Olympic Fruit has been in business for 25 years. Nothing unusual, it seems, until we spoke to Thijs and Lennart van den Heuvel about this Dutch company’s seemingly almost historic developments. The introduction of seedless grapes at the Dutch supermarket group, Albert Heijn, for example. But also plans that, at the time, were visionary and are only now becoming a reality.

For instance, as early as the early 2000s, Thijs was already actively involved in designing new agro-logistics business parks that closely resemble the current Dutch Fresh Port. And the development of Fruitpacking District, the new urban district being built on the old trading center, where he bought out seven neighbors. “I drank plenty of coffee,” Thijs begins. Here is a joint interview with Thijs and Lennart.

© Olympic Fruit

The name Olympic Fruit quickly brings Greece to mind. How did specializing in that region come about?
Thijs: “I began trading in 1973. My brothers focused on Italy, France, and later Spain. Back then, most overseas trade was still in the hands of the large importers from the Rotterdam citrus auction. Greek trade went through intermediaries in Munich. I saw opportunities there.”

Thijs learned the language and, in 1983, visited Greece for the first time. There, he developed a close partnership with supplier Georgos Balakanakis. So close, in fact, that Thijs even served as a witness at Georgos’ wedding. “His warehouse was called Olympic Fruit – Balakanakis. We put that name on our boxes,” says Thijs. What followed was a growing presence of Greek products in retail. He set up retail specifications, like small, barcoded packages, and was the first to introduce food safety standards among Greek suppliers. “I also brought Balakanakis into the retail sector.”

“In the early 1990s, we brought the first seedless Greek grapes to the European market. In 1992, we introduced Thompson Seedless grapes at Albert Heijn. They cleverly positioned it as a convenience product, and grape sales doubled. It was hugely successful. Soon, Delhaize, Carrefour, ICA, Migros, and even Esselunga in Italy followed suit. The latter was quite remarkable. Italy is, of course, a grape-growing country par excellence, but at the time, it grew hardly any seedless grapes. That gave us a very strong position,” Thijs explains.

“In 1998, I launched 500g lidded containers. Until then, you usually bought grapes loose on the shelf. Seeded grapes were still the largest market segment and were often sold unpackaged. The lidded containers changed that; the new packaging was logistically more efficient and more hygienic. But not everyone was immediately enthusiastic. ‘Every pair of scissors you put into such a beautiful bunch of grapes cuts straight through my heart,’ Balakanakis senior told me. It was a hit, though, quadrupling grape sales.”

“That all happened while I was working at Hagé and The Greenery. In 2001, I left The Greenery by mutual agreement and founded Olympic Fruit,” Thijs continues.

How was that?© Olympic Fruit
Thijs: “We started with four of us – Adries Verloop, Lex Beije, Eddy Kreukniet, and me – in a little 80 m² office. We had a three-year non-compete clause, so we initially had to focus outside the Benelux. However, I’d built a good relationship with Albert Heijn. So, after some tough negotiations, an exception to that non-compete clause was granted, and we were off to a flying start.”

“In 2003, we moved to a larger building, the former Bakker Barendrecht location, where Rungis and Job-AGF are now. Suddenly, we had access to a 4,000 m² warehouse and office space for 100 employees. It was far too big for us, so I leased out part of the warehouse and half of the office space. But we grew rapidly, so we moved again a couple of years later.”

“On March 18, 2005, Lennart drove the first pile for our new building. I didn’t want a ‘standard produce warehouse,’ like everyone else. The building was designed with cutting-edge logistics solutions, including scanning equipment on forklifts and push-back racking. That was innovative for the time. When we opened, we had 38 loading docks and could accommodate over 100 trucks.”

“I then started a packaging facility with Lizette Helmer. I had good connections with the then C1000 from my time at Hagé, so we started packing citrus fruits for them. Business was booming. With this venture, we reached €100 million in revenue and went from 80 m² to 12,000 m² within five years.”

Your other activities were moving fast, too, right?
Thijs: “Right. In 2008, we acquired Hoofdman-Roodzant. That was a fantastic opportunity, because Hoofdman was one of the larger exporters to Russia. Also, by taking over Fruity Pack and later also the Fruity Line processing operations, we got involved in the convenience segment.”

“We were burgeoning, and I saw potential in a complete Convenience Center where we could supply retailers with a single, sizeable product stream alongside a bakery and meal producer. We relocated Fruity Pack to a new, spacious 13,000 m² facility, with half that space dedicated to the processing department. I’ve always dared to invest and look ahead. The meal producer didn’t make it, but Dam Bakery’s products still go to retailers.”

“My largest investment was in Terra Natura International (TNI), where I held a 50% share between 2009 and 2014. In 2014, I sold both my Fruity Pack and TNI shares, opting for backward supply chain integration by investing in our own production.”

“I’d already had a chance to invest in grape cultivation in Namibia in 2010. I thought that if we secured that position in early-ripening grapes, we could also retain our customers. I bought 500 hectares of productive land and 1,000 hectares of undeveloped land to cultivate. I’d already sent advance payments to secure the first harvest.”

“But the owner decided to collect advance payments from three other importers as well. He sent the shipment, but nothing was delivered to Olympic Fruit. I went to court and managed to block the shipment in Rotterdam. We were quite busy then, because suddenly there were 90 containers of grapes sitting at our doorstep in an empty market. That quickly recouped the advance, but that relationship was, naturally, not very good anymore.”

“That didn’t deter us from the idea of backward supply chain integration, though. In 2014, we founded InnoFruit and began growing produce in South Africa, Macedonia, and Ethiopia. Unfortunately, someone set that last growing site alight, so that didn’t work out. But we have excellent growing operations in Macedonia and South Africa. Last year, Lennart took over those growing activities, which effectively marked my complete departure as a stakeholder from the produce sector.”

“I diversified into another direction in 2014: property investment. Investing in bricks and mortar was lucrative back then. After the credit crisis, the office and housing markets stalled, making it relatively affordable to get in. In 2018, [the Dutch town of] Barendrecht’s Housing Alderman approached me regarding a land parcel near the train station. He wanted to build 750 social housing units there and was looking for space.”

“Ultimately, that idea grew into a much larger plan: the Stationstuinen (Station Gardens), featuring approximately 4,000 homes of various types. I drank countless cups of coffee, laying those plans with immediate neighbors, and could eventually buy out seven of them. We now hold a unique plot of around 20 hectares on the former commercial center, directly adjacent to the Barendrecht train station. With Fruitpacking District, we’ll build over 3,000 homes and amenities on our own land in the coming years. That will make up about 75% of the total Station Gardens Barendrecht project.”

“It will be an urban location where living, working, and learning reinforce one another. Lentiz College has already started offering courses there for the fresh produce sector. Our daughter Dineke had a clear vision for that, and her husband Lodewijk leads the management at Emborion, our development company. One thing I’ve learned: the fresh produce sector is dynamic and requires daily decisions, whereas construction and infrastructure demand a great deal of patience.”

“When I left in 2015, we’d had a tough year, with our son, Walter’s death, overshadowing everything. Then, MH17 was shot down, with sanctions following. Hoofdman-Roodzant’s revenue dropped from €120 to €20 million, and we had to let 30 colleagues go. Those are choices you’d rather not make.”

“I formally worked in the fresh produce sector for 48 years, 43 of those running things. It was never nine to five; it was my life. After 2014, my perspective changed. Life-altering events make you think about what really matters. That gave the next steps a boost.”

“I’m still involved, but don’t go into the office every week. Lennart has advanced within the company over the past 20-odd years; he started as Hoofdman-Roodzant’s director, later took FreshPride under his wing, and became the owner of Olympic Fruit in 2021. I’m proud of how he’s continuing to build and lead the company in his own way.”

Lennart, where does your passion lie?© Olympic Fruit
“I’ve worked with my Dad since October 2003. We’ve taken over companies organically over the years. In 2008, I took the helm at Hoofdman-Roodzant. When Huub Hoofdman retired, I had the chance to succeed him as director. It was a great step, where I could learn and make my own mistakes. My father gave me space but remained involved. I also observed him closely and learned not only operational management but, above all, strategic thinking: looking beyond tomorrow and consciously positioning ourselves for the future. I carry that with me today.”

“Building on the foundation my father laid, I focused on further diversification. We’re an importer, distributor, service provider, and manufacturer. My management style differs from that of the previous generation. In our sector, businesspeople are often strongly operationally driven. That has its value, but I believe you create true value only by delegating responsibility within the organization and working with a strong management team. You obviously have to keep an eye on things and steer where necessary, but I’m not involved in day-to-day operations. I can, thus, focus on our cultivation, strategic customer relationships, and developing service concepts.”

Is the extreme weather forcing you to change your relationship with supermarkets?
“Definitely. There’s a clear trend. Supermarkets are increasingly learning that a strong partnership with their supplier pays off. The idea that there’s always enough product available and you can play the price game is giving way to the realization that supply reliability is just as important. That shifts with the market. Extreme weather in countries like Spain, Morocco, and Portugal has once again underscored that. Yet, once there’s ample supply, prices quickly come under pressure again.”

“For us, as a producer and supplier, it’s all about sales certainty; for the supermarket, it’s about supply certainty. That calls for mutual commitment and a different kind of partnership, one that’s more open and transparent. We share full insight into our cost structure with several customers. They speak directly with growers; we organize and handle the logistics and operational flow, even when it gets tricky.”

Are there plans for further shifts to other markets?
“Western Europe remains our top market. Nevertheless, we’re also active in Eastern Europe and the Balkans, and from Hoofdman we serve the former Soviet states, where we’ve grown steadily in recent years. With FreshPride, we’ve taken steps in the Middle and Far East, too, including opening an office in Singapore, from where we’re strengthening our position in Asia.”

And with your cultivation: any expansion opportunities?
“I find Peru especially interesting. I’d love to establish something there. We already have a strong presence in South Africa, which, if the right opportunities arise, we’d like to expand further. Within Europe, I’m proud of what we’ve achieved in North Macedonia. We have 260 hectares of land there, 60 of which have already been planted. So we still have plenty of room to develop further.”

Do you want to broaden your product groups further?
“I don’t want to, no. Citrus and grapes are our clear priorities. We’re developing our position with kiwis, too. We’re going to do a trial with red and yellow kiwis in North Macedonia. That market really piques my interest. Zespri dominates that, but even alongside major players, there’s room for a distinctive offering. We trade products like blueberries, mangoes, and avocados via our export division, but that’s primarily trade-driven.”

“Like any business, we’ve had ups and downs. There were strong years, but also challenging periods due to various circumstances. Fortunately, Olympic has managed to turn a profit every year since its inception. I took over from my father in 2020, and I’m proud that we’ve demonstrated clear growth and renewed energy over the past five years. That success is, first and foremost, thanks to the dedication of a strong, committed team. I’m genuinely grateful for that.”

Isn’t there the risk of account managers with good relationships simply leaving to start elsewhere?
Lennart: “That is a risk, the significant impact of which we’ve experienced firsthand, including when we launched DSI. That made us more vigilant. We’ve deliberately built up our own cultivation, our Bloom brand, and long-term partnerships with retailers. In Western Europe, 95% of the volume goes through retail; perform well there and add value, and you can establish a solid position.”

“Plus, we operate in niche markets, such as with Hoofdman Roodzant; you can’t just copy that. The playing field has changed: power has shifted more toward retail, and globally, the market has become more transparent. There’s always risk, but strategically we’re well-placed. That’s why I’m no longer so afraid of not having a handle on everything.”

Thijs: “The market size has led to a mutual dependence between global producers and key buyers. Olympic Fruit plays a distinctive role in that every day, as a professional service provider within the supply chain.”

Lennart: “In the end, it’s all about creating value. Many companies outsource their logistics; we handle most of it in-house. You have to keep costs under strict control, but we can deliver an exceptionally high level of service. Customers appreciate that. A strong, committed team is the most important thing. I like giving people responsibility and room to grow. We have co-workers who started as interns and are now in leadership roles. I think that development is perhaps the greatest part of running a business. Also, I have a fantastic right-hand man in our finance director, Daan Booij, who is a great support.”

Thijs: “I love how we have a single team from different generations and backgrounds. The means of communication change, but the core remains the same: it all hinges on good people.”

Lennart: “Our corporate culture reflects that, too. After the pandemic, people returned to the office immediately. We have a strong sense of commitment. There are, naturally, occasional disagreements, but everyone takes responsibility. That’s the foundation.”

Is it important to you that Olympic Fruit lasts another 25 years?
Lennart: “By then, I’ll have reached my 70s and will, hopefully, be enjoying other things. I’d love to see the next generation step in, but I’m realistic about it. My son is 15, and I don’t know if he’ll ever want this.”

Thijs: “We have a strong strategic basis and what I believe is a correct vision. The company has a healthy future, regardless of whether it stays within the family. That’s a concern for later. I’ve never focused on necessarily passing it on to my children; Lennart can confirm that.”

Lennart: “Also, after the tough 2014, I was asked to lead both Hoofdman-Roodzant and Olympic Fruit. I was 34, but within a few months, I realized I was not ready for that role. I openly admitted that, without ever facing any pressure or reproach. Four years later, things felt different, and I did eventually take over the reins.”

Thijs: “My decision to step down was final, so we looked for outside reinforcement. In 2020, the team asked Lennart to take over leadership of Olympic Fruit. Its spirit had waned somewhat, but within five years, he doubled the group’s revenue. I can’t help but be immensely proud of that.”

For more information:
Olympic Fruit
Handelscentrum ZHZ 55
2991 LD Barendrecht
Tel: +31 (0) 180 64 62 00
[email protected]
www.olympicfruit.com