SeafoodSource caught up with Clifford Ashby, managing director of Cleanseas, to talk about the Australian company’s future. This is part one of a two-part interview; part two will run on Monday.
Holland: You were appointed managing director of Cleanseas last December, coming from outside the seafood industry. What do you bring to the business, and what will you focus on over the next 18 to 24 months?
Ashby: Whilst from outside the seafood industry, I came with extensive knowledge of primary production, having spent 16 years in the fresh fruit industry — from nursery through growing, harvesting, processing and marketing — very similar in terms of operational function to the aquaculture industry. I bring extensive management experience, with a solid financial background. The main areas of focus will be aimed at production efficiencies, cost reduction and brand building and alignment.
In your opinion, what is the future for Cleanseas and how are you looking to broaden the company’s market and customer bases?
Cleanseas’ future is to strengthen its position as a world-class supplier of sustainable seafood to leading retail and foodservice customers globally. It aims to broaden its customer base and product offering by becoming the first aquaculture company to commercialize sustainable bluefin tuna for mainstream markets.
Alongside the bluefin tuna project, the focus is on building a profitable kingfish business for both our existing customers and ourselves, and over the coming years we are keen to broaden the kingfish market, especially with the very best retailers in each export market. The aim is also to broaden our product offerings to meet consumer demand and substantial work will be focused in the areas of new product development.
What plans and ambitions do you have for growing the Western market and what do you perceive as being the main barriers to that growth?
We have focused our kingfish and mulloway sales into the Australian domestic market, Europe, the United States and Southeast Asia. Over the past few years we have been very successful in introducing our product to Western consumers as well as into modern Asian sales channels, and we expect this trend to continue.
The main barrier we face is that the Western consumer and a young Asian chef or consumer is not so familiar with the yellowtail kingfish. However, its credentials are so strong in terms of quality, sustainability and culinary versatility that once the appropriate end-user education is done, pick-up and product loyalty is very strong.
The company recently announced a AUD 14 million six-month loss, which came just six weeks after a AUD 58 million capital raise. What is your assessment of the company’s performance?
The performance was disappointing and strategies are being implemented to turn the result around. It should also be noted that the tuna business is still in its infancy and extensive research and development is required.
Will there be renewed investment in and development of the Cleanseas brand?
The Cleanseas brand is fundamental to our company and its strategy. It is already widely recognized in North America, Europe and Southeast Asia, and associated with premium quality, best practices and sustainable aquaculture. So we will continue to promote our brand and make it a driver to successful product launches over the coming years.
