How a couple bought and revived 40-year-old flower business

Gerald was a mining engineer for Atlas Copco, and she was a translation and interpretation professional. Neither of them had ever been “green-thumbed” and flowers were a totally different playing field.

But when the original Belgian founders of Maison Vermont (operating as Vermont Flowers EPZ Limited), were finally ready to part with their company, the Berhazanos saw an entrepreneurial path.

The company specialised in the art of keeping blooms and leaves fresh and beautiful, for months or even years, after they have been picked.

However, stepping into the leadership of a company that had already flourished for 28 years in Kenya meant inheriting more than just a factory; the Berhazanos were taking stewardship of a legacy built on highly specialised knowledge.

Gerald focused on the architecture of the business— the management and the numbers—Kathleen took on other duties: navigating the marketing and the intricate practice of preserved flowers.

To understand the intensity of the work, they had to understand the process. Unlike dried flowers, which are brittle and faded, Vermont’s preserved flowers maintain a fresh appearance and soft texture.

The process begins with selecting fresh, well-hydrated flowers. They are then placed in a mixture of glycerin and warm water, with only the stems sitting in the solution. Left in a cool, dark place for two to three weeks, the flowers slowly drink in the mixture.

As they absorb it, their colour may deepen slightly and texture becomes pliable rather than crisp. Once removed and dried, this technique allows the flowers to retain their suppleness and “freshly-picked” aesthetic without ever needing water or sunlight.

Manual labour

The Berhazanos did not have an automated assembly line, hence relied on manual labour. The company employed approximately 40 people, the vast majority of whom were women.

“I like to work with women; they are flexible,” Kathleen says.

The work itself was a test of patience. The elaborate hand-made floral bundles act as the building blocks for larger arrangements. “To make posies [a small, decorative bouquet of flowers], you need skill. The women here have been doing this for 25 years; they do it very quickly. But if you have to do it yourself, it is very hard. It takes a long time.”

Another popular product that was and is still labour-intensive was the green wall panel.

“A single green wall panel can take an entire day of focused labour. Because these arrangements are meant to be viewed as luxury decor, the margin for error is zero. Unlike a fresh bouquet where a slight bruise might be overlooked, a preserved arrangement must be 'quite perfect' because it will be a permanent fixture in someone's home.”

Flowers sourcing

To maintain this standard, the sourcing process is rigorous. While Kenya has an oversupply of flowers, not every rose is fit for preservation. The company sources from a mix of large-scale farms and regular small-scale growers.

The big farms supply staples like roses and hydrangeas; for these products, they rely on established names in Timau, Naivasha, and Karen. These farms provide the consistency in “cut stage” and “variety” that the preservation process requires.

For impact, the company has made a conscious effort to support smaller farmers for fillers and specific varieties like dahlias. “Small-scale farms can deliver a good job, but they need help.”

Maison Vermont has had to provide these farmers with cuttings and seeds to ensure the quality meets export standards.

They source their foliage from a host of suppliers. “Having been around for years now, all our supplies are local and come from places like Kinangop and other parts of Central Kenya and the Rift Valley regions,” Kathleen says.

Strategically, Maison Vermont exists in two worlds. As an EPZ company, its primary mandate is export. They serve Europe, Japan, Singapore, Australia, and the Gulf markets.

Biggest challenges

They may have their successes but the entrepreneurial journey has not been without its challenges.

One of the company’s biggest challenges has been navigating the logistics of global trade from Nairobi.

“Surprisingly, it is often cheaper to ship Kenyan flowers to Europe and then back to other parts of Africa than to ship them directly across the continent,” she says.

To solve this, the company utilises a distribution hub in Luxembourg. “It’s only a transit centre. From there, products are dispatched by truck, boat, or post, utilising the efficiency of the European postal system to reach end-clients globally,” she says, adding that she is actively looking for solutions to penetrate markets in Nigeria, Mali, and the rest of the continent.

“We also sell directly to florists and end-clients through online platforms. E-commerce is big now and, despite being 45 years old, we must change with the times. That is how businesses survive. Refusal to adapt to change is why many legacy firms fail to ride the tides. A business's survival can depend on its flexibility and willingness to change with prevailing times and trends.”

Price wars

How then does the business survive price wars? In a local market where a fresh bouquet might cost Sh2,000, a preserved Vermont arrangement might sell for Sh5,000 to Sh30,000.

“We look at flowers and décor beyond events and occasions. For example, for Valentine's Day a few weeks ago, many of the bouquets bought then have since been thrown away. But for people who bought preserved flowers, they still have them and will have them for the next six months at the minimum.”

Kathleen adds, buyers purchase them because they can be kept as souvenirs. “Say you get a bouquet for your graduation; a year down the line you will be reminded of what it represents. And isn’t that what flowers are meant to do? To not only communicate sentimentality but also preserve it?”

What is their greatest selling point in a very competitive market? “We are still using a technology learned over 45 years ago to create products that stay with our clients for long. I can confidently say that we are still very few in the world doing what we do.”

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