BUSINESS tycoon Simon Rudland's meteoric rise to become one of Africa’s leading cigarette manufacturers has been marked by bold bets and calculated expansion, rather than smooth sailing.
Most recently, Rudland has invested more than US$100 million in value-addition across the tobacco value chain through Cut Rag Processors, deepening his footprint in the processing of the “golden leaf”.
Rudland’s entrepreneurial journey began in trading and industrial ventures, where he focused on building efficient supply chains, strong market relationships and scalable businesses. Over time, this experience sharpened his view on agriculture as a strategic growth sector.
“Over time, I identified agriculture, particularly tobacco, as a sector with both strategic importance and long-term growth potential in southern Africa,” Rudland told businessdigest.
He transitioned into agriculture in 2010, driven by what he described as a clear opportunity to integrate value chains from production to processing and export.
“Tobacco, in particular, stood out due to its established global demand, the strength of local farming expertise and the opportunity to modernise operations through better financing, logistics and market access,” Rudland said.
“Rather than entering agriculture as a passive investor, I focused on building structured systems that supported farmers, improved yields and ensured consistent quality.
“This approach allowed the business to grow sustainably while contributing to rural development and employment creation,” he further stated.
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As the business matured, Rudland shifted from a predominantly local focus to a regional growth strategy.
“This move was motivated by the need to diversify risk, access larger markets and leverage economies of scale,” he said.
By 2018, operations had expanded beyond national borders into southern, east and central Africa, strengthening regional supply networks and export capabilities.
“International expansion followed naturally as relationships with global buyers developed,” Rudland said.
“Establishing a presence in regional and international markets enabled better price discovery, foreign currency earnings, and long-term commercial partnerships.”
He said the decision to regionalise operations was partly informed by sustained global demand for tobacco and anchored on three key considerations: market resilience through reduced dependence on a single jurisdiction; scale and efficiency achieved via shared infrastructure, logistics and expertise; and enhanced global competitiveness.
“A regional footprint positions the business to compete effectively on the international stage,” Rudland said.
Today, he said, agriculture, particularly tobacco, remains a cornerstone of his business interests, supported by a long-term vision centred on sustainability, regional integration and participation in global markets.
