AtoANI

In my current corporate role, I am responsible for the company's Digitalization and Innovation Program and Strategy function. Prior to this, I have led various projects in Logistics and Finance alongside taking my MBA Degree. My previous experience is in handling a site-wide Quality System.

I also Co-founded two social enterprises, AtoANI and AtoANI BioPack, of which I act as Strategy and Business Development Head.

AtoANI employs a sustainable agriculture model. It won 2nd place in World Vision’s Social Innovation Challenge and is currently collaborating with them to implement its solution to help Cabalawan Farmers.

AtoANI BioPack meanwhile reduces plastic waste by producing biodegradable packaging and is currently part of Makesense Academy Incubation Program.

These social enterprises allow me to fulfill my passion in creating a positive impact to the rural community and the environment.

I maintain work-life balance through travelling which allowed me to explore and learn new things.

AtoANI address the problem on excessive supply wastage and unmet demand through the “Produce-to-Demand” business model. Here, agreed market demand of AtoANI customers through the pre-orders dictates the type and amount of crops to be planted and processed by the Farmers in the identified locations based on their soil type. Overall, the process runs as a cycle beginning from the customer pre-orders and then ending with delivery of the pre-ordered fresh produce and processed food products. These ensures sustainability of the business model.

If the solution is scaled globally, the solution can positively change the lives of both the farmers and the consumers. With the solution, not only is there an assured market for agricultural products which is beneficial for the farmers, but the customers benefit as well from the fulfilled demand with guaranteed delivery of fresh and naturally-produced products.

AtoANI is looking to solve the following problems:

(a) Lack of farms that grow healthy and good quality organic fresh produce (fruits/vegetables/crops) through natural and sustainable farming practices since majority of the farmers are using conventional and inorganic farming methods 

(b) Aging population of our farmers (averaging to 54 years old). Hence, the youth are not enticed to take farming as a career or source of living so in the future, there might be a scarcity of farmers if the youth is not involved in the initiative early on.

(c) Multiple distribution layers from the farmers to the consumers resulting to low price or revenue on the part of the farmers and high cost for the consumers. In this system, only the middlemen wins with high profit. 

(d) Soil degradation due to the harmful effects to the environment of conventional farming methods which makes use of inorganic fertilizers and pesticides.

(e) Problem on excessive supply wastage and unmet demand continue to exist due to lack of platforms that enables reverse estimation of crops to produce based on demand.

AtoANI's solutions under its "Produce-to-Demand" Agriculture Business Model which addresses the problem on excessive supply wastage and unmet demand include:

(a) AtoANI’s Analytics / Calculation tool – using this, agreed market demand of AtoANI customers through the pre-orders dictates the type and amount of crops to be planted and processed by the Farmers in the identified locations based on their soil type. Products are then delivered to the customers who gave a pre-order at the beginning.

(b) E-commerce platform (www.atoani.com) – this is where some customer transactions happen particularly individual customers that directly connects farmers (AtoANI’s own farm and partner farmers) to the customers eliminating the multiple distribution layers via the middlemen

(c) Fresh Produce and Products that are made using sustainable organic farming practices in AtoANI's own farm and partner farmers farm (free from pesticides or fertilizers). Since majority of the farmers will practices organic farming and employing the "Produce-to-Demand" business model, the soil is sustainably maintained to its optimum condition which is resilient to the harmful effects of climate change.

Target communities in the following locations within Bohol, Philippines: Cambuhat, Buenavista; Anonang, Inabanga; Nueva Granada, Buenavista. 

Residents generally rely on farming, fishing, raffia weaving and occasional river village tour for day-to-day sustenance. Overall, the people are generally friendly and want to uplift their lives and the lives of their family. Sadly, most of the children stop schooling due to lack of adequate financing.

To better understand the needs of our target population we have situated our farm in one of the target locations (Cambuhat) and is planning to expand our operations in the other targeted locations (Anonang, Nueva Granada). We do believe, that being present on the grassroots level and doing what these farmers do (operating our own farm) and beyond just partnering with them allows us to understand what they really need and what their pain points are. This is beneficial for us as well since its helps as improve our solution to better serve them and the end consumers.

AtoANI's solution would address their needs as it will provide additional employment opportunities and allow them to switch to sustainable natural farming practices with an assured market and less supply wastage with the Produce-to-Demand Business Model.

AtoANI's solution relates to the dimension which involves "Elevating opportunities for all people, especially those who are traditionally left behind" due to the following reasons: (1) AtoANI provides the direct market linkage to the end consumer thereby less distribution channels hence farmers are able to increase their income and (2) under the produce-to-demand agriculture model market demand knowledge is provided by AtoANI so it recommends to th farmers the plants to crop and on what land area which in turn minimizes the instances of excess supply and lost income for the farmers.

The idea was born out of the need to address the following problems that is present in the rural community where my family and relatives live: (1) aging population of farmers as the youth are not enticed to take farming as a source of living, (2) ample available land that are not utilized, (3) multiple distribution layers from the farmers to the consumers where it is the middlemen who take much of the profit and not the farmers, (4) soil degradation due to conventional farming practices and most importantly, (5) the problem on excessive supply wastage due to lack of market knowledge of the farmers which decreases their income even more.

With available land owned by the family, we started out cultivating the land using sustainable organic agriculture practices and employing an efficient way to provide crop recommendations based on demand to reduce instances of supply wastage through a produce-to-demand agriculture business model.

I am passionate about tackling this particular issue due to my experiences when I was young. Back those days, our family finds it hard to have adequate healthy food available for us do to limited resources. In addition, I've seen a lot of unused land that can be cultivated in our province which is left behind as most people from the rural area migrate to the cities taking agriculture for granted. Fast forward to now, establishing AtoANI allows me to help uplift the lives of our farmers and the rural community, utilizes unused land in the province towards an impact-driven initiative, provide affordable healthy food to families so that nobody goes hungry anymore and fulfill our family's advocacy of promoting organic agriculture to more people. 

The AtoANI Team is well-positioned to deliver and grow this project because it has experience and hands-on experience on the right areas. 

In my case as the Head of Strategy and Business Development for AtoANI, corporate experience leading Corporate Strategy Development and Execution in a multinational Aviation Maintenance Repair Overhaul (MRO) company has enabled me to gain a top-level overview of company operations. With the agriculture industry, apart from having first-hand collaboration with the Head of Farm Operations of AtoANI's farm in Bohol, I've equipped myself with what is happening in the agriculture industry with the various Agriculture-related events, summits and seminars I have participated. 

In addition, my exposure Technology domain being currently the lead for the Digitalization and Innovation Program of a multinational company enabled me to gain first hand experience in developing entrepreneurial, collaboration and technical skills (e.g. Data Analytics, Web Development, App Development). This enabled me to: (a) create the e-commerce website for AtoANI (www.atoani.com) and (b) start developing the analytics platform for the "Produce-to-Demand" agriculture business model for AtoANI.

In addition, to support the administrative role for AtoANI, I have previous experience as well handling various projects under the Logistics and Finance function of a multinational company alongside taking my Master of Business Administration (MBA) Degree. I have previous work experience as well in Quality Assurance and handling a Quality System in a global Fast-Moving-Consumer-Goods (FMCG) company.

Situation: Lack of system that provides a top-level overview of company-wide performance to Top Management which required working with different functions who doesn’t share the same view of having an online top-level performance visibility system and who lack the expertise in creating such system for performance tracking.

Task: Develop a Performance Control System and Set-up for Top Management to have a top-level view of company-wide performance as well as provide a venue to think of action items and discuss solutions to high-level concerns and issues

Actions:

(a) Set-up of an online Top-level KPI Tracking System Platform using PowerBI

(b) Training of the stakeholders from the different functions who are designated as KPI Tracking coordinators 

(c) Establishing a monthly Control Center session involving Top Management to discuss the company’s performance and identify action items as a result of identifying off-target KPIs and top-level issues raised

Result:

(a) Successful run of online Top-level KPIs and action items Tracking Platform visible and with managed accessibility to target groups such as CEO, VPs and Division Managers

(b) Successful Full Transition of System and set-up to company Controlling group as well as ongoing involvement of KPI owners from different functions (15 sessions to date)

Leading the Digitalization and Innovation Program of a Multinational Company

Situation: There is no dedicated program in the company that promotes innovation company-wide where efforts to become digital are mostly handled by IT.

Actions Taken: 

(a) Internal Innovation - created an internal network of Innovation representatives from the different Departments to think and execute Innovation initiatives and advocate an innovation culture within their respective functions. Establishing the 1st company-wide internal Innovation Awards and participation in the group-wide Innovation Awards.

(b) External Innovation - spearheaded the company's 1st Startup Challenge in collaboration with a Corporate Accelerator to bring in Startups to solve corporate challenges specific to our industry

Results:

(a) 21 running Innovation initiatives both internally and in collaboration with Startups working on solutions for Drones, AI, RPA, Cloud Solutions and Data Analytics

(b) Pioneered the company's Startup Innovation Challenge: 100+ applications worldwide, 12 pitching startups and scaleups and 3 startup collaborations

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AtoANI's solution is innovative since our existing competitors in the Philippines such as Tagani, Mayani and Holy Carabao only tackles the issue on eliminating multiple distribution layers through connecting the farmers directly with the consumers through an e-commerce website. However, they fail to take into consideration the excess in supply that is wasted on the part of the farmers due to the mismatch of the demand and supply which in turn lowers the farmers' income which is even more apparent in the current COVID-19 pandemic situation where restrictions within communities are existing. This gap is exactly what AtoANI's Produce-to-Demand Sustainable Agriculture Business Model is addressing using an analytics platform making use of a Business Intelligence tool whereby pre-orders from existing and potential customers dictate the type and amount of crops to be planted by the farmers in the partner farmers location based on their soil type. Through this solution of AtoANI, not only is there an assured market for the agriculture products which is beneficial for farmers. The customers benefit as well from the fulfilled demand with guaranteed delivery of organic fresh produce. This is complemented by AtoANI's direct market linkage platform between the farmers and the consumers through AtoANI's e-commerce website (www.atoani.com).

Activities:

- Use of AtoANI's Analytics Tool to provide crop recommendation for identified partner farmers

- Direct market linkage between farmers and consumers and/or customers through AtoANI's e-commerce website

- Custom On-Farm Trainings for Organic Agriculture, Organic Fertilizer Production and Basic Business Concepts 

- Initial Seed Provision for partner farmers 

- Scheduled Product pick-up and Scheduled delivery to customers

- Recognition for Farmers' Family Involvement

- Connect and Partner with Institutional Customers for Pre-orders

Outputs: 

- Increase in Farm Productivity

- Less Supply Surplus

- Regular Knowledge Transfers resulting to more Skilled and Business-Minded Farmers

- Increase in Farmers Income

Short-term Outcomes:

- Higher Market Value of Farmers' Crops

- Higher Profit Margin or Return

- High Quality Crops

- Low Cost and Sustainable Farm Inputs

- Low Cost Technology Inputs and Operations for Crop Processing

Long-term Outcomes:

- Sustainable Farming and Soil Conservation Practices

- Zero Supply Surplus

- Expansion and solution application to other farm locations to enable optimum cost-effective and efficient logistics

- Business-minded and Forward-Thinking Farmers

- Pride in Farmers' Family Involvement

The current number of people AtoANI is serving:

 20 partner farmers, 7 part-time/full-time employees, 40 individual customers, 1 institutional customer, 4 restaurant customers, 12 small store customers, 1 cooperative, 1 tourist establishment

In One (1) Year:

41 partner farmers, 9 part-time/full-time employees, 60 individual customers, 3 institutional customer, 6 restaurant customers, 18 small store customers, 3 cooperative, 3 tourist establishments

In Five (5) Years:

150 partner farmers, 18 part-time/full-time employees, 250 individual customers, 15 institutional customer, 20 restaurant customers, 30 small store customers, 10 cooperative, 12 tourist establishments 

Goal Next Year:

- Partner Farmers Expansion: 41 partner farmers 

- Expand existing collaboration with World Vision in Cabalawan (21 Farmers, 21 ha.)

- Increase productivity for existing collaboration with Farmers in Anonang (20 Farmers, 5 ha)

- Increase Number of Customers: 60 individual customers, 3 institutional customer, 6 restaurant customers, 18 small store customers, 3 cooperative, 3 tourist establishments

In Five (5) Years:

- Increase Number of Partner Farmers: 150 partner farmers

- Increase Number of Customers: 250 individual customers, 15 institutional customer, 20 restaurant customers, 30 small store customers, 10 cooperative, 12 tourist establishments 

Financial: 

- Expansion requires investment and costs related to: initial seed provisions towards farmers, initial land preparation

Cultural:

- Resistance of some farmers to practice sustainable farming

Market Barriers:

- Transport bottlenecks and restrictions brought about by difference in community quarantine measure due to the COVID-19 pandemic

Financial: 

- Application of Grants new expansion projects and/or secure seed provisions from the Department of Agriculture or seed companies

- Take out part of the profit from the existing operations for the expansion

- Produce seedlings from existing crops after harvesting (to address initial seed provision towards the farmers for the expansion)

Cultural:

- Custom On-Farm Trainings for Organic Agriculture, Organic Fertilizer Production and Basic Business Concepts 

- Regular Farming Community Meet-up

Market Barriers:

- Use of AtoANI's produce to demand solution (its e-commerce website and analytics tool for recommending the crops to plant)

- Secure potential customers where the pre-orders can be taken to those that are near the farm location for an assured delivery without restrictions (cost-effective and efficient logistics)

World Vision Philippines - collaboration for implementing the solution in Cabalawan, Sogod, Cebu to 21 farmers 

Innovation for Social Impact Partnership (ISIP) - knowledge sharing for growing the social enterprise and access to network of potential investors (participation in ISIP Impact Boost Camp which is in partnership with UNDP and PhilDev)

Impact Model to Farmers: Provide support to farmers by providing direct linkage towards the customers eliminating the multiple distribution layers thereby increasing their income. In addition, the "produce-to-demand agriculture business model of AtoANI provides recommendations towards the farmers on what crops to plant thereby eliminating the excess supply wastage on the part of the farmers and an assured market for their products. Custom Technical Trainings in Sustainable Organic Farming Practices and Organic Fertilizer and Pesticides production are conducted along with initial seeds provision are provided to farmers to ensure sustainability of the solution, quality of the crops and continued motivation of the farmers.

Existing Revenue Model for Products: Sales of fresh produce and processed food products to individual, institutional, restaurant and retail store customers. Customers are assured of supply through AtoANI's produce-to-demand agriculture business model.

Revenue Model for Service: Minimal subscription fee from the part of the customer for use of the "produce-to-demand" analytics tools for food products and/or fresh produce that are not readily available in the market

Existing Revenue Model for Products to ensure Financial Sustainability: Sales of fresh produce and processed food products to individual, institutional, restaurant and retail store customers. Customers are assured of supply through AtoANI's produce-to-demand agriculture business model.

Revenue Model for Service to support Financial Sustainability: Minimal subscription fee from the part of the customer for use of the "produce-to-demand" analytics tools for food products and/or fresh produce that are not readily available in the market

AtoANI is seeking for a grant worth USD 8,400 before the end of the 3rd quarter of 2020 to expand its operations in Anonang, Inabanga, Bohol to create impact to 20 farmers.

The funds that will be used for: (a) land cultivation, (b) provision for farming inputs such as seeds and basic tools, (c) production area expansion and improvement, (d) equipment or tool purchase for grinding and drying, (e) marking and sales brought about by the expansion and (f) training handouts for farmers.

The Elevate Prize would enable AtoANI to grow and further develops its solution with its network of influencers, industry leaders and subject-matter experts. It would help spread awareness of AtoANI's solution as well providing a good platform to market our solution that can potentially tap future partners and customers.

In addition, the prize funding would help AtoANI in expanding its operations that would enable to create positive impact to more farmers.

influencers, industry leaders, and subject-matter experts

AtoANI aims to partners with institutions and organization that share the same values and aspirations as we have in helping uplift the lives of the farming community and our farmers. We hope to extend our solutions in other geographical areas to provide positive impact to more farmers.

Department of Agriculture - Provisions and use of farming equipment and machineries thereby lessening the operational costs

Local Government Units (LGUs) - To help connect with the farmers in their respective areas on the process of expansion

United Nations Development Programme - To extend AtoANI's solution to its global network which aims to address relevant Sustainable Development Goals (e.g. regional expansion, global expansion, etc.)