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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 Varakunan Somas 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 06
EDITOR’S NOTES February continues to draw tourists from across different regions of the world to the stunning beaches and ideal setting of the Caribbean islands. While visitors flock to the many tourist attractions the area has to offer, the local economy is also fired up and showing no signs of slowing down. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
VOLUME 12, ISSUE 06 15 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED Jamaica’s Century-Old Shipping Dynasty Sails into the Future 29 RJ RUMS & SPIRITS Small Company, Big Plans COVER TBD 2 EDITOR’S NOTES 7 OPENING LINES BEST PRACTICES IN MANUFACTURING RJ RUMS & SPIRITS 29 3 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
41 WESTSHORE MEDICAL PRIVATE HOSPITAL Tech Prescription for Trinidad and Tobago’s Healthcare Challenges BEST PRACTICES IN HEALTHCARE 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. WESTSHORE MEDICAL PRIVATE HOSPITAL 41 4 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
Business View Caribbean provides media coverage for organizations operating within select industries. Our publication satisfies the need for industry-specific information and intel on key businesses across the Caribbean! Get BVC delivered straight to your inbox. Get updates on the latest business news. 100% FREE to subscribe! We respect your privacy, now & always. Click below to sign up for a FREE SUBSCRIPTION to Business View Caribbean and get each new issue sent directly to your inbox! SUBSCRIBE STAY INFORMED WITH CORE BUSINESSES FROM THE CARIBBEAN
USVI LAUNCHES ONLINE ED CARD SYSTEM Source: https://thecaribbeannewsnow.com/, News Editor, First Published Jan 24th, 2025 His Majesty’s Customs has collaborated with the Department of Immigration to implement a comprehensive online card processing system, upgrading border entrance protocols in the Virgin Islands. Opening Lines 7 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
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Source: https://thecaribbeannewsnow.com/, News Editor, First Published Jan 24th, 2025 Dominica’s Prime Minister, Roosevelt Skerrit, delivered a compelling address advocating for the government’s recent electoral reform proposals scheduled for second and third readings in Parliament. Skerrit addressed a public forum hosted by t SKERRIT ADDRESSES DOMINICA’S ELECTORAL REFORM 9 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 OPENING LINES
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Source: https://thecaribbeannewsnow.com/, News Editor, First Published Jan 20th, 2025 Dominica was included in BBC’s list of 25 destinations to visit in 2025. The list was created to encourage eco-tourism and was a collaboration between BBC Travel journalists and some of the foremost experts in the field. DOMINICA INCLUDED IN BBC’S LIST OF BEST PLACES TO VISIT 11 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 OPENING LINES
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JAMAICA FREIGHT & SHIPPING COMPANY LIMITED JAMAICA’S CENTURY-OLD SHIPPING DYNASTY SAILS INTO THE FUTURE best practices IN MANUFACTURING RJ RUMS & SPIRITS SMALL COMPANY, BIG PLANS 13 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
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JAMAICA’S CENTU SHIPPING DYNAST INTO THE FUTURE JAMAICA FREIGHT & SHIPPING COMPANY LI AT A GLANCE JAMAICA FREIGHT & SHIPPING COMPANY LIMITED WHAT: F ull-service shipping agency and logistics provider representing major carriers including Costco Shipping, OOCL, and MOL; exclusive port agents at Port Esquivel and Bowden Wharf WHERE: K ingston, Jamaica WEBSITE: www.jashipco.com TWO WOMEN CEOS LEAD A FOUR-GENERATION FAMILY SHIPPING EMPIRE AS IT ANTICIPATES AMAZON’S ARRIVAL, PORT CONGESTION, AND THE TRANSFORMATION OF CARIBBEAN LOGISTICS 15 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
URY-OLD TY SAILS IMITED In 1919, when Charles Edward Johnston partnered with Captain Sibrand to establish Jamaica Fruit and Shipping Company, they had one goal: provide Jamaican banana growers direct access to British markets.Today, that venture has evolved into a shipping powerhouse spanning four generations, with Sue-Ann Johnston making history as the first woman to lead the family enterprise as CEO of the parent company. 16 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
“It’s a family business that has stood the test of time,” says Anna Hamilton, CEO of Jamaica Freight and Shipping, the company’s shipping agency arm formed in 1976. The evolution from banana exports to fullservice logistics signifies Jamaica’s transformation into the Caribbean’s largest container handling hub. Kingston’s port now processes 2.8 million TEUs annually, with 90% serving as transshipment cargo connecting global trade routes. Johnston represents the fourth generation of family leadership, following a direct line from her greatgrandfather Charles Edward through Edward Charles to current chairman Charles Edward Johnston. “We are going a bit diversified now,” she explains, noting how the company has expanded beyond its agricultural roots while maintaining core values. Hamilton emphasizes that although family-owned, the operation runs on professional principles: “In terms of Jamaica Freight and Shipping, it is run as any other organization would be run.” THE EVOLUTION OF TWO COMPANIES The transformation from banana exporter to shipping conglomerate began taking shape in 1976 when Jamaica Freight and Shipping emerged from a strategic merger. “There was a bauxite company in Jamaica called Reynolds Jamaica Limited and their shipping arm merged with Jamaica Fruit and Shipping, and Jamaica Freight and Shipping was born,” Hamilton explains. This pivotal moment coincided with Jamaica’s growing importance as a transshipment hub, strategically positioned just 32 nautical miles from the Panama Canal. Jamaica Fruit’s diversification points to a broader industry trend toward integrated logistics services. “German ship repair has been a dream of Charles Johnston for 20-odd years,” Johnston notes, referring to the Kingston dry dock project that now serves vessels calling at one of the region’s busiest ports. The facility operates alongside Kingston Freeport Terminal, where CMA CGM has invested $400 million in infrastructure improvements since taking over operations in 2016. The separation of roles between the two companies creates operational clarity. “Jamaica Fruit would handle most of the family investments as the holding 17 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED
company, while Jamaica Freight would be the active company with agency business,” Johnston clarifies. This structure allows Jamaica Freight to focus on its core competency: full-service shipping agency operations serving both transshipment and domestic markets. Hamilton emphasizes the distinction regarding the dry dock operations: “The dry dock actually falls under Jamaica Fruit and Shipping and different shareholders. What Jamaica Freight and Shipping would do at the dry dock is offer shipping services or husbandry services to vessels that use the services of the dry dock.” This complementary relationship exemplifies how family businesses can maintain governance while pursuing specialized market opportunities. FULL-SERVICE SHIPPING OPERATIONS Jamaica Freight and Shipping’s portfolio reveals the scope of modern Caribbean logistics operations. “We represent main carriers like Costco Shipping, OOCL, which is Orient Overseas Container Lines, MOL, Al Aligners, and we also have the NVOCC JP Logistics Solutions,” Hamilton details. JP Logistics recently rebranded to incorporate JP Shipping in the UK and Miami Freight and Shipping in the US, highlighting the interconnected nature of global shipping networks. The company’s strategic positioning extends beyond carrier representation.“We are exclusive port agents at Port Esquivel, which is the port of UC RUSAL—a partnership between the Jamaican government and UC RUSAL,” Hamilton explains.“We are also exclusive agents at Bowden Wharf.They’re not very active right now, but that was a big port area for the export of bananas.” Port Esquivel’s significance has grown as Jamaica handles increasing volumes of bulk cargo, including alumina exports that resumed in recent years. The facility complements Kingston’s container operations, where 2,530 vessels move through annually, handling 16.2 million tons of cargo. Hamilton sees opportunity in this diversification: “We’re looking to see how we can target more of that kind of business,” she says, referring to break bulk operations at Port Esquivel. 18 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
PLACE HOLDER FOR ASSURANCE BROKERS Silver Sponsor 19 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED
The company also provides vessel husbandry services through its operations department, supporting ships that call at Jamaica’s 17 cargo ports. With the global cargo shipping market projected to reach $24.18 billion by 2033, Jamaica Freight positions itself at the intersection of regional trade routes, offering comprehensive services that cover cargo handling and vessel support, all while adapting to an industry increasingly focused on digital transformation and operational efficiency. BUILDING LOYALTY IN A CHANGING INDUSTRY Jamaica Freight and Shipping’s workplace dynamics show continuity and change within Caribbean business culture. “We have a pretty youngish kind of team here. Surprisingly, most of the team members are female,” Hamilton reveals.“We have a high female component here, but we do have males as well.” The company’s approach to retention has created remarkable stability. “Although the majority of the staff is young currently, we do not have a very high turnover of staff,” Hamilton emphasizes.“People who have been with the company forever, they’re still here. We have a number of people who have been with the company for upwards of 25 years.” This longevity matters in an industry where institutional knowledge drives operational excellence. Both companies maintain a distinctly local focus in their hiring practices, though they remain flexible. “We hire local, not that we would be averse to hiring outside of local, but that has not presented itself recently,” Hamilton states. Johnston adds perspective 20 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
on succession planning: “Jamaica Freight is run by Anna, but Charles is the chairman. We would go locally and also look outside. It’s not definite as to who would run the company.” The culture emphasizes continuous improvement and customer service.“The effort is put on trying to delight the customer at all levels as much as we can,” Hamilton explains.“We’re always looking to innovate and trying to find ways to train the staff to ensure that the staff keeps as up to date as possible with what is happening.”This philosophy proves essential as digital transformation reshapes shipping, with technologies like blockchain and AI impacting the industry. WOMEN LEADING IN MARITIME BUSINESS Sue-Ann Johnston’s appointment marks a watershed moment in Jamaica Fruit and Shipping’s centurylong history.“I’m the first woman,” she states simply, acknowledging her groundbreaking role as CEO. The significance isn’t just about family succession— women remain underrepresented in global shipping leadership, making her position noteworthy in an industry where female executives hold less than 2% of senior maritime roles worldwide. 21 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED
Hamilton’s journey illustrates the magnetic pull of the shipping industry. “I entered the industry some years ago in sales. I remember someone saying to me early on,‘You will either fall in love with shipping or you will hate it so much that you will leave and never come back,’” she recalls. After seven years, she did leave, but the industry’s hold proved stronger than expected.“Even though I was gone, I was never really gone. I was always trying to find out what was happening in the industry.” Johnston provides crucial support for Hamilton’s leadership at Jamaica Freight. “She’s doing a great job. She’s had to hold her own,” Johnston observes, adding context about the challenging environment: “She’s in a very male-dominant industry.”This mutual support between the two female CEOs creates a powerful dynamic in Jamaica’s shipping sector, where women increasingly drive innovation and growth. FROM PANDEMIC GROWTH TO MODERN CHALLENGES The COVID-19 pandemic produced unexpected results for Jamaica’s shipping sector. “What was surprising—well, I don’t think it was surprising—most companies in the shipping industry saw significant 22 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
growth during the pandemic,” Hamilton reflects. “They did see growth because of the congestion that was being experienced. The freight rates were astronomical.” Container freight rates surged over 300% year-on-year in 2021, fundamentally reshaping industry economics. Post-pandemic dynamics present different challenges.“The freight rates have reduced, but the volumes have increased, and Jamaica has become more of a transshipment hub today than we were pre-pandemic,” Hamilton explains.“It’s been constant growth, and that has helped us because the carriers that we represent use Jamaica as a transshipment hub.” With 90% of Kingston’s port traffic serving transshipment needs, this positioning proves strategic as global container volumes maintained 7% growth through mid-2024. Infrastructure investments demonstrate confidence in future growth. “We’re currently in the process of upgrading our internal software platform that we use for customer interface and interface with the terminals and the ports,” Hamilton reveals.“We use a local platform called Advantum Agent. We should be launching the new and improved platform by the end of the second quarter into the third quarter.” Digital transformation remains critical as the industry adopts blockchain and AI technologies to enhance efficiency. STRATEGIC VISION AMID GLOBAL UNCERTAINTIES Current market conditions create both opportunities and concerns for Jamaica’s shipping sector. “Congestion is one issue, but I don’t want congestion to be portrayed as a negative because it’s a region that’s suffering from it,” Hamilton clarifies. “It does affect us because vessels then end up bypassing.” Regional ports face similar pressures as global disruptions at Suez and Panama canals force costly rerouting, with Cape of Good Hope arrivals surging 89% in 2024. 23 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED
PLACE HOLDER FOR JAMAICA PRODUCERS GROUP LIMITED Silver Sponsor 24 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
Regulatory modernization offers potential relief.“We are governed by the local customs act, which is being reviewed and revised. They did a new customs act recently, which is currently in parliament,” Hamilton explains. “Hopefully that will assist in modernizing our industry.” Government initiatives like the Global Logistics Hub Initiative aim to transform Jamaica into a logistics powerhouse similar to Dubai or Singapore, potentially increasing exports by 30% according to IMF projections. One looming uncertainty weighs on industry leaders. “Amazon is coming into Jamaica or is in Jamaica— we’re not sure at what level,” Hamilton reveals.“Most of us in the shipping industry are somewhat cautious about the entry of that giant into our small market.” E-commerce giants reshape logistics globally, with online sales reaching $6.3 trillion in 2024, fundamentally altering traditional shipping models. Looking ahead, Jamaica Freight maintains focused ambitions.“We’re looking to get more customers on 25 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED
board,” Hamilton states. “We are looking at how we can target more break bulk business at Port Esquivel.” After more than a century sailing Caribbean waters, Jamaica Fruit and Shipping Company and its subsidiary Jamaica Freight continue adapting to shifting tides. With women at the helm of both companies and strategic investments in technology and people, they position themselves to capture opportunities in an industry where change remains the only constant. 26 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
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PREFERRED VENDOR/PARTNER n Assurance Brokers www.websitename.com n Jamaica Producers Group Limited www.websitename.com n Shipping Services Group of Companies www.ssl.com.jm Shipping Services Group delivers vertically integrated logistics solutions refined over three generations. From agent to in-house brokerage, bonded and non-bonded warehousing, and modern WMS, our end-to-end control ensures unmatched efficiency and transparency. With deep local roots and strategic U.S. partnerships, we simplify Caribbean cargo flows with precision and care. n The Shipping Association of Jamaica www.jamports.com Established in 1939, the Shipping Association of Jamaica (SAJ) is a member-based organisation representing terminal operators, stevedoring contractors, and shipping agents - key players in the movement and logistics of cargo through Jamaica’s ports. With over 80 member companies, the SAJ partners with government and industry stakeholders to strengthen the shipping sector. 28 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
SMALL COM BIG PLANS RJ RUMS & SPIRITS AT A GLANCE RJ RUMS & SPIRITS WHAT: C aribbean craft brewery and spirits blending facility building Jamaica’s first new distillery in 25 years WHERE: K ingston, Jamaica WEBSITE: www.royaljamaican.com 29 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
MPANY, In an industry where centuries-old distilleries dominate Jamaica’s rum landscape, Rick Anand and his team are building something unprecedented. As co-founder of RJ Rums and Spirits, he’s creating what will become the island’s first new distillery in 25 years, bucking a consolidation trend that has reduced Jamaica’s distillery count from hundreds to just six operating facilities today. “We’re very small and we’re unique in the Caribbean PIONEERING A UNIQUE BREWERYDISTILLERY HYBRID THAT’S PUTTING LOCAL INGREDIENTS ON THE GLOBAL SPIRITS MAP 30 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
because we’re both a brewery and a blending facility,” Anand explains. “We’re about to build a distillery. We like to think of ourselves outside the box from mainstream competitors.” The company operates from a 22,000-square-foot facility in Kingston, acquired in 2020, with capacity to produce up to 600,000 cases of beer annually. Currently running at 60% utilization, the operation employs fewer than 100 people, with Anand being the only non-Jamaican staff member. “We like to use local ingredients wherever possible,” Anand explains.“Everything has been sort of crafted with that in mind for Brand Jamaica, keeping it small, keeping it craft, and making something a little different than some of the competition.” The approach includes sourcing ginger locally for their signature ginger beer and developing partnerships with local farmers for coconut-based products destined for global export markets. POST-PANDEMIC REALITIES: FROM LOCAL TO GLOBAL The COVID-19 pandemic exposed Jamaica’s tourism dependency while forcing RJ Rums to reimagine its distribution strategy. Before the crisis, Caribbean spirits producers relied heavily on local consumption driven by international visitors, a model that collapsed when travel restrictions eliminated tourist arrivals across the region. “The local market is pretty much solely dependent on tourism. With COVID it showed its ugly head because you lose tourism,” Anand recalls. “Basically, there’s a lot of countries except for the US that weren’t allowed to fly. So, we had to pivot as a small company like everyone else did.” The disruption coincided with broader Caribbean tourism challenges, as the region struggled to maintain visitor numbers that had reached 32.2 million in 2023, representing a 14.3% increase from the previous year. Anand’s response involved strategic geographic diversification. “We realized that you have to look way beyond the Caribbean to get your revenue streams in play to hopefully offset any of these world events,” he says. The company now operates in Canada, Australia, New Zealand, and the United Kingdom, with expansion plans targeting Africa. “We’re trying to go back to the origin of Jamaica. We’re going back to Africa. We’re trying to break into Africa and it’s not easy, but we’re trying to figure out some of those costs and challenges.” BUILDING COMMUNITY THROUGH EMPLOYMENT Jamaica’s employment market offers RJ Rums distinct advantages that contrast sharply with 31 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 RJ RUMS & SPIRITS
labor shortages plaguing North American markets. While craft distilleries across the United States and Canada struggle with worker retention and rising wage pressures, Anand finds himself in an enviable position within the Caribbean’s abundant talent pool. “We actually are a little bit spoiled in Jamaica. We do have a large, talented employee base, and in most of the Caribbean, not just Jamaica, you’ve got high unemployment,” Anand explains. “So, attracting workers is not a big issue. Finding the right ones that are willing to work, that’s a different story.” The advantage isn’t just about availability. With unemployment rates consistently higher than developed markets, Caribbean employers can access skilled workers who might otherwise migrate to higher-paying regions. 32 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
RJ Rums has cultivated a relationship-based culture that prioritizes retention over rapid turnover. “Because we’re a small company, we’re less than a hundred people, everybody kind of works together. They understand what needs to be done,” Anand says. “We don’t have layer upon layer in many departments. Everybody pitches in and gets the job done.” The approach proved resilient during the pandemic’s economic uncertainty.“During COVID, we never laid anyone off. We kept everyone on payroll even though we weren’t producing. So, the company took the hit on that.” Long-term employment relationships have become a hallmark of the operation. “Most of our staff stay with us and we have a small turnover every year, but nothing out of the ordinary. We’ve got employees now going on eight to ten years with us,” Anand notes. Brain drain remains a regional challenge, but the company’s community-focused approach has helped maintain workforce stability in an increasingly competitive global labor market. PRODUCT DEVELOPMENT AND MARKET TRENDS RJ Rums positions itself at the intersection of traditional Caribbean rum-making and emerging 33 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 RJ RUMS & SPIRITS
consumer preferences, particularly the growing nonalcoholic beverage segment. While the global craft rum market expands at 5.9% annually, driven by millennial demand for authentic, premium spirits, Anand recognizes opportunities beyond traditional alcoholic offerings. “The non-alcoholic space is growing, isn’t it? Very much so,” Anand observes. However, Caribbean adoption lags developed markets.“It’s obviously not as popular as some of the more G20 countries, but in the Caribbean and some of the other surrounding countries, it’s catching on, but nowhere near what it is in America or some other markets.”The challenge, however, does not just involve consumer acceptance but production economics and market positioning. “Non-alcoholic products are not necessarily any cheaper. They’re in fact more expensive to produce,” Anand explains.“So,you have to hit the right consumer, and you have to have the right demographics. It’s not something that you’re going to have somebody who’s low on the equity spectrum purchasing nonalcoholics when they could buy something that can give them that sensation of alcohol at a lower price.” Product innovation remains central to RJ Rums’ differentiation strategy. “We’ve got this new ginger
product, which is very unique, because most people drink it as a wine, but we’ve actually said, okay, let’s take it one step further and use things like lemongrass, which we get, and some of the local ginger,” Anand says. The company’s signature packaging includes three-dimensional bottles molded in lion shapes and transparent skull designs.“We are all a small batch. We don’t make anything in our spirit side that’s more than two to three hundred cases at one particular time.” BUILDING JAMAICA’S FIRST NEW DISTILLERY IN 25 YEARS Capital investment represents the next critical phase for RJ Rums as Anand prepares to break ground on what will mark a historic milestone for Jamaica’s spirits industry. While global distillery tourism generates billions in economic impact, with whiskey tourism alone valued at $19.17 billion globally, Jamaica has seen minimal new distillery construction for decades. Let Your Senses Take You There A premier supplier of quality flavours, fragrances and baking ingredients for beverage, baking, confectionary and ice cream manufacturers across the Caribbean. TEASE THE SENSES @caribbeanflavoursjm 226 Spanish Town Road, Kingston 11, Jamaica, W.I. (876) 923-5111 | (876) 923-8777 info@cffjamaica.com www.caribbeanflavoursjm.com “We are getting ready to bring in some investors, and we are going to be building the first new distillery in Jamaica for them in 25 years,” Anand confirms. The project leverages modern technology unavailable to Jamaica’s heritage distilleries, some dating back centuries.“We’re just looking at securing all our funding, trying to get the permits and all the permissions. Once that’s done, then we’re definitely moving forward with building a state-of-the-art distillery.” 35 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 RJ RUMS & SPIRITS
with a bar and everything else.We’ve got lots of plans coming up, and we hope to be a tourist destination,” Anand says. Kingston Harbor’s strategic location offers unique advantages. “The cruise ships come into Kingston Harbor, which is one of the world’s biggest harbors, and there’s the Bob Marley Museum, and there’s not a lot else. So, we definitely want to be on that firm footing where people could have a chance to see craft beer being made and spirits being distilled.” Sustainability drives much of the facility’s design philosophy. “Technology has changed greatly in the last two years so we are going to be taking advantage of solar power and a lot of new things that have never been around,” Anand explains. “There’s distilleries in Jamaica that have been around for a couple of hundred years, so we’re looking at some new innovation to really advance our product lines.” The ambitious vision will include tourism integration. “We’re even thinking of building an onsite restaurant 36 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
LIFELONG LEARNING AND COLLABORATIVE CULTURE Anand’s management approach involves authenticity and collaborative leadership driving successful small-batch operations. As global craft rum brands increasingly emphasize heritage narratives and artisanal production methods to attract premiumseeking millennials, RJ Rums builds its culture around inclusive decision-making and continuous learning. “We always say, no matter what, you never stop learning. Especially in our business, there’s always something to be learned from somebody else,” Anand explains. “That doesn’t matter if it’s from our general manager to somebody that cleans our tanks. You should always stop, listen and learn and talk and have an open dialogue and conversation.” The philosophy goes throughout the organization’s flat structure, where hierarchical barriers remain minimal. “We’re not an autocratic type of company. If somebody has something to offer, we stop and listen,” Anand says. “I always, as a company policy, make sure that we include all people that are involved with production or procurement as part of a solution. I think the people that are hands-on understand what really is required on a day-to-day basis.” Brand identity centers on craftsmanship rather than marketing complexity.“Our company logo says it all. The first word in our logo is craft, and that’s what it is. From our people to our craft beers and spirits, that’s the tagline really,”Anand notes.“It doesn’t have to be fancier than that because there is nobody else in our market right now that does that.” Looking ahead, Anand remains focused on sustainable growth within Jamaica’s expanding rum sector. While challenges persist, including supply chain dependencies and competitive pressures from established producers, RJ Rums’ unique positioning as both brewery and future distillery offers distinct advantages in an industry increasingly valued for innovation and authentic Caribbean heritage. 37 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 RJ RUMS & SPIRITS
PREFERRED VENDOR/PARTNER n Caribbean Flavours & Fragrances Limited (CFF) www.caribbeanflavoursjm.com Caribbean Flavours & Fragrances Limited (CFF) is the leading flavours and fragrance company in Jamaica. Our flavours are of the highest quality, and we are the creator of many of Jamaica’s beverages. In addition, we provide flavours for Jamaican’s leading ice cream and baking companies. Our value proposition is providing technical support as we take the customer from idea to market. 38 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
WESTSHORE MEDICAL PRIVATE HOSPITAL TECH PRESCRIPTION FOR TRINIDAD AND TOBAGO’S HEALTHCARE CHALLENGES best practices IN HEALTHCARE 39 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
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TECH PRESCRIPTI AND TOBAGO’S HE CHALLENGES WESTSHORE MEDICAL PRIVATE HOSPITAL AT A GLANCE WESTSHORE MEDICAL PRIVATE HOSPITAL WHAT: A 50-bed private hospital undergoing digital transformation from paper-based systems to AI-powered healthcare delivery WHERE: T rinidad and Tobago WEBSITE: www.westshoreprivatehospital.com HOW ONE TRI TRANSFORMA 41 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
ION FOR TRINIDAD EALTHCARE The premier hospitals of the Caribbean face an existential choice: embrace digital transformation or risk obsolescence. At Westshore Medical Private Hospital in Trinidad, Stephen King embodies this urgency. The 60-year-old Chief Operations and New Business Development Officer describes himself as “not the typical baby boomer,” and his ambitious plans prove it. While INIDAD HOSPITAL IS PIONEERING DIGITAL ATION TO TACKLE CHRONIC DISEASE AND RISING COSTS 42 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
the region grapples with a 10-year lag in digital health fundamentals, King is architecting a radical departure from traditional hospital operations. “It’s interesting for me that where I sit is between the technology business and developing new businesses and services,” says King, whose title change in 2024 signals Westshore’s strategic pivot. “Recently the board changed my title from Chief Operations Officer to Chief Operations and New Business Development Officer, which is important because it’s a very different focus. Instead of looking at the facilities, we are really looking at the business, its efficiencies, systems, and how to differentiate Westshore.” The hospital’s current state reveals the magnitude of change ahead. Despite housing 50 beds, three operating theatres, and partnerships with specialized units like the Advanced Cardiac Institute, Westshore still operates on paper-based systems.“EMR, online scheduling, telemedicine, nothing, zero,” King states bluntly about the technological infrastructure after more than two decades of operation. This gap becomes more striking considering Trinidad and Tobago’s relatively high financial inclusion rate of 80.8 percent, well above the Latin American and Caribbean average, and the government’s establishment of a dedicated Ministry of Digital Transformation in 2021. FROM PAPER TO ONLINE PORTAL Westshore’s digital transformation centers on an ambitious portal that reimagines patient engagement. Rather than a conventional website, King envisions a sophisticated platform hosted on Amazon Web Services or Microsoft Azure that fundamentally changes how patients interact with healthcare services. “I go to a website, any of the hospital websites, I really don’t know what may be wrong with me. And then there’s a list of endocrinologists, cardiac surgeons, and it’s not patient centric,” King explains.“What are your symptoms? That’s a good starting point. So, what I’m trying to do is build this. When you come to our digital portal, you are going to be educated, you are going to establish your risk factors along the chronic diseases of Trinidad and the region— diabetes, hypertension, high blood pressure.” The portal is more than a technological advancement. With the Inter-American Development Bank estimating that 15 percent of deaths in low and middle-income countries could be prevented through digital healthcare transformation, King’s approach addresses both immediate patient needs and systemic healthcare challenges. The platform 43 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 WESTSHORE MEDICAL PRIVATE HOSPITAL
will integrate artificial intelligence tools for risk assessment, pushing patients toward appropriate care pathways based on their profiles. “The main issue at this stage is using the web portal to educate the patient, bring business, and of course make electronic health records available to the person should they have to go to public healthcare afterwards or another specialist,” says King.“A lot of people don’t take their records with them, and they end up spending more money redoing things that were done previously. Can’t remember when they did the CT scan, so they went under another one.” 44 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
THE FAMILY MEDICINE CLINIC MODEL Central to Westshore’s transformation is the establishment of a family medicine clinic that breaks from the hospital’s traditional tenant model. Launched in February 2024, the clinic represents Westshore’s first wholly owned medical service, giving King direct control over implementing digital innovations. “I’m looking at it differently because we can’t control the patient or the doctor, even when it comes to setting up electronic medical records,” King says of the traditional specialist model. “It’s a messy, old model which needs to be changed. The traditional Westshore specialists aren’t even using any of the basic tools like scribing, speech to text, to medical notes and coding. They are still scribbling with a pen. It really shocked me as the premier hospital in Trinidad and Tobago.” The clinic serves as the testing ground for Westshore’s broader ambitions. King has implemented OpenEMR, an open-source electronic medical records system. “We’ve customized it significantly. I chose OpenEMR because it’s open source, it’s a vibrant community, and we have access to do whatever we want,” he explains. Beyond basic digitization, the clinic anchors Westshore’s expansion into telemedicine and home healthcare services. King’s vision includes remote point-of-care diagnostics and traveling nurses equipped with portable devices, innovations particularly relevant as the Caribbean population ages and chronic disease management becomes increasingly critical. 45 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 WESTSHORE MEDICAL PRIVATE HOSPITAL
“Now that I’ve got that hub, I’m looking for things like breast density diagnostics for breast cancer, which does not need a radiologist in any form or fashion,” says King. “Those types of new diagnostic tools that the clinic can use are going to be another differentiating factor.” RESHAPING HEALTHCARE ECONOMICS King’s most innovative initiative involves partnering with Guardian Group, Trinidad and Tobago’s largest insurance company, to create a co-branded wellness policy that flips traditional insurance models. Rather than waiting for illness, the partnership emphasizes preventive care to reduce late-stage treatment costs. “If it had been found at eight, that’s a different cat and fish,” King says, referring to his own prostate cancer diagnosis that revealed a PSA level of 22.8. “The insurance companies therefore don’t have that late-stage treatment, and late-stage treatment is 300,000 TT dollars. And that’s done here. So I have built the proof of concept.” The partnership addresses a critical gap in Caribbean healthcare financing. While Trinidad and Tobago historically spent only 3.75 percent of GDP on healthcare compared to the regional average of 5 46 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
percent, the wellness approach could significantly reduce costs for both insurers and patients. The policy would include annual executive medicals, blood tests, clinic consultations, and specialist referrals, all aimed at early detection. “Normally it takes two or three meetings before you get the VP warmed up. This was different,” King recalls. “Guardian Group just happened to mention what I was working on, and the VP said, ‘Get a meeting.’ That’s not usual.” International partnerships also fuel Westshore’s transformation. Frank Kreel, introduced through the British Commission Trade Desk, has become a key advisor, connecting King to global health technology innovations. “He goes to all the conferences and expositions. He’s been helping me quite a lot, giving me free guidance,” says King. During a scholarship trip to India, King discovered advanced telehealth systems and point-of-care devices that could transform Caribbean healthcare delivery. AI-POWERED PATIENT MONITORING King’s experience as a patient at Westshore revealed critical gaps in the hospital’s technological infrastructure. During his prostate surgery recovery, he watched nurses manually record vital signs every hour, a practice that belongs in the past, not in a premier Caribbean hospital. “I realized that the patient monitors were low level. They had to come in and write down blood pressure, literally come in and write down everything every hour,” King recalls.“But you’ve got patient monitoring systems that keep track of that. So you just download a file.” His solution involves implementing centralized monitoring systems from General Electric and Mindray that incorporate artificial intelligence modules.These systems represent a significant leap forward, particularly given that only 18.7 percent of US hospitals had adopted any form of AI by 2022, placing Westshore at the forefront of regional innovation. “GE and Mindray are using AI modules to be predictive. It will be able to look at many different 47 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 WESTSHORE MEDICAL PRIVATE HOSPITAL
variables and see them change where a human just can’t compute that,” King explains.“It can predict you are going to have a crash, not wait till it is crashing. That sort of early warning software embedded stuff excited me.” The financial model for this technology highlights King’s innovative approach. Rather than large capital expenditures, he’s negotiating subscription-based partnerships that ensure continuous upgrades. “As GE’s equipment advances, we advance. After three years, they changed the equipment. We’re still paying them a monthly fee,” he says. “That’s a different partnership model with GE that I’m trying to achieve. In Trinidad, that is not the normal model.” PERSONAL EXPERIENCE DRIVES PROFESSIONAL INNOVATION King’s push for technological advancement gained personal urgency following his 2024 prostate cancer diagnosis. The experience exposed him to both the limitations of traditional invasive surgery and the unrealized potential for minimally invasive procedures in Trinidad and Tobago. “There was a spinoff because the scarring needed to be removed and blocked my urinary tract. So, I recognize that there’s a dependency at most hospitals on invasive surgeries,” King reflects. “That spun me into researching what are the alternatives. And in Trinidad and Tobago, there are very few noninvasive or minimally invasive surgeries happening, which surprised me.” His research revealed a troubling pattern. Despite evidence showing comparable outcomes, surgeons rarely discuss noninvasive options with patients. “The noninvasive surgeries, I looked them up and they’re just as good. However, the surgeons aren’t going to tell you that,” he states. “There’s a lot of negatives to invasive surgery, especially when it comes to the prostate.” The experience reinforced King’s determination to modernize Westshore’s approach to care delivery. His interest in robotic surgery, sparked through Frank Kreel’s introduction to CMR’s British robotic systems, represents part of this vision. While cost considerations have temporarily shelved the robotic 48 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
surgery initiative, King maintains the connections and continues exploring alternatives. “Frank actually came down here, did a presentation for all our doctors. They were very happy,” King says. “The difficulty was the cost of equipment. So that’s on the back burner, but I still have that network with Frank, and he introduces me to other people and keeps growing depending on our interest.” This personal journey through the healthcare system as both executive and patient provides King with unique insights into the transformation Westshore needs. THE ROAD AHEAD: CHALLENGES AND OPPORTUNITIES Despite King’s ambitious vision, implementing change at a 23-year-old institution presents significant challenges.“I don’t like bureaucracy at all. I’m used to a smaller outfit that makes decisions and moves, not asking permission,‘What do you think?’” King admits. “Because a lot of the time they don’t know what to think. It really is how you pitch it to them, which is sort of counterproductive because the bureaucracy isn’t a value-add. It’s a hindrance along the way.” 49 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 WESTSHORE MEDICAL PRIVATE HOSPITAL
PREFERRED VENDOR/PARTNER n GMD Healthcare www.gmdhealthcare.com GMD Healthcare is specialized in products of Diagnostic Imaging, Ultrasound, anesthesia and service support in the healthcare industry. Is part of Global Médica, a multinational group with operations in the Caribbean, which for more than 39 years has been an authorized distributor of General Electric Healthcare. The Support and Technical Service team forms the complement of our entire advice and sale process. through targeted digital marketing campaigns. Plans for specialized services, including diabetic wound care facilities, align with Trinidad’s chronic disease burden. The co-branded insurance product with Guardian Group awaits final approvals. “I tend to be very busy and easily distracted,” King acknowledges with characteristic candor about his working style. Yet his energy and vision position Westshore at the vanguard of Caribbean healthcare transformation.As the region races to close its digital health gap, King’s initiatives offer inspiration for private hospitals seeking relevance in an increasingly connected world. The board chairman has urged King to focus on achievable short-term goals rather than his expansive long-term vision. “The chairman says to me, ‘You are very eloquent. You put across ideas, and you seem to be able to bring someone that has no idea of technology along with you.’ He says, ‘But focus, Stephen, focus,’” King recounts. “My projects are so wide, they are all interconnected. But he is saying “focus on what you can achieve over the next three months.” King has developed a roadmap that balances immediate wins with transformational change. The family medicine clinic continues growing its clientele 50 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
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