In the Farmer Mentor episode, Jeremiah Jotam, founder of Basadi Agribusiness, shared his experience in creating a sustainable farm through diversification. He demonstrated how incorporating rabbit production, gardening, and slaughtering services created a closed and profitable model in Gauteng.
A career in agriculture was not initially planned for Jeremiah Jotam. His journey began in 2012 when, while studying social work, he took a temporary job at a slaughterhouse, performing basic temperature and quality checks. This experience later changed the direction of his professional development.
After working at both large and small slaughterhouses, Jotam gained knowledge in production, shipping, and quality management, and developed an interest in owning a slaughterhouse owned by a Black entrepreneur.
Today, he serves as the director of Basadi Agribusiness—a diversified enterprise in Carletonville, Gauteng, that combines livestock processing, rabbit production, gardening, slaughterhouse services, and consulting. The business was registered in 2019 and gained momentum after Jotam leased a slaughterhouse around 2023.
Instead of relying on a single product or market, Jotam focused on developing additional income streams around the company's existing infrastructure and resources.
Rabbit production remains a vital part of the operation, but the facility is also capable of processing ducks, quail, turkey, and chicken. The slaughterhouse is open to the public, generating additional revenue that helps sustain the facility's operations.
Approximately nine hectares of land are also used to grow spinach and kale. Water and byproducts from the slaughterhouse are integrated into broader agricultural activities, aligning with what Jotam calls a more sustainable and cyclical approach.
Jotam advises growing farmers aiming for growth that the first step is understanding the volume required for the enterprise to become profitable. For instance, water is used in the processing at the slaughterhouse, and available land supports gardening. Developing ancillary activities can shorten the time to profitability instead of waiting for one activity to cover all operating expenses.
Jotam also found niche markets for rabbit products, including the pet food market, where demand for raw materials and specialized ingredients created an additional sales channel for rabbits.
Partnerships have also contributed to business expansion. Jotam mentioned that one client provided a loan of less than 100,000 rand, which allowed the business to service its delivery truck and set up irrigation. This arrangement benefited both parties: the client gained access to fresh meat and vegetables, and the farm received support to strengthen its operations.
While added value can open new markets, Jotam warns farmers not to rush into processing before the core business becomes profitable. Complex processing requires proper infrastructure, hygiene and sanitation systems, protective gear, audits, and certification. These requirements entail additional costs that must be maintained over the long term.
He advises: 'First, become profitable in your core agriculture, and then move to secondary processing.' 'Processing can bring more reward, but the risk is also higher.' For Jotam, the processing facility should be viewed more as a tool for generating income rather than as a business in itself.
He emphasizes the importance of volume, stating: 'Volume, volume, volume,' because the facility can only remain viable with a sufficient flow to cover salaries, maintenance, certification, and other fixed costs.
Jotam identified three principles guiding his business: continuous improvement, operational efficiency, and partnership. Currently, the enterprise supplies spinach and kale to clients, with demand reaching about 1,500 bunches per week. To ensure year-round supply, the company acquired four greenhouses as part of a partnership and is also considering increasing production and subsequently building added value.
In Jotam's view, growth is ultimately achieved by building a track record, efficiently utilizing existing resources, and forming partnerships that strengthen the business. He concludes: 'Once you can become fundable, and you get funding, you will be able to scale your business.'