather, which he describes as one of the most unpredictable and defining factors in agriculture.
“You realise very quickly how much control you don’t actually have,” he says. “Weather can completely change a season.”
Collaboration remains central to the operation, with commercial partners, advisers, institutions and farm staff all contributing to its success.
“A big dream cannot be achieved by one person,” Tshedi says.
He believes that success in agriculture depends as much on people as it does on technical expertise. Working with specialists, building relationships and remaining open to learning are all essential.
For now, the Robertson operation remains a work in progress – part recovery, part restructuring and part long-term planning.
Agriculture, he says, requires patience.
“You need at least five seasons to understand farming properly. I’ve only done two, so I still have a lot to learn.”
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