Mohammad Zamir Ghazali |
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tions to the profession , pointing out that middle-aged people now dominate it .
“ If we can attract a crowd of youngsters in IT and engineering , why can ’ t we do the same for agriculture ? These are the questions we should be asking ,” Zamir said .
STRATEGIC ENGAGEMENT AND PARTNERSHIPS
With youngsters in mind , Zamir envisions MARDICorp as Malaysia ’ s leading agro-based commercialisation service provider by positioning the company as a venture capital firm and a centre of excellence for TVET ( Technical and Vocational Education and Training ).
MARDICorp ’ s strategy is divided into partnerships with government agencies , collaboration with small and mediumsized firms ( SMEs ), and engagement with community institutions such as non-governmental organisations ( NGOs ).
“ Internally , I am focused on developing talent within MARDICorp , providing
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“ If we can attract a crowd of youngsters in IT and engineering , why can ’ t we do the same for agriculture ? These are the questions we should be asking .”
– Mohammad Zamir Ghazali
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hands-on agricultural training to staff . Externally , MARDICorp aims to support small agricultural businesses , helping them scale up through investment , coaching , and technology sharing .”
For instance , MARDICorp collaborates with agencies such as MOSTI and MATRADE to improve export capabilities and attract foreign investment .
“ We are also working towards Farm Fresh 2.0 as it will open more job opportunities for many younger people .”
A TRANSFORMATIVE FUTURE
MARDICorp ’ s future vision is to establish itself as a fundamental component of Malaysia ’ s agricultural sector by cultivating partnerships that facilitate the commercialisation of farming technologies and assist local vendors .
Zamir aims to enhance Malaysia ’ s competitiveness in international markets and food security by designating MARDICorp as an anchor company .
He underscores the necessity for
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agricultural companies affiliated with the government to transition from a reliance on subsidies to a more competitive , value-added approach .
“ Imagine if 10 small companies with an annual earning of RM1 million could scale up about RM10 million . With a stake in these companies , MARDICorp can collectively achieve substantial growth . This model is rare in agriculture but is crucial for the sector ’ s development ,” Zamir explained .
BEYOND THE HORIZON
Ultimately , Zamir ’ s leadership at MARDICorp heralds a revolutionary vision for Malaysia ’ s agricultural industry . With strategic partnerships , cutting-edge technology , and a strong emphasis on training and development , MARDICorp is poised to take charge of transforming Malaysia into a global agricultural powerhouse . This future holds immense promise and potential . – @ AGROBiz
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