Exclusive Opportunity: Geoduck Aquaculture

Manatee Holdings, Ltd |Investor Directors | Advisory Board Members


Rosemary Rollins, is a business consultant, coach, auditor, entrepreneur, CPA and MBA, Philippines-born Rosemary Rollins is the vice-president and shareholder of Manatee Holdings, Ltd. Over the last nine years she has helped the company achieve major growth in revenue. In recognition of her work at Manatee, she was listed among the W100 Ranking of Canada’s Top Female Entrepreneurs, produced by Profit and Chatelaine magazines.


Rosemary, what is Geoduck Aquaculture?

Geoduck Aquaculture, also known as Geoduck farming, is the practice of cultivation of a clam for human consumption.

Known as the ‘elephant trunk’ by the Chinese, and listed as the Japanese Emperor’s top gourmet food, this incredible shellfish is believed to have therapeutic value and is considered an aphrodisiac in the Far East.


How did you come to be involved in Manatee Holdings? 

In 2004 I immigrated to Canada where I met my husband, Eric Gant who was the pioneer of the geoduck fishing and aquaculture industries in British Columbia, Canada.

Over the years I have worked my way up from being the company’s part time accountant in 2008, to becoming a full time Vice-President/CFO, and Director in 2013.  While I was married to the founder of the company, I was also recognised by Canadian business, PROFIT, and Chatelaine magazines to be one of the top 100 female entrepreneurs in Canada (#84 in 2012 and #5 in 2014). This recognition is based on a composite score that considers the size, growth rate and profitability of our businesses.


Your organisation has been ranked in the top 10 Best Green Businesses in British Columbia – how does your focus on sustainability and environmental preservation steer your business decision-making. 

This award category recognises companies who demonstrates a strong approach to energy management and an organisational culture of conservation and waste reduction.  The values of this award are very much aligned to our organisations mandate, which is “to create to the best of our knowledge the most environmentally beneficial food production operation on land or sea anywhere in the world.”

The focus of sustainability and environmental preservation steers our business decision-making towards always having “protect the animals we harvest and ranch in the ocean” as our top of mind intention.  This has helped us create a system of management that prevents the endangerment of the species we specialise in and addresses the collapse in fisheries.


What are your plans for the organisation?

The organisation is in the next stage of its development this year.  To date we have cultivated 20 hectares of tenure, and are now focused on another 70 hectares to develop.

Our company is in search of investor directors who share our mandate to be profitable ecological caretakers of the ocean.  The plan is to continue to seed our grow-out site with healthy animals that adhere to our “polyculture strategy”, which is in alignment with our plan to pioneer sustainable beneficial change.

We focused on creating solutions that did away with the necessity to guesstimate natural recruitment and looked for ways to address natural problems causing excessive mortality.  The opportunity for the future is to continue to culture geoduck, sea cucumbers, and urchins with production models that fit into the surrounding ecology with the potential to deliver at least $100Million in gross revenue.


What skills and capabilities are you looking to bring into the organisation? 

We need to bring the skills of innovation management and focus management into our organization.  An innovation manager/director is the kind of person who loves innovation. A focus manager/director is the person who makes the innovation a recurring process.


What have been the greatest challenges for you and the organisation over the last few years? 

The greatest challenge for me has been in bringing together the owners, business leaders, employees, and customers with an engaged purpose and team mindset.

Over a five-year period, our company grew from five, to 25 employees, or 400% in 5 years, and as a result we could not ignore the fact that we had to become more cohesive.

Our departments were previously so independent and productive that we lost track of interdependence and are now working towards having a game changer team.  This quarter my objective is to break the mould and create a self-managing company.

For more information about Geoduck Aquaculture please contact Kylie Hammond for a confidential discussion. Applications can also be made via the Director Institute jobs board.