Edwin Kriel, CEO, Langeberg Foods | The CEO Magazine

When Edwin Kriel took the helm of Langeberg Foods in October 2025, there was little time to settle in. With the fruit season fast approaching, he faced the considerable task of steering an established South African business through an ownership transition while ensuring operations were ready for the harvest ahead.

A year on, the transition has involved far more expected, demanding new systems, stronger relationships and a united workforce, all working toward a common purpose.

Based in Ashton in South Africa’s Western Cape, Langeberg Foods has long been part of the region’s agricultural landscape. Following its acquisition from Tiger Brands, the company now has an ownership structure comprising fruit producers, Norwegian development finance institution Norfund, management and a community trust.

According to Kriel, the close connection between the business and the people whose livelihoods depend on it brings a particular sense of responsibility.

“Our purpose is to honor our roots and grow our future,” he tells The CEO Magazine. “That means respecting the generations who built this business while taking responsibility for what we leave to the next.”

The factory supports thousands of jobs during the fruit season and is an important contributor to the surrounding agricultural economy.

“We are building a business whose success reaches well beyond the factory gates,” Kriel says. “When we perform well, we create opportunities for our farmers, greater security for our employees and a stronger foundation for the community.”

Shifting sands

The first few months called for urgency. With the harvest approaching, Kriel and his leadership team needed to establish independent systems, engage customers and suppliers and prepare the business to operate under its new ownership.

“We had a short window to put the foundations in place,” he recalls. “Our team had to make decisions quickly, work closely together and keep the business moving while preparing for the season.

“It was demanding, but it showed us what people can achieve when they share a clear objective.”

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“Edwin Kriel is an inspirational leader of an energetic team, experienced in the global fruit market. They are decisive, committed and passionate about the industry, delivering quality products, service and building sustainable relationships. Langeberg Foods is a world-class, values-driven partner.” – Riaan Heyl, CEO, Nampak

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The experience reinforced a principle that has since become central to Kriel’s leadership philosophy: the importance of relationships.

“We depend on growers who trust us with their fruit, employees who bring their skills and commitment, suppliers who support our operations and customers who rely on us to deliver,” he explains. “Those relationships need attention every day.”

With the initial transition behind it, the business is now focused on improving operational reliability, making better use of existing capacity and deepening long-term partnerships, including with packaging suppliers such as Nampak.

“We want to grow with discipline,” he says. “Every opportunity must make commercial sense, fit our capabilities and strengthen the business over time. Our focus is on delivering consistently and earning the confidence to do more.”

Fighting fires

Leading a newly independent business through its first year has also meant balancing the pressures of daily operations with the need to establish a sustainable path forward.

“There will always be challenges that need an immediate response,” Kriel acknowledges. “Our responsibility is to resolve them while also addressing their underlying causes.

“Each improvement should make the business more reliable and better prepared for the next season.”

Langeberg Foods produces canned fruit and purees for domestic and international markets, with established brands including Gold Reef and Silverleaf. While these products remain an important part of its portfolio, the company is also exploring new formats, including convenient fruit tubs designed to appeal to different consumer preferences and occasions.

“South Africa produces excellent fruit,” Kriel says. “Our opportunity is to turn that agricultural strength into products that customers value, supported by consistent quality and dependable service.”

The company’s long history also gives it a wealth of expertise to draw upon, but Kriel is determined that its heritage should be a platform for innovation rather than a reason to stand still.

“We have decades of experience to draw on, but we must remain curious about what customers need next,” he explains.

Importantly, any new opportunities must deliver benefits throughout the supply chain, from the factory floor to the farms that supply its produce.

“When we find better ways to market and process our fruit, we strengthen the whole value chain,” he points out. “That is the kind of growth we want to pursue.”

A future worth sharing

These commercial considerations are inseparable from Langeberg Foods’ broader responsibilities to its people and the community, Kriel explains.

“Purpose gives us direction,” he says. “Profitability gives us the ability to sustain that purpose and invest in its future.”

One example of that philosophy in action is the company’s plan to establish Little Seeds, an early childhood development school in Ashton.

“We want to help give children in our community a stronger start in life,” he says. “The planned school is one way we can contribute to a future that extends beyond employment in the factory. It is an investment in children, families and the long-term wellbeing of Ashton.”

Another initiative taking shape is Tolhuis, a retail outlet opposite the factory that Kriel hopes will become a popular stop for travelers passing through Ashton. Inspired by the town’s distinctive bridge and its longstanding connection to fruit production, the concept is designed to give visitors a taste of the region.

“The invitation is simple: drive over Ashton’s beautiful bridge and ‘pay your toll’ in canned fruit,” he says. “We want visitors to stop, discover our products and experience a little of the town behind them.”

Looking back on a year of significant change, Kriel is proud of what his team has achieved, while remaining acutely aware that the real measure of success will be the company’s performance in the years ahead.

“We have asked a great deal of our people, and their commitment has carried us through a demanding year. The next chapter is about turning that effort into consistent performance and lasting progress,” he says.

“We want to process more fruit, serve our customers better, develop our people and build a financially sustainable business. If we do those things well, we can honor our roots while creating a future that our community can share in.”