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Ramesh Moochikal, CEO, AIF, 0
Food insecurity in Africa is an age-old struggle. As of January 2025, there were an estimated 61.6 million food-insecure people in East Africa alone. The causes of food insecurity in the region can be traced back to everything from poor agricultural infrastructure to Never-ending conflicts and political instability. This malnutrition crisis in Africa sheds light on the intensity of the endeavors of Africa Improved Foods (AIF), a movement dedicated to ending malnutrition, hunger and poverty in Africa. Since its inception in December 2016, AIF has been helping people maximize their potential through improved nutrition with affordable, high-quality, and locally sourced foods. Given its history of reducing poverty, creating jobs, and tackling malnutrition head-on, the company is definitely more than just a food manufacturer. Today, AIF delivers meals to 1.5 million children and pregnant mothers per day. We recently interviewed the man at the helm of AIF, Ramesh Moochikal, the company’s CEO and a visionary leader. Below is an excerpt from our conversation.
From XLRI Jamshedpur to Africa and then Africa Improved Foods. Tell us about this journey.
After kick-starting my professional journey in India and working there for three years, I moved to Nigeria and joined Olam International, a promising startup in 1992. Over the next 28 years, I grew with the company, eventually serving as its President for the Africa region. AIF appealed to me as my next destination as it was driven by a shared purpose—eradicating child misery. The ability to create large-scale, tangible impact resonates deeply with my leadership and commercial expertise. AIF offers a unique platform solely dedicated to transforming lives. Unlike a traditional NGO, it operates as a profitable entity, exemplifying a rare but ideal Public-Private Partnership (PPP) model that drives meaningful change wherever it goes.
Africa has long faced nutritional issues. What are the present-day challenges in the market?
With a growing population and ongoing food shortages, more and more children are being affected. Unfortunately, the government support and funding remain limited. At the same time, uncertainty around the US and EU policies is making it even harder for the development sector to access financing—putting over 400 million Africans with no income in an increasingly difficult situation. In response, AIF is stepping up its efforts to expand its impact and drive meaningful change during these challenging times.
How is Africa Improved Foods solving Nutrition challenges in the region?
Currently AIF, at full capacity, is delivering meals to 1.5million children and pregnant mothers PER DAY. The
delivery mechanism is via the WFP, UNICEF, UNHCR, CRS and Red Cross. The Government of Rwanda is a very efficient and capable partner in this deed. The food we manufacture, by design, is a preventive measure against stunting.
As a business leader, what leadership and mentoring strategies do you use?
Visioning is the foundation. In collaboration with the founder and board-representing shareholders, I played a key role in shaping the Vision and Mission of the business. From there, our eight-member team meticulously developed the strategy, outlining its core elements and defining deliverable outcomes that have been cascaded across the organization. To ensure successful execution, leaders requiring support are being guided through this transformative growth journey. Additionally, a personal coaching initiative spanning 6–8 months is in place to equip three critical leaders with the skills and mindset needed to embrace this ambitious corporate expansion.
Going forward, where is the industry headed, and how do you perceive the technology intervention?
Tech is already playing a huge role in upgrading the various aspects of this supply chain. From bettering the monitoring and analysis of farmer data to the control of input quality, onward to the modern processing in what is easily the best food processing plant in Africa to the complex delivery to the buyers, are all benefitting daily from tech inputs and upgrades. The industry is surely set on getting the basics right because the origin sourcing starts with the small-scale farmer bettering his practices and getting better yields. This needs serious support from the small, poor farmers who are central to all farming solutions in Africa. Getting him better seeds, better and cheaper inputs, training him with skills to practice good agricultural practices as well as bringing the market at a fair price to his doorstep will all take a serious commitment to technology. Well-directed and funded tech startups can help achieve this. Technology and manufacturing are well married, so that is in place already.
Also Read: Kirsty Coventry's Vision for the Future of IOC
What would be your advice to budding leaders in the industry?
Repairing and maintaining the basics ensure sustainable growth. Tackling challenges in manageable portions prevents overwhelm—solving problems incrementally is far more effective than attempting to overhaul everything at once. True progress lies in alignment—bringing all stakeholders together to build consensus and drive collective action. Engaging policymakers is crucial; positioning your business as a solution to their existing challenges establishes trust and opens doors for collaboration. Rural communities and young minds require support, making it imperative to join forces in crafting impactful solutions. Ultimately, execution is what transforms ideas into reality—while planning is valuable, only a fraction of well-formed strategies see successful implementation. To truly make a difference, more hands and focused energy must be directed toward action.
As a business leader, what leadership and mentoring strategies do you use?
Visioning is the foundation. In collaboration with the founder and board-representing shareholders, I played a key role in shaping the Vision and Mission of the business. From there, our eight-member team meticulously developed the strategy, outlining its core elements and defining deliverable outcomes that have been cascaded across the organization. To ensure successful execution, leaders requiring support are being guided through this transformative growth journey. Additionally, a personal coaching initiative spanning 6–8 months is in place to equip three critical leaders with the skills and mindset needed to embrace this ambitious corporate expansion.
Ultimately, execution is what transforms ideas into reality—while planning is valuable, only a fraction of well-formed strategies see successful implementation.
Going forward, where is the industry headed, and how do you perceive the technology intervention?
Tech is already playing a huge role in upgrading the various aspects of this supply chain. From bettering the monitoring and analysis of farmer data to the control of input quality, onward to the modern processing in what is easily the best food processing plant in Africa to the complex delivery to the buyers, are all benefitting daily from tech inputs and upgrades. The industry is surely set on getting the basics right because the origin sourcing starts with the small-scale farmer bettering his practices and getting better yields. This needs serious support from the small, poor farmers who are central to all farming solutions in Africa. Getting him better seeds, better and cheaper inputs, training him with skills to practice good agricultural practices as well as bringing the market at a fair price to his doorstep will all take a serious commitment to technology. Well-directed and funded tech startups can help achieve this. Technology and manufacturing are well married, so that is in place already.
Also Read: Kirsty Coventry's Vision for the Future of IOC
What would be your advice to budding leaders in the industry?
Repairing and maintaining the basics ensure sustainable growth. Tackling challenges in manageable portions prevents overwhelm—solving problems incrementally is far more effective than attempting to overhaul everything at once. True progress lies in alignment—bringing all stakeholders together to build consensus and drive collective action. Engaging policymakers is crucial; positioning your business as a solution to their existing challenges establishes trust and opens doors for collaboration. Rural communities and young minds require support, making it imperative to join forces in crafting impactful solutions. Ultimately, execution is what transforms ideas into reality—while planning is valuable, only a fraction of well-formed strategies see successful implementation. To truly make a difference, more hands and focused energy must be directed toward action.