Meet Sagar Malde, a transformative leader in Kenya’s fast-moving consumer goods sector. From navigating the financial crisis during his early days at Lehman Brothers to steering the iconic Trufoods brand to greater heights, Sagar’s journey is one of resilience, innovation and unwavering commitment to quality. His story sheds some light on the history behind the iconic plum jam that we spread on our Kenyan bread.

What was it like starting your career at Lehman Brothers, and how did you bounce back after its sudden collapse?

Starting at Lehman Brothers in July 2008 felt like a dream, but the financial crisis turned it upside down. In September, we got the shocking news: Lehman was going under. The mood was one of confusion—senior staff seemed calm, but for us new graduates, it was unnerving. We’d just landed our first jobs, and suddenly everything changed. I went to the office the Monday after the announcement, only to find we were already jobless. The whole experience fuelled my determination. I quickly began studying for the Certified Financial Analyst (CFA), a qualification I felt would be essential in this competitive market and soon found a new role in hedge funds where I honed my skills in financial modelling and analytics.

What made you decide to come back to Kenya, and what was your family doing at the time?

After six years in the hedge funds industry, I received a call to join the family business back in Kenya. At the time, my family was managing multiple ventures, including Pwani Oil Products which produces edible oils and soaps. It was a tough decision and I took nearly a year to consider it. The thought of being close to family started to appeal to me, and eventually I made the move with the intention to try it out for three years.

How did you transition into the family business in Kenya?

When I returned to Kenya in 2014, I joined Pwani Oil in the finance department where I handled treasury and data analytics. My role focused on improving customer profitability, finding new ways to develop the business within Kenya and supporting strategic initiatives. This experience helped me develop a strong foundation in understanding and analyzing market trend,s  ultimately preparing me for the next big challenge.

How did you end up in Uganda and what was the situation there when you arrived?

After four years with Pwani Oil, we acquired a struggling edible oil business in Uganda and I took on the challenge of turning it around. It was a big step for me, especially since I had just gotten married and was moving to a completely new market. The business was barely operational, manufacturing for only about ten days per month and incurring losses. Over the first six months, I immersed myself in learning the Ugandan market, culture and workforce dynamics. Through internal restructuring and by creating a team culture of ownership and pride, we moved from seventh to third place in market share within a year and a half. By the time I left Uganda, we had achieved profitability and I had restored stability in the company.

Has the Trufoods business always been in the family or was it an acquisition?

Trufoods was founded in 1958 by Dr. Jayantilial Nemchand Shah, one of Kenya’s first food scientists., The company’s objective was to initially manufacture food products for the British Army in Kenya. After independence, the company shifted to creating consumer brands, including the popular Zesta line. My family acquired Trufoods in 2003 after Dr. Shah’s passing, and we focused on building its market presence while maintaining the brand’s longstanding reputation for quality.

Do you source your raw materials locally?

Yes, we source locally as much as possible. For example, our red plums are entirely from Kenyan farmers, many of whom are in the highlands of Eldoret and Limuru. These multi-generational farmers have been with Trufoods for years—some even date back to their grandfathers supplying us. We work closely with them to support sustainable farming practices and provide resources to improve yields, maintaining a strong relationship that supports the local economy.

Since becoming CEO of Trufoods, what has it been like and what have you done differently?

Since becoming CEO in 2021, my primary focus has been on building a strong internal culture rooted in discipline, hard work and integrity. Before focusing on external growth, I wanted to ensure everything was aligned internally. We revamped pricing structures, optimized operations and prioritized product quality to meet customer expectations. I believe that by fostering a cohesive and motivated team, we’ve strengthened Trufoods’ market position and enhanced the reputation of our brands across East Africa.

How do you see your children or future generations being involved in the business over the next 30 years?

While it would be wonderful if my children eventually joined the family business, I want them to have the freedom to pursue their own paths. My role is to provide them with opportunities, and whether they choose to join or explore careers elsewhere, I will fully support them. At the governance level, we have non-family directors on our board, which helps bring in external perspectives and ensures we’re continuously thinking about how to transform the business in line with modern market dynamics.

Talking of journeys, you once drove all the way down to South Africa. Could you talk about that road trip?

In 2011, in between jobs in the UK, I set off on an overland journey from Nairobi to Cape Town. The three-month road trip was both nerve-wracking and transformative. I travelled with strangers on an overland truck, camping in the open, visiting remote communities and experiencing Africa’s beauty up close. This trip changed my outlook on life and work. I learned that people in different environments solve challenges with resilience and ingenuity. Seeing life through their eyes taught me empathy and reinforced the importance of humility and adaptability—lessons I carry with me as a leader today.

This conversation showcases the resilience, innovation and leadership that define Sagar Malde’s journey. His passion for uplifting communities, commitment to local sourcing and ability to turn challenges into opportunities underscore his entrepreneurial spirit. To delve deeper into Sagar Malde’s inspiring story and insights on leadership, sustainability and growth, watch the full episode on The Nitpicker Podcast. Discover the extraordinary journey of a leader dedicated to building a legacy rooted in excellence and impact.