Interview to Alfredo Pallares - president of La Rosaleda

On the occasion of La Rosaleda's anniversary, we present an emotional conversation between Karina and her father, Alfredo, the visionary who 30 years ago transformed a dream into a successful company. In this intimate chat, Karina seeks to discover the man behind the businessman: his challenges, sacrifices, and triumphs. After three decades building this story, it's time to share a journey that has marked the entire family and those who have been part of this extraordinary business journey.

1. Dad, what motivated you to found a flower company in December of 1995, at a moment in time when the flower export industry in Ecuador was just beginning to take off?

   
   

I studied agronomy and earned a master's degree in reproductive physiology. My passion lay in animals, this was what I was fervent about, but my siblings and I realized that livestock farming was not going to take the business where we wanted it to go. I proposed to my siblings that we look for a way to get involved in the flower growing business. This industry had already made progress in Cayambe and was just getting started in the Cotopaxi zone. In the Lasso area, which is near our property, some companies had already started the business (at present, most flower growing businesses have already been absorbed). Floriculture seemed like a promising business; it was linked to the countryside, which was what I was familiar with, and besides we already had the land. 

In order to execute this idea, we proposed to Miguel Mascaró and Carlos Cornejo, owners of “Arbusta” at the time, that they become our partners. In this way, they could be able to diversify and have a different flower in this area. The idea was attractive to them and we started working together. 

It was a simple start thanks to the know-how held by our partners, and through them I was able to learn how the business worked from the ground up. Planting a rootstock, grafting, commercializing, etc. We began our work by importing plants from the Netherlands and doing things in the way they were done at the time. I had the opportunity to meet with key players in the business. My entry into the world of flowers, then, was natural and easy. 

2. How was the decision to start this family project? What role did our family play in that early stage?

The family was very important because my siblings and I were partners in the livestock farm. We had two options: to separate or to continue doing something together. We all agreed that the business had to turn around. As land is a joint asset, we decided to start together. 

My brother Fernando, also an agronomist, already had a flower marketing company, through which we began selling. He was also always involved in the decision-making process. One of our sisters, María Dolores, worked with us from the beginning from sales management.

Alfredo Pallares

Since we founded La Rosaleda, I was the face of the business and I was in charge of management until a year ago, when I decided to remain involved with the company, but in a more directive role and I left management in the hands of Jaime Troncoso.

In the year 2000, my sisters bought the shares from Carlos Cornejo, and my 6 siblings, Miguel and I became partners. Shortly after, Miguel decided that, since it was a family business, it was best for him to step aside, and so we bought his shares. 

At present, the six siblings are company's shareholders. It is still the family business that we started with and now all the siblings are part of it. 

3. I remember that you have told me stories of the early years. What were the biggest challenges you faced when you were getting started?

The first major setback I remember was the bankruptcy of a company in Miami. These clients were going through some difficulties, but however convinced me to sell them flowers for Valentine's Day, alleging that this would allow them to keep on going. The company was not able to get out of their difficulties and this affected me by 150 thousand dollars. This amount, for me at that time, was an almost unmanageable sum. It was the first time and the only time that we were forced to do an increase in capital. 

I think Ecuadorian flower growers, in general, are survivors. This is a business in which external factors greatly affect us. Most things are impossible to control. In these 30 years in business, we have gone through problems regarding the economy, politics, wars, tariffs, pandemics, volcanic eruptions, internal political conflicts, etc. 

Regarding the farm itself, little by little I grew in knowledge about flower growing and started generating changes. My apprenticeship allowed me to develop new techniques different from those we had when we started and when the entire technical part was under the guidance of our partners. Little by little I began developing my own methodologies, taking my risks and engaging in new techniques. Mistakes were also made, of course, but they were an essential part of the journey, of the learning process, and of who we are today.

4. ¿ What was your first variety of rose? What characteristics were you looking for at that time, which were different from what other farms were doing? 

We started planting more or less what everyone else was planting. I remember varieties such as Charlotte and Classy. I did take a risk on some new varieties, but many of them failed.

Jaime Troncoso, Generall Manager La Rosaleda, Alfredo Pallares, president La Rosaleda, Pedro Requena, Continental Breeding

I think the biggest challenge was choosing the right varieties for a crop that is grown at 3,000 meters above sea level. It was a slow learning process, but we were successful in the end. Mistakes were made in this regard, but having a strong structure gave us the foundation to ensure these wouldn't affect us. 

I believe that we have developed the expertise of knowing our markets and cultivating the most successful varieties.

5. In the early years, how did you manage to establish relationships with the first international buyers? What strategies did you use to differentiate yourself?

My first international buyer was Stefan Motier from the Maxifleur company. He was a French visionary looking for something different. In his quest to find new crops, he and his wife arrived at our plantation one day. The first “cowboy” impression with my pointed leather boots and my personality convinced them to trust us. They were my first clients. 

In 1998, I traveled to Russia for the first time, when almost no one else was traveling there, and I began exploring new markets. It was complicated; we couldn't pay with credit cards, communication was difficult, but I took the risk. At the first fair in Russia, the stands next to mine offered shoes and bras. There were very few rose producers.

In general, the way we began to open markets was by traveling, going out, and meeting people who had been in the business. I made a few trips to the United States, where I traveled miles a day from city to city, visiting clients. For me, the strategy that I adopted from the beginning and that continues to work for me, has been to diversify markets.

6. When did you decide to explore dyeing techniques? Tell me how this innovation came about and what it meant for the company.

Dyed roses exposition at La Rosaleda

In 2006, Francisco Peña joined the sales management team. He began to realize that the market for dyed flowers was interesting and we decided to get involved in this. To achieve this, we planted specific varieties and a year later we began offering this product on the market. We began with a fairly artisanal process, eventually evolving into a more ecological and methodical system incorporating cold rooms, hot rooms, dye beds, etc. At that time, there were only a few of us offering dyed roses. Starting with this line of work was part of our diversification strategy. They currently represent a 15% of sales.

7. If you could talk to Alfredo from 1995, what advice would you give him? What things would you do the same and which things would you change??

I would tell him to keep learning the way he learned. The learning process that I experienced was the key to later starting to incorporate my own ways of working. I would also tell him that you have to take things slowly, learning from mistakes and making decisions where the risk has to be as low as possible.

8. After 30 years, what does it mean to you to see how this family business, that began with a vision and a lot of work, is today what it is?

Having been the one who stood up as manager for so long, it's a thrilling achievement for me. Having gone through periods where the business wasn't so successful and having to deal with the after math of some mistakes, having been able to make decisions regarding changes in strategies and changes in direction, and seeing ourselves where we are today has been tremendously satisfying. I've had moments of setbacks, difficult times, even moments of mental exhaustion, but the hope of moving forward despite all the failures faced, drove me to keep fighting. 

This is an industry that makes you fall in love with it. It's hard to leave it because it's a business that opens the doors to a lot of knowledge. You have to learn about business, marketing, administrative management, and agriculture, of course.

For me, it has been fundamental, first and foremost, to always comply with the law. My employees have permanently been the cornerstone of the business. If they're okay, I'm okay. The multiplying factor of the well-being of the people around this business is remarkable. Over these 30 years, I've seen the standard of living of my people, their families, and the surrounding communities improve. This, for me, has been the greatest legacy I could leave.

It's been a tremendously satisfying 30 years. This business has given me the opportunity to see the world and meet fantastic people, great colleagues, and friends with whom we've always worked together. When I started, I was one of the younger members. Many are no longer with us, but we remain part of a united industry where we support each other, respect each other, and strive as a group.