Asaph Akunda was 16 when he left school. His parents couldn’t afford the fees, so he worked the family farm and construction sites to help support his younger siblings. Now 28, he leads Value Crown Agro Processing, a Ugandan agribusiness that removes middlemen and offers small-scale farmers better prices for their crops.
From subsistence farming to startup founder
Akunda grew up in a farming family where growing food was the only income. After high school, he joined an entrepreneurship program in Uganda that encouraged participants to spot problems in their communities. The struggles he had witnessed firsthand—families stuck in cycles of low pay and unreliable markets—kept coming to mind.
“I was exposed to an entrepreneurship programme that supported self-discovery,” he said. “I kept coming back to my own family and background, and that’s when the idea took shape.”
Middlemen set prices, leaving farmers with $1 a day
In Uganda, 80% of the population works in agriculture, with 61% being small-scale farmers who earn about $1 daily. Middlemen determine the prices, often paying far less than the crops’ actual value. Akunda’s company buys directly from farmers, processes the goods in its own facilities, and sells the finished products locally and abroad.
“Profit-driven middlemen dictate prices, squeezing farmers into poor living standards despite their hard work,” he said. “We eliminate them entirely and connect farmers directly to producers.”
The company also trains farmers in climate-smart agriculture, post-harvest handling, and non-chemical fertilizers. Solar-powered drying systems in farmers’ fields reduce spoilage and help adapt to changing weather patterns.
Farmers earn more, but trust builds slowly
Value Crown Agro Processing began with a simple goal: pay farmers more than middlemen did. The approach worked—those who switched earned higher, steadier prices. Trust, however, didn’t come quickly.
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“Middlemen’s pricing is unreliable and constantly shifting,” Akunda said. “We keep farmers informed about pricing, market conditions, and seasonal changes, along with training on post-harvest handling.”
The company also provides seed loans at the start of planting season, which farmers repay after harvest without pressure. Its products include spices like turmeric, ginger, and moringa, as well as grains such as beans, which are stored and sold when prices increase.
Expanding the business has been difficult. Akunda said securing funding is the biggest hurdle. Investors, he believes, would speed up growth.
A successful model at scale could change how small-scale farming operates in the region. Most farmers depend on middlemen not just for sales but for market access—something Akunda’s company plans to replace. The challenge lies in whether infrastructure and capital can match the ambition.
His advice to young Ugandans considering a similar path: “Three years in, I can say our network is everything,” he said.
Efforts like these could reshape local economies, much like arts in Madagascar have shown potential for growth in other sectors.
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