VOLUME 12, ISSUE 04 | APR 2025 Also in this issue SHAVUOT INTERNATIONAL PEGASUS HOTEL JAMAICA WHERE HERITAGE MEETS MODERN HOSPITALITY
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Mike Luchetta Andrew Alleyne Contributing Writers Dan Macharia Vice President of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
EDITOR’S NOTES We are now embarking on the second fiscal quarter of 2025 and fully embracing the beauty and renewal of spring. Although global events may make financial predictions a little tricky as we go through April, we can confidently predict that the stunning Caribbean region is seeing a marked business uptick with companies continuing to make their mark. For the organizations we were fortunate to cover in this month’s edition, success remains very tangible. Each company is concentrating its efforts on producing the very best business outcomes. Covering a cross-section of business sectors, we bring you success stories that illustrate the allure and business potential this desirable area of the globe exudes. We were fortunate to sit down with the General Manager of the upscale and welcoming Jamaica Pegasus Hotel. Offering a second-to-none guest experience, and beautiful accommodations, and all centered around a local flair, this hotel has it all while firmly rooted in the local Jamaican culture. We also sat down with Shavuot International to discuss their winning business path, notable recent successes, and roadmap to further growth through 2025 and beyond. This Jamaican manufacturer is utilizing local agricultural gems and translating them into winning products. It is as clear as the crystal waters surrounding the islands that continued growth is on the Caribbean horizon, as are the progressive initiatives of those we were fortunate to chat with. With sustainability in mind, best business practices up front, and a resilient economy at their fingertips, the undeniable draw of the Caribbean islands remains tangible. As with every issue, my hope as editor-in-chief is that our valued readers continue to learn something new with each issue we produce for you and that April offers the beauty that only the Caribbean islands can boast about. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
VOLUME 12, ISSUE 04 13 JAMAICA PEGASUS HOTEL Where Heritage Meets Modern Hospitality COVER JAMAICA PEGASUS HOTEL 2 EDITOR’S NOTES 7 OPENING LINES BEST PRACTICES IN HOSPITALITY AND TOURISM JAMAICA PEGASUS HOTEL 13 3 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
25 SHAVUOT INTERNATIONAL From Farm to Global Markets BEST PRACTICES IN MANUFACTURING The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. SHAVUOT INTERNATIONAL 25 4 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
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WORLD BANK URGES LATIN AMERICA, CARIBBEAN (LAC) TO RETHINK ECONOMIC STRATEGIES AMID GLOBAL UNCERTAINTIES Source: loppnews.com, News Editor, First published April 24, 2025 A new World Bank report is urging Latin American and the Caribbean (LAC) countries to rethink their economic strategies amid global uncertainties. According to the advanced chapter of the Washingtonbased financial institution’s Latin America and the Caribbean Economic Review (LACER), amid growing global economic volatility, LAC countries must adapt their economic strategies to navigate increasing uncertainties. The report forecasts growth of 2.1 percent in 2025 and 2.4 percent in 2026, making it the slowestgrowing region worldwide. The report adds that low investment, high debt, and a shifting external environment are major barriers to the region’s development. “The global economic landscape has changed dramatically, marked by higher levels of uncertainty,” said Carlos Felipe Jaramillo, Vice President for Latin America and the Caribbean at the World Bank, on Wednesday. “Countries must recalibrate their strategies and advance bold and practical reforms that boost productivity [and] competitiveness while tackling long- standing gaps in infrastructure, education, trade and governance to ensure job creation and better opportunities for businesses and citizens,” he urged. Opening Lines 7 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
development assistance also contribute to the outlook.” William Maloney, chief economist for Latin America and the Caribbean at the World Bank, said access to technology and exploiting scale economies “dictate that trade and FDI (foreign direct investment) remain essential to accelerating growth in Latin America and the Caribbean, even in uncertain times. “Diversifying trade destinations, expanding service exports, and pursuing potential nearshoring niches offer opportunities, but will require increasing both productivity and nimbleness,” he said. “This, in turn, requires progress on long overdue reforms behind the border in business environment, human capital, and innovation,” Maloney added. Despite some progress in controlling inflation, the World Bank said fiscal deficits remain a pressing concern, with the debt-to- GDP (gross domestic product) ratio expected to reach 63.3 percent in 2024, up from 59.4 percent in 2019. The bank said the fast-evolving global economic environment adds further pressure, as persistent inflation in advanced economies may delay interest rate cuts and limit monetary policy options. “Concerns around global trade restrictions create uncertainty around nearshoring and market access, contributing to a more cautious economic and business environment,” the World Bank said. “Slowing growth in China, and cuts in overseas 8 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
Source: loopnews.com, News Editor, First published April 24, 2025 The Royal Virgin Islands Police Force (RVIPF) is reporting some of the most significant reductions in serious crime in recent years, with first-quarter figures for 2025 (January–March) showing improvements over both last year and the five-year average from 2020 to 2024. According to the latest police statistics, serious assaults declined by 17 per cent compared to the same period in 2024 and are now 11 per cent below the five-year average. BVI SEES DRAMATIC CRIME REDUCTION IN EARLY 2025 OPENING LINES Sexual offences saw an even more dramatic drop, down 42 per cent year-over-year and 36 per cent lower than the five-year norm. Other burglaries, including break-ins at business premises, construction sites, and storage facilities, fell by 44 per cent compared to last year and are 30 per cent below the five-year average. These figures represent the lowest first-quarter statistics for these offences in at least five years. Murder rates continue to remain low across the territory, with one case recorded in the first quarter of 2025, matching the figure from 2024 and showing 9 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
a significant reduction from 2021, which saw four cases during the same period. As part of their commitment to dismantling the local drug trade, the RVIPF seized a substantial quantity of cannabis-related materials during the first quarter. Officers confiscated over 12 kilograms of cannabis, 2,900 cannabis plants, and 2,447 seedlings in their ongoing efforts to combat illegal drug activity. Efforts to curb illegal firearms also intensified during this period. Law enforcement recovered seven pistols and two rifles, exceeding totals for the same period last year. Ammunition seizures more than doubled, rising from 152 to 389 rounds. The high charge rates in possession cases reflect the RVIPF’s continued zero-tolerance approach to illegal weaponry. 10 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
JAMAICA PEGASUS HOTEL WHERE HERITAGE MEETS MODERN HOSPITALITY best practices IN HOSPITALITY 11 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
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WHERE HERITA MODERN HOSP JAMAICA PEGASUS HOTEL AT A GLANCE JAMAICA PEGASUS HOTEL WHAT: I conic luxury hotel and premier MICE destination in Kingston WHERE: K ingston, Jamaica WEBSITE: www.jamaicapegasus.com KINGSTON’S PREFERRED DESTINATION FOR DIGNITARIE 13 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
AGE MEETS PITALITY Opened in 1973 as a collaboration between the Jamaican government and British Airways, Jamaica Pegasus Hotel has long been a landmark in Kingston. Often called the “Protocol Hotel of Kingston,” it holds a reputation as the city’s go-to location for dignitaries, major events, and those seeking an elegant escape in the bustling capital. As Nicola Madden-Greig, Group Director of Marketing & Sales, describes it, “The Jamaica Pegasus is the grand dame of Kingston, a timeless beauty with a rich tradition of personalized service.” For over five ES AND DISCERNING TRAVELERS 14 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
decades, this hotel has been the place to see and be seen—or sometimes, as Madden-Greig notes with a smile, the place *not* to be seen. Throughout its storied history, Jamaica Pegasus has welcomed an extraordinary roster of high-profile guests. “We’ve hosted kings, queens, presidents, and other dignitaries from around the world,” MaddenGreig explains.This prestige extends beyond Jamaica, earning Jamaica Pegasus numerous accolades and even certificates of appreciation from agencies like the U.S. Secret Service.“We’re known for our ability to execute high-stakes, high-profile events with ease,” she says. That reputation as a trusted venue has made it the first choice for international, regional, and local events, from state functions to corporate conventions. While steeped in tradition, the Jamaica Pegasus hasn’t shied away from innovation. The property combines its classic charm with modern updates to ensure guests can access the latest conveniences. “We’ve integrated high-speed wired and wireless internet access throughout all our rooms,” MaddenGreig notes, “and installed USB charging ports, I.P. phones, and cordless phones in suites.” The hotel even revamped its PBX system to meet international standards, making emergency dialing seamless with direct routing to local authorities. Madden-Greig adds, “We now offer free outgoing calls to the U.S., U.K., and Canada, so guests don’t have to worry about overseas tolls.” Recent renovations at the Jamaica Pegasus demonstrate the growing demand for outdoor spaces, a shift accelerated by the pandemic. Madden-Greig points to a recent $1 million investment in the hotel’s pool area, bar, and gardens.“People are craving more outdoor experiences, so we expanded around our Olympic-sized pool, added a Zen Garden for yoga and tai chi, and enhanced our jogging trail,” she says. With these additions, Jamaica Pegasus brings a resort-like atmosphere to the heart of Kingston, featuring lush landscaping that provides a tranquil escape from the city’s hustle and bustle. BLENDING TRADITION WITH DIGITAL INNOVATION Jamaica Pegasus Hotel may have a celebrated history, 15 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04 JAMAICA PEGASUS HOTEL
but it’s firmly rooted in the present when it comes to technology and guest engagement. Madden-Greig and her team have leaned into digital tools to meet modern demands without losing the personal touch that defines the hotel’s brand as the hospitality landscape shifts. According to Madden-Greig, the hotel has embraced a multi-channel approach to connect with its guests. “We engage with customers across several platforms, from WhatsApp to Instagram,” she explains.“People can reach us beyond the traditional phone call.”This strategy provides flexibility and keeps the brand accessible and responsive, whether guests are booking rooms or reaching out with questions. The goal is to make every interaction as seamless as possible, especially for those who prefer to handle logistics on their mobile devices. Booking at the Jamaica Pegasus goes beyond simply reserving a room. “We use a variety of technology solutions so guests can book their accommodation, pay for reservations, and sign agreements online,” Madden-Greig says. This efficiency has become critical in an age when time is a precious commodity. “We want to deliver service as quickly as guests need it,” she adds, noting that the hotel’s systems are designed to reduce waiting times and streamline the booking process from start to finish. Despite these technological advancements, MaddenGreig emphasizes that the Jamaica Pegasus hasn’t sacrificed personal service.“We don’t want guests to feel like they’re only talking to a machine,” she says. While digital tools simplify many processes, the hotel still ensures that guests can speak to real people when they need assistance. It’s a balancing act: technology for those who value speed and human interaction for those who crave a personal touch.This dual approach enhances efficiency while reinforcing Jamaica Pegasus’s reputation for thoughtful, guestcentric service. A CATALYST FOR JAMAICAN TOURISM AND ECONOMIC GROWTH As one of Kingston’s most prominent hotels, Jamaica Pegasus Hotel plays a pivotal role in Jamaica’s tourism ecosystem. With all staff positions filled by locals, the hotel group behind the hotel is focused on nurturing 16 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
talent and creating economic opportunities within the community.“Jamaica Pegasus is 100% Jamaicanstaffed,” says Madden-Greig. “We’ve been here for 51 years, and we view ourselves as more than just a business—we’re part of Jamaica’s tourism family.” The impact of the hotel extends beyond its walls. Madden-Greig and other senior management have long shaped national tourism policies through active roles in the Jamaica Hotel and Tourism Association (JHTA) and other influential bodies.“Our owner, Kevin Hendrickson, has served as a councilor and past chairman of the Kingston chapter,” she notes, adding that she herself has held multiple leadership roles within the JHTA. This active engagement ensures that Jamaica Pegasus is responsive to industry trends to shape the direction of Jamaican tourism and promote policies that benefit the nation as a whole. Tourism in Jamaica is a vital economic engine, and the Jamaica Pegasus team understands its influence on multiple sectors. “Tourism touches so many other industries,” Madden-Greig explains. “We’re major users of local agriculture, manufacturing, and 17 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04 JAMAICA PEGASUS HOTEL
Ben Federico Freight Consolidator, Inc. is a leading freight forwarding company, serving the logistics needs of clients across Miami, Central America, and the Caribbean since 1970. With a legacy of over five decades, the company is committed to delivering flexible, efficient, and timely logistics solutions tailored to client needs. Their services include air, ocean, and inland freight, along with warehousing and project-based logistics. These capabilities are designed to ensure the safe and timely delivery of cargo, whether for routine shipments or specialized projects. What sets Ben Federico apart is their unwavering focus on customer relationships. Their team provides transparent, honest communication and builds trust through years of reliable service. In an industry where precision and punctuality are crucial, Ben Federico consistently exceeds expectations, handling even the most complex shipments with ease and ensuring clients’ goods arrive safely and on schedule. Whether your business requires local or international freight forwarding, Ben Federico offers best-in-class services with a commitment to operational excellence. With extensive experience and a customerfirst approach, they are poised to continue being a trusted partner in global logistics for many years to come.
creative services, and we rely on Jamaican suppliers for everything from food to transportation.”Through this web of connections, the tourism dollar circulates throughout the economy, creating a ripple effect that benefits Jamaican workers and entrepreneurs far beyond the tourism industry. Over the past decade, Madden-Greig and her team have also focused on maximizing the impact of tourism dollars within Jamaica. This approach, known as “linkages,” retains more of the income generated by tourism within the country, fueling local business growth and expanding employment opportunities. “We want to ensure that tourism revenue permeates the Jamaican economy,” she says, “so that more Jamaicans benefit—whether through direct employment, entrepreneurship, or as suppliers to the industry.” These local linkages are visible in initiatives like the “Christmas in July” event, hosted annually at Jamaica Pegasus in partnership with the Ministry of Tourism. The event connects local entrepreneurs with potential buyers in the tourism sector, providing a platform for Jamaican artisans and small businesses to showcase their products. INVESTING IN LOCAL TALENT TO MEET WORKFORCE CHALLENGES As workforce shortages grip the global hospitality industry, Jamaica Pegasus Hotel’s hiring of locals has proven invaluable. Madden-Greig believes that investing in Jamaican talent has helped the hotel maintain a stable workforce and unlocked the broader potential of tourism as a transformative force in Caribbean societies. “Tourism can truly transform the communities we live in—not just by creating jobs, but by fostering entrepreneurship and generating long-term wealth,” she says. Opening doors at all levels ensures the industry provides opportunities that require minimal barriers to entry, from craft vending to high-skilled roles in I.T. and engineering. Madden-Greig’s advocacy is far-reaching. Having recently completed a three-year term as president of the Caribbean Hotel and Tourism Association, she pinpoints the need for strong collaboration YOUR TRUSTED EXPERTS IN JAMAICAN CUSTOMS & COMPLIANCE GOMAX IS WHAT WE OFFER IMPORT CLEARANCE EXPORT FREIGHT FORWARDING CARGO TRACKING SHIPPING LOGISTICS HAULAGE WWW.GOMAXCB.COM 19 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04 JAMAICA PEGASUS HOTEL
between the public and private sectors. “We work in partnership with government agencies, private entities, and through our hotel association to keep pushing forward,” she explains. For her, the tourism sector’s potential isn’t just about the hotel lobby—it’s about building an ecosystem where locals can thrive in diverse roles, each vital to the industry’s success. COMPETING THROUGH SERVICE AND INNOVATION As an independent hotel competing against major multinational brands, Jamaica Pegasus has long understood the value of standing out. Madden-Greig is pragmatic about the challenges of operating in such a competitive environment.“We’ve always had to compete with big, well-resourced international brands,” she says. “But it’s simple—you have to deliver the service your customers want and make sure you’re meeting their expectations.” For her, this means understanding the unique preferences of the hotel’s guests and continually refining its offerings to meet evolving standards. At the heart of this strategy is personalized service. “Whether you’re up against a local hotel or a global brand, you need to know your customer and provide professional, attentive service,” she explains. But that’s just the beginning. Madden-Greig emphasizes the importance of innovation, noting that successful hotels must constantly improve and adapt.“Once you keep your standards high and continue to innovate, your customer will come back,” she says. For Jamaica Pegasus, this means crafting experiences tailored to different types of guests, ensuring that each visitor feels like they’re in a place that resonates with them personally. In Madden-Greig’s view, every hotel has the potential to become someone’s “home away from home.” The key is cultivating that sense of belonging through high standards and thoughtful innovation.“Everyone has a special place where they feel their personality aligns with the vibe,” she reflects. By building on its unique character and staying attuned to guest expectations, Jamaica Pegasus has managed to carve out a loyal following in a crowded market—proving 20 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
that, in the end, authenticity and quality will always have a place. EXPANDING MICE OFFERINGS AND GREEN INITIATIVES Looking ahead, Jamaica Pegasus Hotel has set its sights on expanding its footprint in the Meetings, Incentives, Conferences, and Exhibitions (MICE) market—a segment bouncing back after the pandemic’s disruptions. Recently recognized by the World MICE Awards, the hotel is capitalizing on this momentum.“We want to continue growing our MICE market,” says Madden-Greig. “After COVID, we saw a downturn in this area, but now there’s a definite uptick.” For the hotel, a renewed focus on MICE means ramping up marketing efforts, enhancing event facilities, and delivering an experience that makes the hotel an easy choice for conferences and large gatherings across the region. 21 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04 JAMAICA PEGASUS HOTEL
other fixtures to conserve resources,” she adds. Beyond its environmental efforts and MICE expansion, Jamaica Pegasus is introducing amenities designed to cater to the modern traveler’s needs for convenience and personalization. Madden-Greig highlights a new service that’s already proving popular with repeat guests. “For those who visit frequently, we offer a complimentary luggage hold,” she says. Upon return, guests can store their belongings, including having clothes laundered and ready in their rooms. It’s a slight touch but one that resonates with busy travelers juggling tight schedules. “We’re always thinking about ways to make travel easier, especially in a world that’s becoming more complex and demanding,” she concludes. PREFERRED VENDOR/PARTNER n Ben Federico Freight www.benfederico.com Ben Federico Freight Consolidator, Inc. has provided expert freight forwarding, warehousing, and logistics services for over 50 years. Specializing in air, ocean, and inland freight, they are renowned for their customer-first approach, delivering reliable, tailored solutions for businesses across Miami, Central America, and the Caribbean. n Go Max Customs www.gomaxcb.com n Total Equipment Suppliers www.totalequipmentsuppliers.com Total Equipment Suppliers (TES) provides commercial restaurant and laundry equipment and parts to the Caribbean and Latin America. This 25-year-old boutique firm offers full service including excellent products, trusted recommendations from personable, experienced staff, parts, and technical support. For a complete new kitchen or laundry or just replacing equipment call TES today at 305-718-9550. Jamaica Pegasus isn’t only chasing growth; sustainability is also a top priority. Madden-Greig outlines several ongoing green initiatives pegged into the hotel’s environmental goals. “We already have a towel and linen reuse program, recycle plastics, paper, glass, and cardboard,” she explains. Recycling bins are now standard in guest rooms and public areas, and the hotel has replaced all lighting with energy-efficient LED bulbs.“We’ve also installed water reduction valves, energy-saving toilets, and 22 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
SHAVUOT INTERNATIONAL FROM FARM TO GLOBAL MARKETS best practices IN MANUFACTURING 23 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
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FROM FARM TO GL SHAVUOT INTERNATIONAL AT A GLANCE SHAVUOT INTERNATIONAL WHAT: J amaican agro-processor manufacturing wellness products from local ingredients WHERE: Jamaica WEBSITE: www.shavuotbrands.com HOW ONE AGRO-PROCESSOR IS TURNING JAMAICAN AGRICULTURAL PRODUCTS INTO INTERNATIONALLY RECOGNIZED WELLNESS OFFERINGS. 25 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
LOBAL MARKETS Jamaica’s agro-processing sector is transforming local resources into globally competitive products, with companies like Shavout International leading the charge. This Jamaican manufacturer has built its reputation on converting fresh, raw materials from local farms into high-quality value-added products that showcase the island’s agricultural bounty. 26 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
“We are an agro-processor that takes fresh Jamaican ingredients from the farms we work with and transforms them into high-quality products,” explains Joel Harris, Co-owner and Marketing Director. “We project ourselves as a company that manufactures authentic Jamaican goods.” This authenticity forms the cornerstone of Shavout’s market positioning, particularly as global consumer interest in transparent sourcing and authentic cultural products continues to rise. The company’s guiding principle, “harvesting goodness,” encompasses its broader business philosophy.“Harvesting goodness means not only the ingredients we harvest at our farm or with farmers, not only within the products we make, but also in the people and communities we work with,” Harris says.This multi-dimensional approach to “goodness” has shaped Shavout’s operations since its founding in 2013, when it began with Shavout Farms, which has since expanded from 165 acres to over 500 acres. QUALITY PRODUCTS WITH PURPOSE Shavout International has carved out a distinctive niche in the wellness marketplace with products designed to enhance everyday health routines.Their curated selection focuses on what Harris describes as “better for you” products, not health supplements, but everyday items crafted with elevated quality and nutritional value. “Our products aim to make your life better by harvesting all goodness within your life. We take average products every day and give you a better version with increased quality value,” Harris explains. This product philosophy has guided the company’s development of a focused portfolio including herbal teas, dried spices, and gluten-free flours. The manufacturing process prioritizes preserving natural qualities and nutritional benefits.“We try to keep everything as natural as possible to preserve the nutritional value of the original product even through a transformational process,” says Harris.This approach aligns with growing consumer demand for minimally processed products that retain their inherent health benefits, a trend that has gained momentum as wellness-conscious consumers scrutinize ingredient lists and processing methods. Particular attention goes to sensory qualities that enhance the consumer experience. For their herbal teas, Harris notes that “the smell, aroma, taste, and value you get from each herbal tea we produce is of significant quality.” This emphasis on multiple dimensions of product quality reflects sophisticated consumer expectations in premium wellness categories. While the current product line centers on these core offerings, Harris indicates expansion is underway. 27 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04 SHAVUOT INTERNATIONAL
“We have herbal teas, dried spices, gluten-free flour, and of course many more to come,” he states. This measured approach to product development suggests a deliberate strategy focusing on perfecting core offerings before extending into new categories, rather than rushing to market with an extensive but less refined product range. HOLISTIC BENEFITS BEYOND NUTRITION TO WELLNESS Shavout International approaches consumer wellness through a comprehensive lens that examines multiple dimensions of product benefits. Their development process considers how ingredients support bodily functions beyond basic nutrition, addressing specific wellness needs that today’s health-conscious consumers increasingly seek. “Our company looks at how our products could benefit consumers in a range of ways. Holistically, we know that the more the body is able to receive particular micro and macronutrients, the more 28 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
potential benefits to consumers who research product properties. Consumer feedback validates their approach, providing real-world evidence of effectiveness. “When we hear from our customers, they tell us these products have helped with certain ailments or helped them achieve specific wellness goals,” Harris notes. One standout product demonstrates this principle in action: “Our Jamaican black castor oil does extraordinarily well for hair growth and scalp treatments. It has been known for centuries for its properties.” customers will benefit,” Harris says. This nutritional philosophy guides their product development, with a focus on bioavailability, ensuring ingredients contain sufficient nutrients for the body to effectively utilize. The product line targets diverse wellness objectives that appeal to different consumer needs. “We look at products that are good for vitality, strength, energy, and even those that help with sleep, blood pressure, or sugar levels. But we don’t make specific health claims,” Harris explains, describing careful positioning that reflects industry awareness of regulatory boundaries while still communicating 29 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04 SHAVUOT INTERNATIONAL
sourcing and talent cultivation foundational to its business strategy.“Our main focus has always been community development. Our tagline ‘harvesting goodness’ guides everything we do,” Harris says. This philosophy manifests through a three-pronged approach to developing local talent and creating economic opportunity throughout their value chain. The company begins by building mutually beneficial relationships with agricultural producers. “We work with small-scale farmers and underserved communities that may have accessible land that isn’t generating profit. We approach them with our The wellness benefits create a positive chain reaction. “Our products are for vitality, beauty, and overall wellness, but it’s not just wellness within yourself. By giving someone one of our products, you’re also helping them on their journey,” Harris says, a perspective that positions their products as tools for relationship building and community care, adding emotional value beyond physical benefits. LOCAL FIRST COMMUNITY DEVELOPMENT AND TALENT CULTIVATION Shavout International has embedded community development into its operational DNA, making local 30 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
needs and offer fair prices, creating entrepreneurial opportunities that many have successfully embraced,” Harris explains. Internal talent development forms the second pillar of their approach.“For staff without formal education or who haven’t completed their education, we say work with us. We invest in you with job experience, training, and sometimes help further their education,” Harris notes, denoting an inclusive hiring model that expands the available talent pool while addressing local employment barriers. The final component is business partnerships with entrepreneurs.“Some people want to be associates who work with us on projects or use our products in their own businesses. We see what they’re doing and provide support where possible,” Harris says. These collaborations create distribution channels while fostering local entrepreneurship. Knowledge sharing completes this community impact model.“When asked to speak to young entrepreneurs or people seeking inspiration, we share our story of overcoming challenges. People find inspiration to 31 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04 SHAVUOT INTERNATIONAL
“Our farm has faced difficulties due to Jamaica’s climatic conditions. Since establishing Shavout Farms in 2013, we’ve experienced ups and downs like any farm,” Harris says. Despite these challenges, strategic investment transformed their agricultural foundation. “The farm evolved from a partnership into a limited liability company with an investor, expanding from 165 acres to over 500 acres—a truly transformational process.” The agricultural base provides critical supply chain stability despite environmental disruptions. “Last year’s hurricane destroyed much of Jamaica’s agricultural produce, but because we’ve been building tenacity within our farm, we’ve become more resilient.The farm helps our company continue to thrive even during Jamaica’s darkest agricultural times,” Harris explains, a vertical integration strategy that buffers against market volatility while ensuring product quality through controlled production methods. On the distribution side, Shavout sticks to manufacturing excellence while leveraging strategic partnerships for market access. “We are not distributors. We focus on manufacturing and sell to distributors across North America, the Caribbean, and Europe.About 95% of our distribution is exports while the rest is local,” Harris notes. Current growth initiatives target increased market penetration in their strongest regions.“We’re focusing on the Jamaican and North American markets while expanding our capacity by 25-30%. We aim to grow market penetration by at least 50% in the next two to three years,” Harris says.“This expansion strategy combines new product development with distributor collaboration to optimize existing relationships.” Sustainability investments complement growth plans. “Our energy and water conservation project will dramatically reduce utility costs once established. We’re using these savings to drive further growth and innovation,” Harris explains, illustrating how operational efficiency supports expansion objectives. THE HEART BEHIND THE BRAND For Harris, the rewards of leading Shavout International encompass financial metrics, creative venture on their own or overcome obstacles,” Harris explains. GROWING THROUGH CLIMATE CHALLENGES Climate volatility presents an ongoing challenge for Shavout International’s agricultural operations, yet the company has developed resilience strategies that support its predominantly export-focused business model. Their integrated approach to farming and international market development provides a blueprint for navigating agricultural uncertainties while expanding global reach. 32 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
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fulfillment, social impact, and inspirational leadership. These motivational factors drive the company’s continued innovation and community focus while revealing the personal values underpinning its business practices. “The most rewarding aspect is being able to innovate. Within marketing and sales, I develop and improve products, creating things that were once imaginary and turning them into real-life applications,” Harris says. Customer impact provides a second source of motivation. “Seeing people experience the benefits of our products—often in ways they didn’t expect— brings me joy. People tell us their lives have changed because of a product, and they swear by it,” Harris explains.The accessibility of these benefits particularly resonates with his values. “I’ve always wanted to make affordable products with high quality—easy access for high-quality products.” The company’s contributions during global health challenges exemplify this impact. “During COVID, because curcuminoids are so high in Jamaican turmeric and we’re good at processing turmeric tea while retaining its properties, hospitals were able to reduce mortality rates by about 33% in a study using the tea. Lives were saved, and that touched my heart,” Harris notes. Perhaps most meaningful is the ripple effect of inspiration.“When people become inspired by what we’re doing and tell us they’re motivated to move forward in new adventures, that means as much as our community’s impact. That’s what drives me and makes it worthwhile,” Harris says. As Shavout International continues expanding its global footprint, a combination of innovation, accessible health benefits, and community inspiration remains at its core, proof that agricultural enterprises can successfully balance profit with purpose while maintaining deep connections to the land and people they serve. 34 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 04
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