Partners in Food Solutions and the Path to Food Security in Africa

Partners in Food Solutions (PFS) is a unique organization that leverages the expertise of top global food companies to address food security and nutrition challenges across Africa. By connecting the knowledge and resources of these companies with African food processors, PFS works to strengthen local food systems, improve product quality, and enhance access to safe, nutritious foods for millions. Through a carefully designed partnership model, PFS provides African food processors with technical support, operational guidance, and mentorship, empowering them to grow sustainably while benefiting entire communities.

Andra Tomsa : Can you share the founding story of Partners in Food Solutions and what inspired the creation of the organization?

Mandla Nkomo: Partners in Food Solutions (PFS) has an origin story that captures the spirit of collaboration and global responsibility. About 16 years ago, the former CEO of General Mills, Ken Powell, was attending the World Economic Forum in Davos. There, he met with Kofi Annan, former Secretary General of the United Nations, who had a connection to Minnesota, having studied there. Annan asked Powell a question that would change everything: “What is General Mills doing to address food insecurity in Africa?”

Powell was caught off guard, as General Mills wasn’t active in Africa at the time—they didn’t operate any facilities, source ingredients, or have any local partnerships. The question haunted him, prompting him to challenge his team back in the U.S. Two senior R&D executives at General Mills, John Mendesh and Peter Erickson, saw an opportunity in that question. Their first thought was to simply send packaged food to Africa. However, they quickly realized that a more sustainable impact could come from leveraging General Mills’ technical expertise to empower African food processors directly. Instead of shipping food from the U.S., they could support Africa’s own food processing sector to increase food security on the continent.

With this realization, the PFS model was born. The idea was to help build a stronger food system in Africa by offering technical expertise to food processors. Our founding CEO, Jeff Dykstra, had just returned from Zambia and had witnessed the challenges of food insecurity firsthand. His background in international development and his connections in Africa made him the perfect fit to lead this new initiative. PFS officially launched, with the mission of providing African food processors with access to world-class expertise, technology, and mentorship, aiming to deliver safe, nutritious, and healthy food to African consumers.

Today, PFS partners with seven global food companies that offer both funding and their employees’ volunteer time. Our staff in Africa identifies suitable companies, and these local food processors work with U.S. based volunteers who offer technical guidance virtually. We work with these companies over the long term, often supporting them through various stages of growth. Some of these partnerships have lasted over a decade, allowing us to help companies evolve, add new product lines, improve quality, and expand their reach. So far, PFS has worked with over 2,000 companies in Africa across 12 countries, and we’re currently supporting around 200 companies.

Andra Tomsa : Can you share one or two specific success stories of companies you’ve supported?

Mandla Nkomo: One of the most inspiring success stories we’ve had is with a company called Pristine Foods in Kampala, Uganda. Pristine Foods operates in a niche market as East and Central Africa’s only egg pasteurization company. They source eggs from smallholder farmers, many of whom rely on a stable market for their income. Unlike open markets, where prices can fluctuate daily, Pristine offers farmers consistent prices, which provides much-needed economic stability.

Initially, Pristine Foods faced significant challenges with product quality. Their eggs were spoiling within days, leading to unhappy customers and a tarnished reputation. When PFS partnered with them, our first priority was to address the spoilage issue. Our volunteers and local staff implemented a Hazard Analysis and Critical Control Point (HACCP) system, which helped identify points in the production process where contamination was likely to occur. With this system in place, Pristine’s product shelf life increased from about one week to an impressive three months. This improvement restored and strengthened their reputation for quality in the marketplace.

The results have been transformative. Before our partnership, Pristine’s annual turnover was under $100,000. Three years later, they are on track to hit $1.6 million, and their network of smallholder farmers has expanded significantly. The business is now growing in new directions. With PFS’s support, they installed an egg powder operation, making them the first company in East Africa to produce powdered eggs. UNICEF recently contracted them to supply powdered eggs in single-egg sachets for malnourished children in the Horn of Africa. This innovation allows children to receive consistent protein intake, with 30 sachets providing a month’s worth of nutrition.

Pristine Foods also saw an opportunity to enter the mayonnaise market in Uganda, where nearly all products are imported. With our support, they’ve installed a mayonnaise production line and will soon launch their product. Their business model is also becoming more sustainable—they’ve covered half of their factory roof with solar panels, which now supply 60% of their energy needs. This story is a powerful example of how technical support, combined with long-term commitment, can drive both economic and social impact.

Andra Tomsa : How do you identify companies to support, and how can companies find you?

Mandla Nkomo: Identifying the right companies to support is both an art and a science. One of our biggest challenges is balancing the number of companies we bring on board with the availability of our volunteers. PFS partners, like General Mills and Smucker’s, have a dedicated volunteer pool, but these professionals have other responsibilities and limited time. Therefore, we have to ensure that each company receives the time and expertise needed to achieve meaningful results.

Our field team of around 22 staff members, based primarily in hubs in Nairobi, Kenya, and Accra, Ghana, handles company outreach and client engagement. Sometimes it’s as simple as noticing a new product on a supermarket shelf, tracing it back to the manufacturer, and reaching out to discuss potential support. Once we identify a company, we evaluate them as “suspects” initially, based on criteria like annual turnover (we target companies between $500,000 and $10 million) and ethical standing. After verifying their potential and engaging with their leadership, they may move to “prospect” status, which means they’re likely to meet our requirements for onboarding.

From there, we have an in-depth discussion with the company’s leadership to understand their primary needs. We might start by helping them develop a quality management system or improve packaging, and once that’s complete, we address the next challenge. This iterative approach lets us work closely with companies to solve issues that arise as they scale up and develop new products.

Andra Tomsa : What inspired you personally to join Partners in Food Solutions, and how has your background influenced your approach?

Mandla Nkomo: My journey with food began with my mother. Growing up, I was the eldest of four boys, and I spent a lot of time in the kitchen, helping my mother cook and bake. On weekends, she would bake cakes, and my job was to mix the batter—a task that taught me the science and patience required in food preparation. This early exposure sparked my interest in food science, and later, I pursued a degree in Applied Biology and Biochemistry with a focus on food science.

After university, my first role was helping set up a dairy processing plant in Bulawayo, Zimbabwe, where we produced the first locally-made drinking yogurt. That experience deepened my appreciation for the transformative power of food processing, not just in creating products but in providing farmers with stable markets. Growing up in a farming family, I saw how critical processing was for farmers’ livelihoods, creating demand for raw ingredients and adding value to their efforts.

Over the years, I’ve worked extensively with farmers, as well as on food processing startups, gaining firsthand experience with both sides of the food system. So when PFS approached me, it felt like the perfect fit. I strongly believe in the potential of food processing to address Africa’s food security challenges, and I’m deeply committed to helping Africa’s food processors achieve their full potential. PFS allows me to channel my passion into a mission that aligns with my background and values.

Andra Tomsa : What is your vision for the future of Partners in Food Solutions, and what are some areas for potential growth?

Mandla Nkomo: Looking ahead, my vision for PFS is to make a lasting impact on food and nutrition security across Africa. Food security isn’t just about making sure people have enough calories; it’s about providing

consistent access to safe, nutritious food that supports overall health. We’re fully committing PFS to this challenge, and we want to empower the leaders of African food companies to drive this transformation.

One of our goals is to build a stronger network of food processing skills across Africa. In some countries, like Zambia, only a handful of students graduate in food science each year, which is nowhere near enough. We’ve started an apprenticeship program, training over 200 young professionals in the last few years, but I’d like to see that number grow to thousands. By offering practical experience in different areas of food processing, we can create a new generation of skilled professionals who will be instrumental in developing Africa’s food systems.

We also aim to be more deliberate in choosing the companies we support, focusing on regions or products that are essential for food security. For example, cassava is a staple in Nigeria, so our portfolio should reflect an emphasis on cassava-based products to meet local needs. Additionally, we’re exploring ways to create centers of excellence across Africa, where we can demonstrate new technologies, develop products, and provide hands-on training. This will allow us to make a more significant, targeted impact in specific areas.

Finally, expanding our partnerships with global food companies is essential. Currently, we have seven partner companies, but by bringing more on board, we can diversify our service offerings. Aligning with these companies’ ESG (Environmental, Social, and Governance) goals will enable us to access a broader range of expertise, making PFS an even more powerful resource for African food processors.

Andra Tomsa : Do you see an opportunity for successful companies that PFS has supported to become mentors themselves?

Mandla Nkomo: Absolutely. We’re actively working to build a peer-to-peer mentorship network among CEOs and other leaders of companies we’ve supported. The goal is to create a community where they can exchange knowledge, share insights, and support each other as they continue to grow. Social networks have shown us how powerful community-based knowledge sharing can be, especially among people with shared interests and challenges.

By facilitating this kind of peer-to-peer network, PFS can help foster a sense of solidarity and collective growth within Africa’s food processing industry. Ideally, we’d like this network to become self-sustaining, where African leaders support one another independently. My hope is that in a decade, PFS will have enabled a thriving community of food industry leaders across the continent, allowing us to scale back as these networks take on a life of their own.

Andra Tomsa : What advice would you give to organizations or individuals looking to make an impact in food security?

Mandla Nkomo: My biggest advice is to approach food security as a long-term commitment. This isn’t a “quick-fix” issue where you can implement a few short programs, create impressive reports, and then walk

away. Food security requires sustained engagement, careful planning, and a willingness to invest in lasting solutions. For this reason, we need philanthropies and foundations that are prepared to fund these efforts over the long haul, allowing organizations like PFS to think big and plan ahead.

Addressing food security is about tackling a complex, deeply rooted issue. We need to normalize the idea thatorganizations can and should commit to this work for the long term, focusing on deep, meaningfulengagement rather than short-term impact. The only way to turn this ship around is with sustainedcommitment and collaboration, and with a clear focus on creating generational change.