30 Jun Interview with Julio Bhikharie, Group CEO of BIG Will Group, Suriname
Built on a legacy flour milling operation that has long been central to Suriname’s food supply, BIG Will Group has evolved over the past decade into an integrated agribusiness platform spanning flour, animal feed, poultry, meat processing, and consumer food production. How do you reflect on your own background within the family business and the transition from a traditional milling company to a diversified agribusiness group?
BIG Will Group’s roots go back to 1965, when the Kersten Group, owned by the church, operated Suriname’s largest bakery. My grandfather, a major food importer, was asked to supply grains locally instead of importing flour from the U.S. He eventually bought into the flour mill, De Molen, and expanded, creating VESU which produces poultry feed from byproducts.
By the late 1990s, the company struggled due to government price regulations, halting production and losing market share. I joined in 2007, modernized operations, reconnected with customers and gradually rebuilt the business. By 2009, we regained market leadership in flour and by 2012–13, we were also the top supplier in feed milling. During my time at the mill, I realized that companies in developing countries have two options: merge with a global conglomerate or pursue local integration. Seeing the potential in Suriname, I chose the latter. In 2012, I launched a strategic integration plan to make BIG Will Group more locally oriented. We now integrate agriculture, industrial processing, micro-entrepreneurship and digital ecosystems, producing our own raw materials for flour, poultry feed, pasta and beef. We are also working with partners and the government to use local crops like cassava to replace imports and add more value locally.
Today, BIG Will Group is the largest food supplier in Suriname, with operations in flour and feed milling, poultry and beef processing. We run a cassava farm of over 120 acres, set to expand to nearly 2,500 acres within two years, and have agricultural projects in Sarakreek. Our food baskets program provides 25 container-based stores selling essential food items at affordable prices, focusing on local produce. What started as my grandfather’s family business is now on track to become the largest food group in the Caribbean.
Agribusiness plays a critical role in Suriname’s economic resilience, food security and import substitution, particularly as a small, open economy. Where do you see the most significant structural challenges and untapped opportunities for sustainable growth?
I joined BIG Will Group in 2007 and have experienced two major crises — the 2007 financial crisis and COVID-19. Both reinforced a key lesson: a country must be able to feed its people. Oil, gold or timber can boost the economy, but they don’t feed anyone. Suriname’s biggest challenges are education and mindset. Many people lack basic skills, which limits productivity. While some fear deforestation for agriculture, we must distinguish structural, necessary deforestation for farming from harmful practices.
Suriname has the land, skills and knowledge to become the Caribbean’s food basket. With government support, especially the current government’s focus on agriculture, opportunities in the next five years are enormous and BIG Will Group is fully committed to this sector. Commercially, we have over 600 acres for greenhouse vegetable farming and partner with farmers on 2,400–3,000 acres of cassava cultivation. Cassava is highly versatile, grows in many conditions and offers high yields. Beyond its direct value, it can serve as a spinoff crop, supporting broader agricultural development and stimulating the entire sector.
Can you outline the group’s organizational structure and scale and explain how the integration between milling, feed, protein production and food manufacturing works in practice?
At BIG Will Group, our philosophy is: “If you want to go fast, go alone; if you want to go big, go together.” We give business units autonomy while the holding company provides oversight, internal auditing, IT support and help with major procurement. Managers are empowered to take decisions, innovate and grow their companies. Our 10-year plan emphasizes digital transformation, automation, robotics and AI, not only to make factories more efficient but also to upgrade employees’ skills, turning operators into technicians and engineers.
We started with the existing flour and feed mills, aiming to add value, create jobs and generate commercial returns. For feed, poultry was the natural focus. I developed a poultry brand tied to global farming standards, which eventually led to setting up our own poultry processing facility. For the flour mill, instead of competing with bakeries, we invested in pasta production. Our next project is cassava processing, producing French fries, flour and other local products, working with the Suriname and Caribbean Chefs Associations to promote cassava in cooking.
Strategically, we are partnering with northern Brazil to bring cattle to Suriname for processing, then export to CARICOM with certification. We are also establishing a Dutch Caribbean Economic Alliance with Curaçao and Sint Maarten, where Suriname produces agri-products and Curaçao serves as a distribution hub for the region. Domestically, we are upscaling factories for 2030, doubling flour and feed mill capacities, building a processing hub and developing a national food port to support local agriculture and exports.
How important are international partnerships, foreign direct investment and regional cooperation to your growth strategy and what role do you see BIG Will playing in the wider Caribbean food and agribusiness ecosystem over the medium to long term?
Foreign partnerships are essential for growth. Just as Suriname relies on partners like Exxon and Total in oil and gas, the food industry also benefits from international collaboration. Partnerships allow us to expand faster, integrate sustainably and access established supply chains that would otherwise be unreachable. Being part of these networks gives us a strategic role in regional food production and strengthens our position as a key agri-producer.
I don’t see geopolitical uncertainty or price volatility as problems — they are part of entrepreneurship. My philosophy is to adapt, adopt and advance. Challenges are opportunities to improve systems, not obstacles. For example, in Suriname, traditional food subsidies were inefficient and prone to corruption. We helped the government switch to food vouchers and banking cards, giving people freedom and transparency. Strategic access to supply chains lets businesses grow sustainably while solving long-standing problems.
As a major producer of staple food products and a significant employer, BIG Will Group plays a direct role in national food security, local value creation and community stability. How does the group approach sustainability and corporate social responsibility in practical terms?
At BIG Will Group, people come first. Even with automation, we believe human capital is the most important. We invest in our employees through education, team building, housing support and scholarships. Social responsibility is also a core focus: we support elderly care and children’s education. Two years ago, we launched a free online app with the full elementary curriculum, now expanding to middle and high school, giving every child access to extra learning opportunities. For food security, we prioritize local suppliers, especially in poultry, helping growers access funding.
We supported funding for micro-entrepreneurs and NOFA (National Development Fund for Agribusiness) for small farmers to borrow without collateral. We are now building a digital ecosystem where farmers can request financing, track crops and sell produce through our micro-outlets. The goal is to make farmers commercially self-sustainable, teaching them to grow and sell independently rather than rely on government support. Life is about making a positive impact. My legacy would be leaving my country and community in a better place than I found it. Focus on being your best self, and everything else will follow.
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