What It Takes to Last a Quarter-Century in Flowers – A Conversation with Kisima’s GM

As Kisima Flowers celebrates 25 years of growth and transformation, the farm stands as one of Kenya’s most enduring success stories in floriculture. From its pioneering beginnings in Timau to its current position as a modern, sustainability-driven producer of premium roses and summer flowers, Kisima has evolved alongside an industry that has itself undergone profound change.

At the heart of this journey is General Manager Craig Oulton, an experienced agronomist whose career spans decades across Kenya’s horticultural sector. In this interview, he reflects on Kisima’s evolution, the resilience of the flower industry, and the values of integrity, innovation, and long-term thinking that continue to shape the farm’s future.

1. What does the 25-year journey of the farm mean to you personally?

For me, these 25 years demonstrate the importance of staying true to your systems and strategy. If you remain consistent and don’t veer off the path you’ve chosen, you will get it right.

What stands out most is our commitment to doing things properly—without taking shortcuts. That has been the foundation of Kisima’s growth. We believe in being direct, honest, and transparent in everything we do.

Ultimately, these 25 years reflect our integrity. They show that we have stayed true to our values, and that is why we are still here today—strong and continuing to move forward.

2. Take us through your journey in horticulture

My journey began in the 1980s when I entered horticulture in Kitale, Mount Elgon. I started as a junior apprentice manager, overseeing the cultivation of various Horticultural crops and over time,  transitioned into growing roses—specifically spray roses, which were the main variety at the time. I spent five years there building my foundation in the industry.

In 1994, I joined Sian Roses as a manager, based at their Winchester farm. After several years, I moved on to Panda Flowers in 2000, where I worked with their team during the setup phase. My time there was short-term, as it was a contract role.

I then worked with Oserian which became my link to Kisima. In this role, I served as a rose consultant for out growers, traveling across Kenya and Tanzania to support their operations.

In 2003, I was approached by Homegrown to join Sulmac in Naivasha, which later became Kingfisher. I took on the role of General Manager at Kingfisher Farm, and later became General Manager for the Naivasha region under Flamingo. The business transitioned to Finlay’s, where I also worked, before returning to Flamingo ownership.

In 2015, I left Flamingo and joined Harvest Flowers in Athi River in a support capacity. Then, in 2017, I moved into my current role.

3. Having been in the Horticulture industry for such a long time, what can you say about the flower industry?

I see the floriculture industry as both dynamic and fascinating. What stands out most to me is the people—Kenya, and Kenyans in particular, are incredibly fast learners and great to work with. A big part of the industry’s success comes down to that. Beyond what happens within individual farms, the broader culture in Kenya has played a major role in shaping a thriving sector.

At the same time, the industry has become more complex. In some ways, that’s positive—there’s greater awareness, better practices, and a push toward reducing pesticide use, which I fully support. But with that progress comes added pressure and complexity.

The changes over the years have been remarkable. When I started, we didn’t even have telephones, let alone mobile phones. Communication was slow—fax machines were a big step forward at the time. Today, communication and access to knowledge are far more advanced, which has improved efficiency but also introduced new challenges. Every organization is trying to close gaps and improve systems, but we must be careful not to become overwhelmed.

One of the risks is getting caught in constant reaction mode. Every day brings new requirements and new ways of doing things. While these are often necessary, innovation requires space and clear thinking. If we are always chasing problems, innovation turns into crisis management—and that is not sustainable. As managers, we have to create room for forward thinking and prevent that cycle.

Kenya’s infrastructure has improved significantly over the years. Roads are better, and airport systems are far more efficient. I still remember personally driving a few boxes of flowers to the airport—something that really highlights just how far the industry has come today.

In many ways, the industry has grown up. Over the past 35 years, it has evolved from its infancy into a mature, well-developed sector. And with that maturity comes responsibility and higher expectations.

The flower industry is resilient—especially in Kenya. It has adapted to change because of strong farmers and managers who are willing to evolve. Looking ahead, I believe the future is promising, but we must remain disciplined. Too many businesses fall into the trap of speculation instead of committing to clear, long-term strategies. We need to plan carefully, stay focused, and act with maturity in how we grow.

In a nut shell, the industry has developed tremendously—it is stronger, more complex, and more resilient than ever before, but its continued success will depend on how well we balance innovation, discipline, and long-term thinking.

4. What has kept you motivated throughout your career?

My driving force, after all these years, comes down to a genuine passion for what I do. I truly enjoy the work, and every successful project brings a sense of pride—not just for me, but for the team I’ve built along the way.

What motivates me most is seeing a project through from start to finish and achieving success. I don’t dwell too much on the past, because this industry moves quickly. You have to stay forward-looking and constantly anticipate what’s next.

I’m always trying to look ahead—to see where we can go and how we can improve—because in this industry, the margin for error is small. In many ways, it’s like playing a game of chess; you have to think several moves ahead and approach each decision with the mindset of a grandmaster.

5.How would you describe your leadership style?

I believe in creating a strong culture. Good management allows you to shape organizational culture—and when you build a strong, positive culture, you are already more than halfway toward achieving a successful business.

Throughout my career, I have primarily worked in management within the horticulture sector and over time, I’ve come to see management not just as a role, but as a discipline that must be continuously learned and refined. Success is not only about how capable you are as a manager, but also how you are perceived within the industry. I’ve developed my management approach through experience, learning as I progressed.

6.What role does innovation play in your work?

It is essential. I encourage new ideas, especially from younger team members. Whether it’s drones or AI, I believe we have to try things out because I could say, “We’re not going to have drones in our greenhouse, we’re not going to have this kind of AI thinking.” But if I do that, then Kisima doesn’t move forward. I have to take on board all the ideas that are given to me.

 In fact, we hold brainstorming sessions where I say, “Give me your ideas—what do you think would improve this farm?” and for me, that is the future. We have grown with the industry over the last 25 years, and our direction now is clear; to embrace innovation, not to hold it back.

7.What legacy would you like to leave behind? And What are your Future plans?

I would like to leave behind a culture of passion, integrity, and openness to growth. It’s important to me that the people I’ve worked with—especially the younger generation—are empowered to step up and succeed, with the right tools and mindset. We’ve done our part and never shied away from challenges. If the next generation can build on that foundation and take it even further while holding onto the right values, then that is a legacy worth leaving.

As for my future plans, I intend to remain in the industry for as long as I can contribute and as long as the industry will have me. I’m not slowing down. I see myself as a guest in this industry—yes, I earn a salary, but more importantly, I’m here to add value and do my part.

Craig Oulton, General Manager Floriculture at Kisima. He is recognised legend in Kenya floral business, with over thirty years’ experience.