For Okarui City Fresh Produce, the journey into commercial horticulture has been shaped as much by setbacks and lessons learned as by successful harvests.

Founded in 2022 by chartered accountant Kahitee Keeja, Okarui grew out of a desire to build something tangible beyond her professional career.

“I think, for me, Okarui started with a desire to build something of my own. My background is in accounting, and while I appreciate the career I've built, there was always a part of me that wanted to create something tangible, something that I could nurture and watch grow,” Keeja said.

Without a traditional farming background, Keeja entered agriculture with ambition but soon discovered that commercial horticulture carried risks that could not be accounted for on paper alon

“Commercial horticulture has humbled me in ways I didn't expect. There is so much that happens behind a successful harvest — the planning, the timing, the financial pressure, the weather, the labour, the markets and all the things that can go wrong despite your best efforts,” she said.

Potato production proved particularly challenging. Unsuccessful seasons forced Keeja to reassess her approach to farming and confront the financial risks of investing in a crop without knowing whether it would deliver a return.

“One of the hardest things about starting out was learning that you can put money, time and effort into something and still not get the outcome you hoped for,” she added.

Rather than abandoning potato production, Keeja used the setbacks to identify gaps in her knowledge and areas where she needed support.

Her participation in the Potato Value Chain Development Scheme became an important part of that process, providing access to information, support and opportunities to learn from others in the sector.

“I wouldn't say I have mastered potato production. I am still learning. But I approach it with a different level of awareness, humility and appreciation for the process than I did when I started,” Keeja said.

The experience also changed her understanding of farming. Her accounting background had taught her to work with figures, but agriculture showed her how closely financial management and production are linked.

The economics of farming

“I understand that revenue does not automatically mean profitability, and profitability does not always mean that you have cash available,” she said.

At Okarui, crop decisions must take into account more than whether a plant can grow successfully. Production costs, water availability, market demand, potential risks, harvesting and post-harvest handling all need to be considered before planting.

“I think one of the biggest mistakes is underestimating what it actually costs to farm,” she added.

Keeja also warns against confusing sales revenue with profit. Understanding the market before investing heavily in production is equally important.

“A crop is not truly a business opportunity until you have thought about how you will sell it and get paid,” she said.

This market-focused approach has become increasingly important as Okarui has expanded beyond potatoes and explored opportunities to diversify its vegetable production.

Keeja believes Namibia has considerable potential to increase domestic horticultural production and reduce reliance on imported vegetables. But increasing output alone will not be enough.

“We need to be able to produce consistently, meet quality requirements, manage costs and supply the market when it needs us,” she said.

For Keeja, diversification is not about planting as many crops as possible. It is about identifying products for which there is demand and ensuring the business can grow them sustainably.

“I don't want Okarui to be dependent on one crop alone. I want us to gradually expand our vegetable offering in a way that responds to actual market demand,” she said.

Beyond the harvest

Expanding production also raises another question: how can fresh produce be protected and handled once it leaves the field?

Fresh vegetables are perishable, making harvesting only one stage of the production process. Sorting, packaging, transport and storage are also essential to maintaining quality and reducing losses.

“Harvesting is not the end of the work. In many ways, it is the beginning of another very important phase,” Keeja said.

Strengthening Okarui's post-harvest capacity is one of her priorities as the business grows, particularly through improved storage and cooling facilities.

“Without suitable storage and cooling facilities, managing produce between harvesting and transportation becomes more challenging,” she said.

For Keeja, improving post-harvest handling is not only about protecting Okarui's produce. It is also part of a broader effort to strengthen Namibia's horticulture industry.

She sees opportunities to increase domestic production across a range of vegetables but says producers need infrastructure, financing, technical knowledge and reliable market access to turn that potential into sustainable businesses.

“Support needs to go beyond helping farmers get into production. We also need to look at what happens after the crop is grown,” she said.

Keeja's experience has also changed her attitude towards collaboration. Although she was initially comfortable working independently, farming taught her that building a sustainable agricultural business requires learning from others.

“No farmer knows everything. We all have different experiences, strengths and lessons to share,” she said.

That lesson has become an important part of her journey. She no longer sees asking for help as a weakness, but as an essential part of becoming a better producer.

“I have come to appreciate that sometimes growth means allowing others to walk alongside you,” she added.

The bigger picture

Okarui's story reflects a wider challenge facing Namibia's horticulture sector: how to increase domestic food production while ensuring that farmers can manage the financial, technical and logistical demands of commercial agriculture.

Keeja wants Okarui to become a diversified agricultural business that creates jobs, contributes to local food production and grows beyond its current scale.

“I want Okarui to become a business that creates employment, contributes to local food production and demonstrates what is possible when you are willing to start small, learn and keep building,” she said.

Although she entered agriculture without a traditional farming background, the setbacks have not weakened her belief in the business. Instead, they have shaped her approach to its future.

“I would still take the leap. I would just give myself permission to learn along the way,” she added.

Okarui's experience illustrates why increasing local food production requires more than planting crops. It also depends on learning from failed seasons, managing costs, understanding markets, investing in post-harvest infrastructure and working with others.

As Keeja puts it: “We have a responsibility to strengthen local food production, but we do not have to do it alone. I truly believe that there is room for all of us to grow, and that together, we can build something that will outlast us.”