Stephanie De Wit is establishing a corporate office in Cape Town, marking a strategic return to South Africa after six years of building a fruit export operation in Morocco.
The expansion follows the growth of Agri Bianco, an export firm De Wit founded in 2020. The company currently ships citrus, blueberries, avocados, watermelons, pomegranates and peppers to more than 15 countries. In the citrus category alone, the operation is approaching the million-carton milestone, with current exports totaling 800,000 15kg boxes.
De Wit’s entry into the Moroccan market occurred by chance during a business trip for a former employer. After being recruited by a local firm, she remained in Marrakesh following the sale of that company to launch her own venture.
Upon arriving in Morocco, De Wit identified a disconnect between the region’s high production capacity and its export methodology. While noting the country’s advantageous geographic proximity to European markets and the ambition of its producers, she observed a lack of structured programs and brand positioning. Agri Bianco was established to fill this gap, implementing disciplined export frameworks designed to meet the rigorous requirements of European retail buyers.
Integration of South African Export Standards
The operational model for Agri Bianco is rooted in De Wit’s upbringing in Ladismith, Western Cape. She attributes her ability to manage the complexities of the Moroccan agricultural sector to her early exposure to the South African citrus value chain and the lessons learned from her father’s farming operations.
De Wit notes that the South African industry is characterized by a data-driven, disciplined approach to exports. This structural backbone, combined with her experience in the UK, Spain, and Australia, provided the technical foundation necessary to implement structured supply programs in North Africa.
She specifically cites the resilience of South African growers—such as those supplying MMG Citrus—as a primary influence on her leadership. Observing how these producers maintained export quality despite currency volatility, rising input costs, and logistical failures informed her approach to risk management and long-term planning.
Navigating Cultural and Gender Dynamics
The transition to the Moroccan business environment required a shift in operational philosophy. De Wit describes a fundamental difference between the process-dominant systems of South Africa and the relationship-driven nature of Moroccan commerce, where trust and personal connections often precede formal systems.
Adaptation required a strategy of observation and respect rather than the wholesale importation of South African systems. De Wit emphasizes that her integration into the local market depended on listening to stakeholders before attempting to implement structural changes.
Entering a male-dominated agricultural sector presented additional barriers. De Wit states that establishing credibility in this environment required a consistent demonstration of competence and composure to earn the trust of local partners and producers.
The Development of the Lady M Brand
As part of the company’s evolution, De Wit launched the Lady M brand. The brand is designed to move the company beyond the role of a commodity exporter toward a recognized identity associated with quality and consistency.
The name “Lady M” is intended to reflect the character of Morocco, which De Wit describes as having “royal blood” originating from the Kingdom. However, the brand’s operational standards—specifically its focus on long-term customer programs and quality control—are derived from the structured export environment of South Africa.
The current opening of the Cape Town office is intended to facilitate the integration of supply between the northern and southern hemispheres. De Wit has stated that the company’s next phases involve strengthening the Lady M citrus portfolio and expanding the brand into additional commodity categories.
