ST. LUCIA SOLID WASTE MANAGEMENT AUTHORITY TURNING REGIONAL WASTE CRISIS INTO ECONOMIC OPPORTUNITY AUG 2025 VOL 12 BUSINESS VIEW CARIBBEAN ALSO IN THIS ISSUE FLOWERS GROUP • CARIBBEAN TRADING LIMITED (CTL) JOANNA RAYNOLDS ARTHURTON, GENERAL MANAGER
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Varakunan Somas Contributing Writers Dan Macharia Vice President of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
EDITOR’S NOTES Around the Caribbean, one thing is clear: business growth is booming and continued growth is tangible across the beautiful, tree-lined shores of the islands. Tourism is back to pre-pandemic numbers, new construction projects spanning the commercial sector through to the construction of luxury homes is also showing no signs of slowing down across the region. At Business View Magazine, we dive into the business landscape with unparalleled features of some of the up and coming companies dotting the islands to well-established business leaders in their economic sectors- August’s edition is no exception. We had the opportunity to sit down with Clarence Thomas Limited, to discuss what is ahead for this leading company as well as learning more about the innovation embedded in their business model. Not to be overshadowed, we sat down with Rosscon Limited to get a glimpse into what makes it a leader in its field. With a firmly client-centered approach, third quarter prospects look very promising. This issue Business View Magazine also profiled The Flowers Group. Deeply ingrained in the local culture and a hands down leader, this company continues to show innovative growth and a can-do attitude that lands it on top. As with every issue, my hope as editor-in-chief is that our valued readers continue to learn something new with each issue we produce for you and that July offers the beauty that only the Caribbean islands can boast about. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
VOLUME 12, ISSUE 08 15 ROSSCON LIMITED Three Decades of Caribbean Construction Excellence 25 FLOWERS GROUP A Legacy of Innovation COVER ST. LUCIA SOLID WASTE MANAGEMENT AUTHORITY 2 EDITOR’S NOTES 7 OPENING LINES BEST PRACTICES IN CONSTRUCTION ROSSCON LIMITED 25 3 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
37 CARIBBEAN TRADING LIMITED (CTL) From Storm Survivor to Caribbean Giant 49 ST. LUCIA SOLID WASTE MANAGEMENT AUTHORITY Turning Regional Waste Crisis into Economic Opportunity BEST PRACTICES IN ECONOMIC DEVELOPMENT GOVERNMENT AND PUBLIC SECTOR The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. CARIBBEAN TRADING LIMITED (CTL) 37 4 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
Business View Caribbean provides media coverage for organizations operating within select industries. Our publication satisfies the need for industry-specific information and intel on key businesses across the Caribbean! Get BVC delivered straight to your inbox. Get updates on the latest business news. 100% FREE to subscribe! We respect your privacy, now & always. Click below to sign up for a FREE SUBSCRIPTION to Business View Caribbean and get each new issue sent directly to your inbox! SUBSCRIBE STAY INFORMED WITH CORE BUSINESSES FROM THE CARIBBEAN
BARBADOS: MEDIA AND THE ORANGE ECONOMY – THE ROLE OF THE STATE DISCUSSED Source: https://caribbeannewsglobal.com/, Sheena Forde Craigg, First published Aug 21, 2025 Minister of home affairs and information, Wilfred Abrahams, believes that the state has a role to play in the orange economy, and the goal is to leverage media to bring about economic growth and cultural resilience. Minister Abrahams was part of a panel discussing the topic “Media and The Orange Economy: The Role of the State”, as part of the Caribbean Broadcasting Union’s (CBU) 56th Annual General Assembly (AGA) conference day activities, at the Hilton Barbados Resort, Needhams Point, St Michael. Also participating in the discussion were chair of the Barbados Broadcasting Authority, Dr Allyson Leacock; and director, Caribbean School of Media & Communication, UWI, Dr Patrick Prendergast. “Indeed, we in this administration fully believe that Caribbean Governments need to develop supportive policies and fund mechanisms to nurture the orange economy and integrate modern media into its development. I believe that states should support by providing digital infrastructure and regulatory frameworks to enable the greater sector to thrive. “Furthermore, I firmly believe that Caribbean Governments must play a crucial role in nurturing this vital sector.The region’s government administrations must actively foster innovation and entrepreneurship, I say region, because I believe that in order for the Opening Lines 7 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
facilitate the export of cultural goods. He also noted the importance of traditional media in disaster risk reduction and called for fair compensation from tech giants. Abrahams also urged traditional media to maintain their integrity and ethical standards. In her presentation, Dr Leacock suggested that there should be a five-point State of the Arts Agenda that is “practical, measurable and regional in vision” for the viability and sustainability of the two sectors. THE FIVE-POINT PLAN IS AS FOLLOWS: • Fund the Mission, Not the Moment – Move from one-off grants to mission-driven compacts with public service media; • Protect and Monetise Caribbean Intellectual Property– establish a Regional IP and Rights Desk under a CBU-CARICOM framework to standardise contracts, clear music and archive rights across borders; and create a Caribbean Content Wallet (a micro-licensing system that lets small creators get paid when their work travels across platforms and territories); • Commission at Scale through a “one per cent for Culture” Media Window – earmark one per cent of national advertising and sponsorship spend on state agencies for local creative commissions on PSM for documentaries, short films, podcasts, live performance captures, all produced with independent creators and carried by national broadcasters with digital syndication; • Make Public Service Media AI-Ready Safely; • Measure What We Treasure – create a Caribbean Creative Satellite Account in national statistics, so ministers of finance and central banks can see the Orange Economy in GDP, jobs and exports. Overall, the participants agreed that modern media has an integral role to play in the orange economy and highlighted the interconnectedness of media, also known as the ‘fourth estate’, with other sectors. They emphasised that states have a critical role to play in safeguarding democracy, managing disinformation, and promoting social cohesion, while providing opportunities for media and creatives to benefit economically. It was also noted that better training and infrastructure are needed. Caribbean to thrive in this global converged media landscape, there must be a holistic approach by all island states to establish a solid footing for the region in the fray of fierce global competition.” minister Abrahams stated. He made two recommendations: Telecommunications licences for non-Caribbean companies should include provisions to restrict competition with indigenous media, especially legacy media entities, for access to their content, including archives, and media regulatory infrastructure should be amended to include “mustpay” requirements alongside “must-carry” rules. As the minister responsible for information, he stressed the need for a robust digital ecosystem, access to finance, and streamlined regulations to 8 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
Source: https://caribbeannewsglobal.com/, New Editor, First published Aug 26, 2025 The Ministry of Agriculture, Food Security, and Enterprise (MAFSE), in collaboration with the Food and Agriculture Organization of the United Nations (FAO) through its Global Soil Partnership, has officially launched the Soil Doctor Training Program in Belize. This initiative aims to strengthen national capacity in soil conservation, sustainable land management, BELIZE LAUNCHES NATIONAL SOIL DOCTOR TRAINING PROGRAM and farmer-to-farmer extension services. The five-day training-of-trainers program, facilitated by FAO Soil Expert Juan Carlos Rey Brina, brings together agricultural extension officers from MAFSE and key stakeholders in soil conservation. These participants will be certified as trainers, tasked with supporting the development of a national network of “Soil Doctors”, community-level champions who will work directly with farmers across the country to promote best practices in soil health and management. 9 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 OPENING LINES
The Soil Doctor Program is a flagship initiative of the FAO’s Global Soil Partnership, playing a vital role in addressing soil degradation, improving agricultural productivity, and contributing to climate resilience. Through hands-on training, the program equips extension officers with practical tools and knowledge to support farmers in diagnosing soil issues, implementing conservation measures, and adopting climate-smart agricultural practices. This collaborative effort reflects Belize’s ongoing commitment to sustainable agriculture and environmental stewardship. By investing in capacity building at both institutional and community levels, the program aims to enhance national food security and foster a culture of responsible soil management. 10 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
Source: https://caribbeannewsglobal.com/, New Editor, First published Aug 21, 2025 Grenada has once again proven that we are more than just the “Spice of the Caribbean”, we are the “Safe Spice of the Caribbean”. As we reflect on the recently concluded Carnival celebrations, we take great pride in the fact that the festivities were marked by vibrant cultural expression, unity and most importantly, safety. The successful hosting of Spicemas 2025 was not only a showcase of our music, artistry and creativity but also a powerful demonstration of our collective commitment to security, order and hospitality. Visitors and locals alike felt a sense of comfort and reassurance knowing that Grenada remains a destination where peace, harmony and respect prevails. This image is not to be taken lightly as it is one of our strongest assets as a nation. Safety lies at the heart of tourism. Today’s travellers are not only looking for rest, relaxation and adventure; they are also seeking assurance that they and their loved ones can enjoy their vacations and experiences without fear. By maintaining Grenada’s image as a safe and welcoming destination, we reinforce our competitive edge and safeguard the sustainability of our tourism sector, which is so vital to our economy and community’s development. As minister for tourism, I spent the last year promoting our tri-island state as a safe haven to visit, and visitors listened and responded. I urge all Grenadians to remain steadfast in protecting this image. I am proud that you continue to demonstrate the demeanour of a hospitable and proud people. Thank you for helping me deliver on the promises I made to the visitors and returning nationals, as they too assisted us in making our carnival celebration a success. Every act of kindness, every respectful PRESERVING GRENADA’S REPUTATION AS A SAFE DESTINATION interaction and every effort to uphold law and order contributed to the trust and goodwill that defines our brand and tri-island state. Let us continue to stand united: government, law enforcement, businesses and citizens in ensuring 11 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 OPENING LINES
that our visitors leave with memories not only of our spices, culture and natural beauty but also of a safe and secure destination. Grenada, Carriacou, and Petite Martinique are more than destinations; they are experiences of warmth, safety and a home away from home. Together, let us continue to nurture this priceless reputation as we proudly affirm our place as the Safe Spice of the Caribbean. 12 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
ROSSCON LIMITED THREE DECADES OF CARIBBEAN CONSTRUCTION EXCELLENCE best practices IN CONSTRUCTION FLOWERS GROUP A LEGACY OF INNOVATION 13 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
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THREE DECADES O CONSTRUCTION E ROSSCON LIMITED AT A GLANCE ROSSCON LIMITED WHAT: S tructural steel fabrication specialist and construction company offering design-build services from foundation to finish WHERE: F rederick Settlement, Caroni, Trinidad and Tobago WEBSITE: www.rossconltd.com 15 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
OF CARIBBEAN EXCELLENCE In Trinidad and Tobago’s competitive steel fabrication market, which includes established players with decades of experience, Rosscon Limited distinguishes itself as one of the leading specialists after three decades of strategic evolution. The company operates from a 47,000 square foot facility in Frederick Settlement. “The company was formed by my father and his brother, Steven and Ian Rothstein, and they started as a very small construction company doing mainly paving works and small contracts,” Michael Rostant explains. The transition from general contracting required careful market positioning as the brothers identified roofing as their initial specialization. “Eventually they moved into the roofing side of things and grew from maybe doing one home roof to commercial roofing, establishing roofing in Trinidad.” FROM HUMBLE ROOFING BEGINNINGS TO REGIONAL STEEL FABRICATION LEADER, THIS CONSTRUCTION JOURNEY REVEALS THE POWER OF LOCAL RELATIONSHIPS AND QUALITY SERVICE IN BUILDING LASTING BUSINESS SUCCESS. 16 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
The steel fabrication pivot occurred after 10 to 15 years, coinciding with increased demand for industrial structures across the Caribbean region. “They graduated into more construction type things and became very focused on the steel fabrication side of construction,” Rostant notes. Geographic relocation accompanied this strategic shift, with the company moving from San Fernando to a more central island location. “They were amazingly known for a lot of steel structures and eventually phased out of the roofing aspect of business.” Today’s facility houses automated cutting, welding, and drilling equipment alongside technical staff capable of producing detailed fabrication drawings using AutoCAD and Tekla software. BUILDING A CARIBBEAN PRESENCE Michael Rostant’s return from a decade abroad eight years ago coincided with accelerating regional tourism growth, as the 2024/2025 Caribbean tourist season achieved record-breaking visitor numbers. The company’s current geographic footprint spans multiple islands within a construction market where timber demand alone has surged 50% due to infrastructure development pressures. “Since I moved back, we’ve been growing very strong locally. We still have a presence on the islands. We’re working a lot in Grenada, St. Martin, St. Kitts right now,” Rostant says. Financial flexibility distinguishes Rosscon from competitors focused on specific project scales, allowing the company to maintain steady workflow during market fluctuations.“We would do projects from $20,000 US dollars. We would also take on upwards of $10 million US. We have a very wide scale of the size of projects that we would take.” The 2017-2018 government contract represented a watershed moment for demonstrating large-scale capabilities. “We did one of our largest projects for the government of Trinidad where we did an entire state in Maruba Trinidad, which was an agricultural facility with five warehouses from foundation to finish,” Rostant explains. Steel construction competes with concrete methods across roughly half of Trinidad’s commercial market, with speed and costeffectiveness driving client decisions. Commercial specialization reflects deliberate market positioning rather than organic evolution. “We are definitely more commercial-based construction companies. Not very much into residential at all,” Rostant notes. The strategic focus on warehouses, apartment complexes, and industrial facilities aligns with regional economic development patterns.“We do prefer it construction-wise. It’s faster and very comparable in price. Obviously we think it’s the better route.” 17 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 ROSSCON LIMITED
LOCAL NETWORKS AND LABOR RETENTION Steel import timelines of three to four months create fundamental logistical constraints for Caribbean construction companies, making domestic supplier relationships essential for project continuity. Rosscon’s supply chain strategy addresses these geographic realities through partnerships with established Trinidad hardware distributors who maintain substantial local inventory. “Our daily operation is run by 90% local suppliers, from small tools to concrete suppliers, basically everything from local suppliers here,” Rostant explains. Key partnerships include relationships with Bhagwansingh’s Hardware, Point Lisas Hardware, and Union Steel and Hardware, representing the island’s primary steel distribution network. “We call those suppliers on a daily basis,” he adds, highlighting the frequency required to maintain adequate material flow. Research suggests shortage of experienced labor is the third-highest factor affecting construction productivity in Trinidad and Tobago, with the country’s oil and gas boom intensifying competition for skilled workers across all construction trades. Industry studies reveal that lack of labor supervision and unrealistic scheduling expectations compound workforce challenges throughout the region. “Our workforce is 100% local. We’re a small familybased company and we have several employees that have been working upward of 20 years with the company, even some more from inception,” Rostant says. Employee longevity provides operational stability in a market where skilled worker mobility threatens project continuity for many competitors. “We’re family-based and very family-oriented.A lot of people come to work with us and stay. We think that’s very important, keeping good people and keeping them close to us.” CUSTOMER SERVICE AS COMPETITIVE ADVANTAGE Trinidad’s compact geography creates unique business dynamics where personal relationships often supersede formal procurement processes, particularly within the construction sector where project complexity demands high trust levels. Customer service frequently receives secondary priority to technical execution across Caribbean construction companies, creating differentiation opportunities for relationship-focused firms. “We do try to project that same model onto our customers. I think a lot of our work is to return customers,” Rostant explains. Small island market dynamics intensify the importance of reputation management, as negative experiences can rapidly 18 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
BHAGWANSINGH’S HARDWARE AND STEEL INDUSTRIES LIMITED A PILLAR OF THE CONSTRUCTION INDUSTRY Bhagwansingh’s Hardware and Steel Industries Limited (BHSI) has been associated with the supply of construction material and general hardware for over sixty years. With these years of experience, the company has emerged as the leader in the supply of construction material in Trinidad and Tobago and the English-speaking Caribbean. The company has a range of products that can satisfy the needs of all construction requirements from domestic, commercial and industrial -sector. BHSI has positioned itself to meet the requirements of specific construction needs by manufacturing and supplying custom-made products that meet engineering specifications. BHSI is a fabricator of rebars used in the foundations for infrastructure in domestic and commercial buildings. Notable projects in the fabrication are the columns in the overpass at Grand Bazaar, rebars for bridges in the Point Fortin Highway and the piles for the Point Fortin General Hospital. The company also manufacture other products key to the construction sector. The products meet quality standards approved by the Trinidad and Tobago Bureau of Standards (TTBS) and include: • BRC mats and rolls • Composite Floor Decking • Stirrups • C and Z Purlins • Roofing Sheets To complement the steel related manufactured products the company has positioned itself as a major supplier of pipes. angles, channels, flats, concrete and clay blocks, lumber, plywood, concrete board, gypsum related products and relevant accessories. In addition to the above, the above BHSI has always been a household name for suppling home finishes and household items. These items are numerous and include recognized brand tools, doors and accessories, sanitary ware, household mini-appliances, light fixtures, cupboard accessories. “BHAGWANSINGH’S BUILDERS OF THE FUTURE”
impact future business opportunities. “We work on an island. It’s small, everybody knows each other, and we try to give our customers that feeling that we are family to them.” Direct executive accessibility contrasts sharply with larger construction firms where clients typically face multiple management layers to reach decisionmakers. “When they call the company, they call me on a daily basis.The owners are running the company and they feel like they can get that family, an important personal touch every time,” Rostant says. This communication model eliminates bureaucratic delays that often frustrate clients working with corporate construction companies. “Customer service sometimes may be overlooked in the construction industry. But I believe that our projection of trying to really be a step above any customer service in this industry has really proved to be very helpful to us,” Rostant notes.“It shows that our customers keep coming back and keep building with us. We like to be that go-to company for them, easy and stress-free.” DESIGN-BUILD CAPABILITIES Design-build project delivery methods have gained prominence across Caribbean construction markets as clients seek to streamline coordination and reduce management complexity inherent in multi21 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 ROSSCON LIMITED
vendor approaches. Rosscon’s in-house engineering capabilities utilizing AutoCAD and Tekla software enable single-source accountability from initial concept through final delivery, addressing a key pain point for commercial clients managing complex projects. “We do a lot of design-build work in-house. We have our engineering team and our drafting team that can start a project from a basic idea or maybe a little hand sketch,” Rostant explains. Technical advisory services include structural optimization recommendations that can significantly impact project economics.“We do work closely with them to come up with these designs and maybe give them advice on the best, most economical way to do structures that they may not be familiar with.” Government tender requirements often demand comprehensive engineering teams spanning multiple disciplines, indicating public sector preferences for consolidated contractor responsibility. “The government has design-build tenders that we do put together entire teams for, so full MEP, full architectural, full foundation and structural designing from ground up,” Rostant says. These complex procurements require coordination capabilities that smaller fabricators typically cannot provide independently. Complete construction services distinguish Rosscon from steel fabrication specialists who focus exclusively on manufacturing and installation phases.“We are contractors, and we do foundationto-finish work. We’ve done warehouses where we would break ground for the foundations and then we would finish bathrooms and tiles and sinks,” Rostant notes. 22 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
EQUIPMENT UPGRADES AND EFFICIENCY FOCUS Caribbean construction equipment markets face unique challenges, with machinery imports subject to extended lead times and limited local service networks that can impact productivity during critical project phases. Rosscon’s capital investment strategy addresses these constraints through equipment ownership rather than rental dependency, reducing external scheduling conflicts that frequently delay regional construction projects. “Currently we are working a lot on our steel fabrication shop and our equipment as well. We have been traveling to several trade shows and getting ideas to upgrade our shops,” Rostant explains. Trade show research enables direct manufacturer relationships that bypass regional distributors, often resulting in more favorable pricing and service arrangements. “We are currently trying to get some more efficient equipment, and we do have orders for some new cranes and stuff that are going to allow us to rent out certain equipment.” “We’re trying to get in-house equipment so that we could be a little more competitive in bids and we’re trying to be a lot more efficient in our shop,” Rostant says. Competitive bidding advantages come from eliminating rental costs that many competitors must factor into project pricing. Automation investments target productivity improvements without compromising quality standards that established Rosscon’s market reputation. “Our fabrication shop is a lot of focus right now, so we try to focus on the quality of steel coming out of the yard and obviously mixed up with speed,” Rostant notes. “We have the quality coming out with the basic stuff, but we want to get it a little quicker. That’s our main focus right now.” BRAND BUILDING AND MARKET LEADERSHIP Digital marketing adoption rates remain relatively low across Caribbean construction companies, creating opportunities for early adopters to capture market segments beyond traditional relationshipbased referral networks. Social media platforms offer particular advantages in island markets where geographic constraints limit traditional advertising effectiveness, enabling companies to showcase project portfolios across multiple territories simultaneously. “Recently, we jumped on the social media train. We’ve been kind of dormant in that industry, but my focus is trying to be the first company that people may speak about when they have a project to go on,” Rostant 23 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 ROSSCON LIMITED
PREFERRED VENDOR/PARTNER n Bhagwansingh’s Hardware and Steel Industries Limited Social Media: Bhagwansingh’s Hardware Bhagwansingh’s Hardware and Steel Industries Limited is a leading manufacturer and supplier of construction materials in Trinidad and Tobago and the Caribbean. With over 60 years of experience, BHSI offers TTBS-approved steel products, hardware, home finishes, and custom fabrication solutions for residential, commercial, and industrial construction projects. n High Performance Coatings Co. www.hpcoatingsltd.com HPC has been in the coating business for over twenty years. Our senior staff are NACE/AMPP trained, combined we have over fifty years’ experience in the coating business. We take pride in supplying good technical support and coatings to all our customers, here in Trinidad, and the region. explains.“A lot of our customers are return customers and they know what we can do, but I want to reach out to the realm of people that don’t know us.” Regional economic projections indicate 3.9% growth across Caribbean markets in 2025, driven primarily by tourism infrastructure development that aligns with Rosscon’s commercial construction specialization.“I want to be known and try to be more of a household name in construction on the island. Even up the Caribbean, we have a pretty good name up the islands and it’s about maintaining that,” Rostant says. Quality maintenance during scaling phases presents critical challenges for construction companies expanding beyond their historical operational scope. “The main focus for me is to keep the quality and standard high in work and just to project that name of Rosscon with high quality and good service in the construction industry locally and up the islands.” As Caribbean construction markets continue expanding, Rosscon’s combination of technical expertise, regional presence, and family-business values positions the company to capitalize on growing infrastructure demands while maintaining the personal service approach that distinguishes it from larger competitors. 24 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
A LEGACY O INNOVATIO FLOWERS GROUP AT A GLANCE FLOWERS GROUP WHAT: L eading organization that provides for every aspect of island living with a Caribbean mind set and customer driven approach WHERE: C ayman Islands, Caribbean WEBSITE: w ww.flowersgroup.com PROVIDING THE FLAVOR OF THE CARIBBEAN UNDE BY CAYMANIAN EXCELLENCE 25 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
OF ON Few enterprises in the Caribbean have shaped the development of their community as profoundly as The Flowers Group. Founded in 1946 by the late Clarence “CL” Flowers, this Caymanian-owned and operated business has grown from humble beginnings into a diversified group that has touched nearly every aspect of life on the islands. Nearly eighty years later, The Flowers Group remains proudly family run, now led by second and third ERPINNED 26 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
generations. Today, Frank Flowers and his daughter Dara Flowers carry forward the legacy of integrity, innovation, and service established by CL. “Our grandfather built this business on two simple principles,” Dara reflects.“You have to foresee a need and supply it before anyone else. And you have to be the best. Those values are still at the heart of everything we do today.” FROM JAMAICA TO CAYMAN: THE EARLY YEARS The Flowers story begins with a thirteen-year-old boy leaving Jamaica to seek work in Grand Cayman.That boy, Clarence Levi Flowers, would go on to become one of the island’s most influential entrepreneurs. After volunteering in World War II with the Trinidad Royal Navy Reserves, where he hunted German submarines in the Caribbean, Clarence returned home determined to build a future. With his savings, he purchased a Bedford truck and launched a small transport business. From ferrying cargo and passengers from seaplanes to trucking goods across districts, Clarence laid the foundation for what would become the Flowers Air Dispatch Services. His approach was grounded in hard work, honesty, and a willingness to diversify to meet community needs. BUILDING BLOCKS OF CAYMAN’S FUTURE In the 1950s, Clarence proposed to his sweetheart, Jen Hinds. As a gesture of love, he vowed to build her “the toughest house on the rock.”At a time when most homes were made of wood and thatch, Clarence saw the potential of concrete blocks. He persuaded the government to let him use their hand-press block machine and painstakingly produced the blocks for his first home. The house stood strong against the elements, inspiring others to commission blocks of their own. Thus, Flowers Block was born, setting the stage for decades of leadership in building materials. At the same time, Clarence saw another essential need — fresh water. Tourism on Seven Mile Beach could not progress without a reliable supply.Through Flowers Water Transport, Clarence began trucking rainwater and later partnered in establishing the Cayman Water Company, helping to pipe water to hotels and residences. In 1974, Flowers Bottled Water was officially launched, a business that remains an island staple today. GROWTH THROUGH THE DECADES Each decade brought new milestones. In the 1960s, CL Flowers & Sons expanded block production with 27 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 FLOWERS GROUP
modern equipment, raising construction standards across Cayman to the highest in the Caribbean. In the 1970s, Clarence joined fellow Caymanians in establishing Cayman National Bank and continued to invest in water infrastructure. By the 1980s, the family was acquiring property in George Town and laying the groundwork for Cricket Square, today the largest commercial office development in the Cayman Islands. The 1990s marked diversification into new areas. Frank Flowers, recovering from a running injury, discovered swimming and founded the Flowers One 28 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
with a renovated headquarters and a host of new projects — a proud testament to a legacy rooted in family values and community service. WEATHERING CHALLENGES WITH RESILIENCE In Cayman, resilience is not optional. From hurricanes to global crises, The Flowers Group has endured by preparing for the unexpected. “We keep at least a three-month cushion of block inventory,” Frank explains. “That is why even after Hurricane Ivan or during the pandemic, we never stopped supplying customers.To this day, since 1946, we have never run out of blocks.” During COVID-19, the group protected jobs by reassigning staff from aviation to other divisions, while Air Dispatch played a vital role in receiving cargo flights with test kits and relief supplies.“Every division experienced challenges differently,” Dara recalls. “But by staying adaptable, we kept serving Cayman when it mattered most.” Mile Sea Swim, an event that has since become one of the world’s top open-water swims and a celebrated local fundraiser.The family also introduced Insulated Concrete Forms (ICF) to the region, reducing energy use in buildings and paving the way for modern, hurricane-resistant structures. When Hurricane Ivan struck in 2004, Cricket Square became a community shelter, and Flowers’ water operations distributed clean drinking water free of charge. In the aftermath, block crews worked day and night to support the rebuilding effort.The Sea Swim, too, took on a renewed mission, channeling proceeds into hurricane relief and, later, into countless local charities. By the 2010s, The Flowers Group had rebranded under its modern identity, acquired Air Agencies to expand aviation services, and continued to grow Cricket Square into a hub for business, dining, and fitness in the heart of George Town. In 2021, the company celebrated its 75th anniversary 29 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 FLOWERS GROUP
RESILIENT BY DESIGN: BUILDING A STRONGER CARIBBEAN WITH FOX BLOCKS® In today’s ever-changing climate, building with resilience in mind isn’t just a recommendation— it’s a requirement. That’s why Fox Blocks is proud to be a strategic partner of Flowers Group, a visionary leader in sustainable development across the Caribbean. Together, we’re redefining construction standards for the region, delivering structures that are stronger, smarter, and built to last. Fox Blocks Insulated Concrete Forms (ICFs) are engineered with the Caribbean in mind. With a proven track record of performance in hurricane-prone and high-humidity environments, our ICF systems offer superior protection against storms, moisture, and energy loss. Whether it’s a commercial facility or a residential home, Fox Blocks delivers unmatched durability, design flexibility, and speed of construction—without compromising sustainability. Through our partnership with Flowers Group, we’re helping communities and developers across the Caribbean build with confidence. From faster project timelines to long-term energy savings, our innovative building solutions drive real value where it matters most. The future of Caribbean construction is here—and it’s built with Fox Blocks. BUILD STRONGER. BUILD SMARTER. BUILD FOR THE CARIBBEAN. Learn more at www.foxblocks.com BUILD STRONGER. BUILD SMARTER. BUILD FOR THE CARIBBEAN. Strategic Partner Learn more at www.foxblocks.com 877-369-2562 info@foxblocks.com Fox Blocks Insulated Concrete Forms (ICFs) deliver unmatched durability, energy efficiency, and storm resilience—perfectly suited for coastal and tropical climates.
True to CL’s philosophy, the group continues to evolve. Recent renovations transformed the headquarters into a modern, interactive space with touchscreen showrooms, QR-coded product information, and advanced video conferencing. A dedicated training facility allows staff to demonstrate the latest building technologies. The block and foam division continues to innovate with decorative foam products, ICF construction, and sustainable manufacturing practices. Recent land acquisitions provide room for additional factories, ensuring capacity for the next generation of building technologies. “We are future-focused,” Dara says.“Our plan includes new products, expanded capacity, and continuous improvement in efficiency and sustainability.” COMMUNITY IMPACT: THE HEART OF THE BUSINESS The business that began with a house built for love has never lost its heart. For over three decades, the Flowers Sea Swim has combined sport, tourism, and philanthropy, raising millions of dollars for causes such as Big Brothers Big Sisters, Habitat for Humanity, Feed Our Future, and the Cayman Islands Crisis Centre. “When our family started the Sea Swim, it was about celebrating health and sport,” Frank recalls. “After Hurricane Ivan, it became about something more — giving back to those in need. Every year since, it has been an opportunity to support our community.” SETTING THE STANDARD FOR MORE THAN 85 YEARS SETTING THE STANDARD FOR MORE THAN 85 YEARS EVERY ASPECT OF CONCRETE PRODUCTS PRODUCTION LEARN HOW COLUMBIA WILL IMPROVE YOUR PRODUCTION COLUMBIAMACHINE.COM PROUD PARTNERS OF FLOWERS GROUP 31 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 FLOWERS GROUP
they buy one block or thousands. In a small country, your reputation is everything.You have to get it right every time — and if you don’t, your recovery has to be even better.” Frank adds, “Complacency is the biggest downfall. You can never take customers for granted. Every single day, you have to earn their trust.” LOOKING TO THE NEXT CHAPTER As The Flowers Group approaches its 80th anniversary, its future rests on the same values that shaped its past: foresight, quality, and community The Group’s culture of philanthropy extends into every division, from donating building materials to supporting community projects and providing opportunities for Cayman’s youth. A CULTURE OF INTEGRITY With nearly 200 employees across its divisions, The Flowers Group is more than a company — it is a family. Dara emphasizes the importance of loyalty, both within the team and with customers. “We trade in loyalty,” she says.“That means listening, responding, and valuing every customer, whether 32 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
33 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 FLOWERS GROUP
PREFERRED VENDOR/PARTNER n Fox Blocks® Insulated Concrete Forms www.foxblocks.com Fox Blocks delivers high-performance Insulated Concrete Forms (ICFs) that integrate structure, insulation, air and vapor barriers into one efficient system. Whether for custom homes or large-scale commercial buildings, Fox Blocks helps builders construct faster, stronger, and more energy-efficient walls. The result: longterm performance, resilience, and sustainability built into every project. n Columbia Machine Inc www.columbiamachine.com Columbia Machine is one of the world’s leading manufacturers of concrete products equipment, serving customers for over 85 years, in over 100 countries. From mixing and batching to automatic cubing and splitting, Columbia builds a complete line of equipment to outfit your entire concrete products plant. spirit. With succession planning well underway, new generations of Flowers family members are stepping into leadership. “We are proud of where we have come from, but even more excited about where we are going,” Dara concludes.“Cayman is our home, and our mission is to keep building it stronger, safer, and more sustainable for generations to come.” From a young Jamaican boy with a dream to one of Cayman’s most respected enterprises, The Flowers Group remains a shining example of how vision, resilience, and heart can build not only businesses, but entire communities. 34 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
CARIBBEAN TRADING LIMITED (CTL) FROM STORM SURVIVOR TO CARIBBEAN GIANT best practices IN ECONOMIC DEVELOPMENT 35 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
36 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
FROM STORM TO CARIBBEA CARIBBEAN TRADING LIMITED (CTL) AT A GLANCE CARIBBEAN TRADING LIMITED (CTL) WHAT: H ardware home center and building materials retailer specializing in construction supplies, home goods, appliances, and marine equipment WHERE: B ritish Virgin Islands WEBSITE: www.ctlbvi.com AFTER 65 YEARS AND SURVIVING HURRICANE IRMA, THIS FAMILY-OWNED BRITISH VIRGIN ISLANDS HARDWARE RETAILER IS SETTING ITS SIGHTS ON CARIBBEAN-WIDE DOMINANCE. 37 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
M SURVIVOR AN GIANT In a region where businesses often struggle to survive beyond a generation, one family enterprise has not only endured but thrived for nearly six decades. Clarence Thomas Limited, known locally as CTL Home Center, is one of the British Virgin Islands’ oldest hardware home centers, having weathered economic storms, natural disasters, and market changes since its founding in 1967. What was started by a licensed plumber seeking reliable materials for his jobs, has evolved into what many consider the territory’s retail giant. 38 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
“It’s a hardware home center located in the British Virgin Islands specializing in building materials, home goods, and similar items,” explains Michael Thomas, the company’s Managing Director and son of founder Clarence Thomas. The business operates as a comprehensive one-stop destination serving everyone from weekend DIY enthusiasts to major resort developers across the Caribbean’s sailing capital. CTL has established itself as a crucial community infrastructure provider, particularly evident during Hurricane Irma in 2017 when their Fish Bay location became the island’s primary supply hub for reconstruction efforts. Their main Tortola store features a drive-through lumberyard and over ten specialized departments, while a smaller Virgin Gorda location focuses on essential hardware and plumbing supplies. With the BVI government projecting tourism revenue to reach $410.77 million in 2024 and ongoing infrastructure investments, CTL’s role in supporting residential and commercial development continues to expand throughout the 35,000-person territory. A FAMILY AND COMMUNITYCENTERED APPROACH CTL operates under a philosophy that maintains its status as a registered corporation within the British Virgin Islands while preserving the intimate connections that define family enterprises.This dual identity shapes every aspect of their operations, from employee retention to community engagement during the territory’s most challenging periods. “This business was started by my parents and remains a family-based business, but it’s an actual corporation set up within the territory, and we are still run by the family with lots of involvement by the family,”Thomas explains.The company’s approach to workforce development reflects this family-oriented structure, with many employees remaining loyal for decades. “A lot of the employees have been with us for over 20 plus years making them essentially family.” The depth of CTL’s community integration became most apparent during Hurricane Irma’s devastating impact in 2017. While many businesses shuttered or relocated, CTL’s Fish Bay store survived 225-mileper-hour winds and immediately reopened as the island’s primary supply center.“During the hurricanes when everything went sideways in the BVI, the one company that stood the test and basically was at the forefront of the rebuild was CTL,”Thomas states. 39 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 CARIBBEAN TRADING LIMITED (CTL)
The company maintained full employment, provided shelter for workers, and ensured essential supplies reached recovery efforts.“CTL belongs to the public, it belongs to the people of this country. That’s why we’re here.” This community-first mentality defines CTL as an essential community anchor supporting the territory’s resilience and recovery efforts. BUILDING SUCCESS THROUGH COLLABORATION CTL’s ability to maintain consistent inventory and competitive pricing in a remote island market stems from carefully cultivated supplier relationships spanning multiple decades. The company has built 40 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
a diversified network combining direct manufacturer partnerships with membership in major buying cooperatives, creating supply chain resilience that proved crucial during recent global disruptions. “We represent a broad base of suppliers directly, like Makita Power Tools, like TOTO Plumbing Fixtures, but we’re also part of a huge buying group called Orgill, and we just actually started out with Do It Best,” Thomas explains. The Makita relationship exemplifies CTL’s long-term partnership approach, with nearly three decades of collaboration including joint customer events and product demonstrations. “We’ve been distributors for Makita for nearly 30 years. They’ve supported our business, getting involved at this level.”TOTO, the premium bathroom fixture manufacturer whose products appear in Las Vegas hotels and major airports, highlights CTL’s quality offerings despite the small market size. The Orgill partnership is CTL’s most significant supply relationship, providing access to thousands of products through one of America’s largest wholesale distributors. “I’ve been with them for over 30, approaching 40 years, and they basically rise to the challenge,” Thomas notes. During Hurricane Irma’s aftermath, Orgill suppliers extended credit terms and prioritized shipments to support reconstruction efforts. “They forewent a lot of payments that were needed during the time that we were going through our stresses as a country. They just made sure that we had a product because in their minds, as they said, if you guys don’t function, we don’t function.” 41 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 CARIBBEAN TRADING LIMITED (CTL)
WORKFORCE AND LOCAL FOCUS Operating in one of the Caribbean’s smallest territories presents unique challenges that require a deep understanding of local dynamics and workforce development. The British Virgin Islands’ population of approximately 35,000 people creates a tight labor market where CTL must balance local hiring preferences with the need for specialized skills across their diverse operations. “We prefer to hire locals first as much as we possibly can. Wherever we can find those persons qualified for what we’re looking for, the first persons we would prefer to hire would be the islanders or belongers as they are called,” Thomas explains. “We do have a fair amount, but CTL is still 70% locals or BVI belongers and the other 30% is a mixture of persons from throughout the Caribbean, South America, the Philippines, and the US mainland.” The scale challenge becomes apparent when comparing the BVI market to neighboring territories. 42 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
Thomas puts the limitation in perspective: “Remember right now the British Virgin Islands represents only 35,000 people throughout the entire British Virgin Islands compared to our neighbors next door, the US Virgin Islands, where St.Thomas alone is over 70,000 people.” Despite the small market size, CTL benefits from the territory’s high per capita income and diverse economy anchored by financial services and tourism, creating consistent demand for residential and commercial construction materials. FROM BUILDING MATERIALS TO HOME DÉCOR CTL’s product strategy has evolved to match shifting market conditions in the British Virgin Islands, where traditional construction activity faces headwinds while other segments show promising growth. The company maintains its core building materials business while expanding into higher-margin categories that serve residential customers and the territory’s luxury hospitality sector. “Our market is not growing where it should be growing in the BVI compared to the rest of the region around us. But we still do well with building materials and basic hardcore building material, plumbing materials, that type of thing,”Thomas acknowledges. However, the company has identified strong performance in alternative product categories. “What really works well is the home décor side of what we do. Also, furniture, home décor products, that type of thing, appliances, that actually works out really well.” The territory’s high-end resort industry provides a consistent revenue stream through maintenance and repair contracts. CTL supplies materials for ongoing upkeep at luxury properties throughout the islands, leveraging relationships built over decades.“We do have a lot of high-end hotels and properties in the BVI, and we’re happy to be able to supply a lot of their repair needs as they need them to repair whatever they’re going through at the time,”Thomas explains. Special ordering has become a crucial service differentiator in the constrained market environment. “Our special-order department is constantly specialordering products for individuals, whether for homes, hotels, or what have you. So, we do quite a bit because our market is so small, you can’t 43 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08 CARIBBEAN TRADING LIMITED (CTL)
basically store everything,” Thomas notes. With BVI construction costs averaging $350-500 per square foot and the government investing $2.6 million in road improvements for 2024, demand for specialized materials continues despite broader market challenges. AUTOMATION AND DIGITAL TRANSFORMATION CTL has embarked on an ambitious modernization program designed to streamline operations and eliminate manual processes that have long characterized traditional hardware retail. The initiative encompasses everything from pricing systems to customer interaction platforms, positioning the company for enhanced efficiency in an increasingly competitive marketplace. “We’re trying to make this business as efficient as we possibly can. We’re working feverishly trying to make sure that we get all these things implemented,” Thomas explains. The transformation timeline is aggressive, with most automation systems expected to be operational within months.“I think within the next year and a half, we should be pretty much where we want to, where most everything for us would be practically automated.” Electronic price tags are one of the most visible changes. “We’ve added pricing electronic tags throughout the stores or gotten rid of all those paper tags that you see all over the place in hardware stores or any store supermarkets and things of that nature,” Thomas notes. The pricing system updates multiple times daily, automatically adjusting when new inventory arrives or costs change. “Our price systems are updated three or four times a day. Once prices change, once we receive a product, the prices are automatically updated.” The company’s website development focuses on creating fully interactive e-commerce capabilities while maintaining the importance of physical locations. CTL has also implemented customer relationship management systems and artificial intelligence tools to reduce administrative burdens. Despite these technological advances, Thomas believes brick-and-mortar retail will remain essential in the Caribbean market, with online 44 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 08
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