Globally
Present

We are connecting people and
products through real-time market
engagement. Explore the interactive
map to discover our growing global
presence.

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Go-to-Market
Process

Farmfolio’s global presence allows us to enter markets on our own terms. Our international team puts in the groundwork, keeping a close eye on markets and establishing a customer base that allows us to access markets directly. We control our products when they arrive at market, which allows us to pivot in response to market volatility, avoid price drops, and diversify our sales.

go to market process

Our brands are the vehicle through which Farmfolio delivers
its products to the world. Currently focusing on tropical fruits
and hardwoods, our brands are committed to quality, social
good, and sustainability.

Our brands

La dona

La Dona is Farmfolio’s tropical fruits brand. Currently specializing in high-color, high-maturity pineapples via air freight, La Dona is quickly expanding its market presence worldwide. The brand will distribute the limes produced by the Valle Verde project as well as coconuts from Ganadería Pietrasanta. As Farmfolio expands, La Dona will be the vehicle through which the company markets its various fruit products.

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Burroteka

The Burroteka brand offers high-quality Colombian teak that is quickly gaining recognition for its high tensile strength, beautiful appearance, and ideal oil content. Processed at Burroteka's sawmill, the only centralized, value-added teak processing facility in Colombia, the brand is introducing the world to exquisite Colombian teak.

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Case studies

Cracking Down on Illegal Logging

When the Farmfolio team first met with the Vergara family, we saw tremendous potential in their operations. We also saw tremendous challenges. For years, the Vergara family pineapple brand, La Dona of Panama, had struggled to enter markets.

Science

Andy Meek

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Case Study: Burroteka

After acquiring 64 hectares of teak forests through the initial Pietrasanta offering, we realized that the studies provided during the acquisition had failed to consider the costs of logistics, transformation, and marketing required to reach premium pricing.