Elfas Mcloud Zadzagomo Shangwa (HUNTER): A Betrayal in the Potato Farming Sector in Botswana, Zambia and South Africa:

Leaders Are Supposed to Be Principled—This Brings in the Trust Factor and Accountability

As an agriculture coach, influencer, agriculturalist, mentor, and entrepreneur, I have worked extensively across multiple countries, striving to promote potato farming as a commercial sector that benefits smallholder farmers. My goal has always been to create sustainable agricultural ecosystems that empower rural and urban communities, increase food security, and enable economic growth. However, what I have experienced in my journey has shown me that while ambition and hard work are critical for success, trust, integrity, and principled leadership are paramount. The absence of these principles in leadership has led to betrayals that have not only hurt me personally but also damaged the organisation’s plans I have dedicated my life to. This is a story of betrayal I have faced in three countries—Botswana, Zambia, and South Africa—and the important lessons I have learned.

Botswana: The Highest Betrayal

The first and most significant betrayal occurred in Botswana, where I began my work setting up smallholder potato farming. At the outset, I had high hopes and worked alongside a group of individuals I trusted, many of whom were religious leaders. One such leader, Pastor Chayo, initially supported the mission of Farmer's Pride International (FPI). She was entrusted with the task of coordinating workshops and training programs for potato farmers. However, what began as a promising partnership quickly took a dark turn.

Pastor Chayo, despite lacking the necessary technical training or expertise in potato farming, decided to register her own company to train farmers. Her only skill, it seemed, was in coordinating and managing workshops—tasks I had entrusted to her. In her eyes, this provided her with the opportunity to build her leadership role. She soon began to distance herself from FPI, taking the trainers I had trusted with me and turning them against the organization. It was a classic case of someone turning their back on their mentor, sowing discord and spreading misinformation about FPI, calling us “bad people.” This behavior mirrored the actions of her predecessor, a trusted lady who had worked with FPI as the national coordinator for Botswana. It was heartbreaking to see such betrayal from those I had believed in, and it became apparent that greed and personal ambition had clouded their judgment.

The situation worsened as another trusted individual, Tandazano Mohosi, from Morwa village in Botswana, turned against me. Tandazano had proposed a business partnership with FPI to grow potatoes, and we had entrusted her to organize workshops and practicals. However, during a workshop at her home in November 2023, I lost my wallet containing BWP 3,000, N$ 2,500, and ZMW 3,500. We searched for it to no avail,. We chose not to confront anyone at Tandazano homestead directly even when we knew one of her people had taken it. It only got foud months later in March 2024 at her home, by her, but with half the money gone, we used diplomacy stating to the farming community that the wallet was found outside her house 4 months later and she called us to tell us of the discovery. In the months that followed, Tandazano's actions became more suspicious, and she turned against FPI once again. Despite being entrusted with holding the fort in our absence from the country, she began to work against the organization, even trying to take control of our business dealings, including securing supplier links for liquid fertilizers and potato tubers. This behavior culminated in a dramatic showdown during a roundtable event in Palapye, Botswana, where she attempted to take over the event and convince attendees to support her instead of FPI.

This behavior culminated in a dramatic showdown during a roundtable event in Palapye, Botswana, where she attempted to take over the event and convince attendees to support her instead of FPI. Even more distressing was her attempt to deceive a pastor's family, who had hired FPI to assist with their farming venture in Mashoro, Botswana. Tndazano managed to secure her own position with the same family, resulting in a conflict of interest that threatened to tear the organization apart.

But as tensions reached a breaking point, Tndazano revealed her true intentions, fighting with the country director of FPI Botswana and aligning herself with the pastor who had hired FPI. This collective betrayal nearly led to the downfall of our work in Botswana. Yet the situation didn’t end there.

Tundazano and the others, emboldened by their efforts to take over, decided to form a potato farming cluster made up of over 1,000 farmers—many of whom had been trained by FPI. However, their lack of experience in running a successful commercial venture soon became apparent. They were simply repeating what they had been taught by FPI, but without the strategy, expertise, or vision necessary to build a sustainable business. They started working on their own without FPI's guidance, naively thinking they could succeed on their own. Tundazano, in particular, barred FPI from participating in this cluster, trying to position herself as the leader of this new movement. It was disheartening to watch these individuals—who were trained by us and whose success relied on our knowledge—believe that they could take over and become self-sufficient without truly understanding what it takes to run a commercial farming operation.

They failed to realize that they were merely advancing the work that FPI had started. They had the tools, but they lacked the vision to see the bigger picture. The absence of strategic planning and the failure to understand the long-term goals of FPI would ultimately result in their downfall. To us, the issue was not that they had formed a cluster, but that they had been misled into thinking that their efforts alone could carry them forward. Meanwhile, FPI's end goal—being the central buyer of all potatoes in the market—would continue to prevail, regardless of their misguided attempts.

South Africa: A New Betrayal

While betrayal in Botswana was painful, it was not the only instance I would face. In South Africa, I had a similar experience with a lady who initially appeared to be an asset to the organization. She invited FPI to conduct workshops in South Africa and promised to manage the logistics. Unfortunately, this trust was misplaced. After collecting registration fees from participants, she disappeared with the funds—three times. Her resignation letter came too late; the damage had already been done. She destroyed the progress we had made and left the organization in turmoil, yet her actions were only a small part of the larger pattern of betrayal that I was facing.

Zambia: The Ultimate Betrayal

In Zambia, my journey was one that required significant personal investment, both emotionally and physically. I had dedicated years to working in Zambia, traveling across six provinces, enduring wear and tear on my vehicle, and facing the various challenges that came with managing a cross-border agricultural project. The effort to create a sustainable potato farming sector was immense, but I was determined to see the vision through. As an agricultural entrepreneur, my dream was to transform Zambia into a major player in the potato farming sector, not only in Africa but also on the international stage.

In early 2023, I reached out to Pastor Roma and her husband, who were local Zambian partners with whom I sought to expand FPI’s reach in the country. They seemed to be good allies at first, sharing my vision and ambition. We worked together to lay out the framework for our partnership, which would include agricultural training, community building, and ultimately setting up a commercial potato farming operation. The process seemed smooth, and I believed that with this partnership, FPI could finally cement its presence in Zambia.

The first signs of trouble began to surface when I made the decision to advertise our presence in Zambia. I went on television to announce our activities and the thousands of farmers who were willing to take part in the training programs. This move was meant to create awareness and draw in more partners, but it also attracted the attention of others who had different motives. One such individual was Bishop Condal, a man of faith and purported integrity, who initially joined our efforts with the understanding that he would assist in spreading the word about our mission and help facilitate the expansion of FPI in Zambia.

For a time, Bishop Condal appeared to be a strong ally. He traveled with me on numerous trips across Zambia, visiting various provinces, and was deeply involved in planning the agricultural programs we had designed. However, what I did not know was that while outwardly appearing supportive, Bishop Condal had already begun plotting behind my back. On our trips, he would often be seated in the back of the car, speaking in his native language to his contacts, discussing how to undermine me and ultimately seize control of the operations. His actions, though veiled, were becoming increasingly suspicious.

As we moved forward, the situation took a dramatic turn. The betrayal became evident when, in February 2024, Bishop Condal, together with the country director and national coordinator, decided to orchestrate a scheme to remove me from my own organization, FPI. It was a shocking and painful realization that those I had trusted were not only undermining me but were attempting to hijack everything I had worked so hard to build.

What followed was a meticulously planned effort to wrest control of FPI’s assets and business relationships. Their primary target was a significant business contract with Shop Tight, a large supermarket chain that had shown interest in sourcing 1 million metric tons of onions and potatoes from FPI. The prospect of securing such a massive contract was monumental, and these individuals saw it as an opportunity to capitalize on FPI’s hard-earned reputation. The plan was to sideline me—its founder—and take control of the operation, effectively turning FPI into a company owned and run by them.

Bishop Condal, who had presented himself as a loyal partner, suddenly turned into the mastermind behind this plan. His involvement in the scheme reached its peak when he, along with the country director and national coordinator, worked together to fabricate lies about me. They spread false accusations and engaged in character defamation, all in an attempt to remove me from the organization that I had founded. They did not stop there. They also sought to undermine the trust that FPI had built within Zambia’s agricultural community by spreading lies about my leadership and intentions.

However, despite their calculated efforts, they were ultimately unsuccessful in fully executing their plan. The betrayal was so evident that the truth began to surface, and the cracks in their facade became apparent to others within the organization. Their goal was to take over FPI and use the organization’s assets for their own personal gain, but they underestimated the strength of FPI’s foundation and the support from those who believed in the mission.

After being forced out of the leadership structure by these individuals, I did not allow the betrayal to mark the end of FPI’s work in Zambia. In fact, this act of treachery only fueled my resolve to rebuild. I was determined not to let the organization fall into the wrong hands. Despite all the emotional and logistical difficulties, I was able to regain control over FPI in Zambia. What these individuals did not realize was that they had underestimated the true value of FPI’s mission and the expertise that I had built over the years.

We returned to Zambia with renewed purpose and energy. FPI is now back in Zambia, stronger than ever, with a large contract for capacity building in several provinces. We are now able to offer agricultural training and technical assistance on an even larger scale, empowering the next generation of farmers and establishing long-term sustainability for Zambia’s agricultural sector. The individuals who tried to take over FPI are now irrelevant, and their attempts to capitalize on FPI’s success have ultimately failed.

It is worth noting that this betrayal, like the others I faced in Botswana and South Africa, illustrates a recurring pattern: when individuals lack vision, strategy, and accountability, they often resort to undermining others for their own gain. What these individuals failed to understand was that FPI’s mission was never about personal power or financial gain—it was about empowering communities, creating jobs, and driving long-term agricultural development. Their attempts to destroy the organization only helped to highlight the depth of FPI’s commitment to its vision.

The Bitter Irony of Betrayal

The ultimate betrayal in Zambia, however, is not just about the individuals who tried to seize control of the organization, but about the fundamental lessons that were ignored by those involved in these actions. They had been trained by FPI, learned the core principles of sustainable farming, and were given the tools and knowledge to succeed. Yet, instead of using those skills to build something meaningful, they allowed greed and ambition to cloud their judgment. They wanted to be the leaders, but they failed to realize that leadership is not about taking over someone else’s hard work; it’s about building something that benefits everyone in the long run.

Their betrayal was ultimately self-defeating. They thought they could replace FPI and continue its work, but they lacked the vision and strategy to make that a reality. Their lack of experience and understanding of the complexities of running a commercial farming operation became apparent as time passed. They could not replicate the long-term goals that FPI had in mind, nor could they build a sustainable framework without the necessary expertise and infrastructure that FPI had spent years developing.

In the end, they failed, and FPI emerged stronger. The lesson here is simple: betrayal may give some people temporary satisfaction, but it always comes at a cost. In the case of FPI, betrayal only proved to be a catalyst for growth and resilience. We rebuilt our presence in Zambia and are now poised to continue our work with even greater strength and determination.

Through it all, FPI has proven that integrity, trust, and accountability are not just ideals—they are essential for long-term success. The individuals who betrayed FPI may have thought they could succeed on their own, but they failed to understand that leadership is not about personal ambition or power—it is about serving a greater purpose. And that purpose, as FPI has demonstrated, will always prevail.

Lessons Learned: The Price of Betrayal

The betrayals I experienced in Botswana, South Africa, and Zambia have shown me the destructive power of ambition without principle, trust without accountability, and leadership without integrity. These people who had once been allies now want to erase FPI’s legacy, but they fail to understand that they are simply advancing the very mission they tried to steal. They have mastered the techniques I taught them, but they lack the vision and strategy to truly succeed. Without a solid foundation of principles, they will eventually crumble.

Betrayal may feel like a victory in the short term, but in the end, it is the betrayer who loses. The organizations that attempt to thrive on deception and dishonesty are always doomed to fail. The truth always emerges, and with it comes justice. FPI is a testament to this. Despite the betrayals I have faced, we are not only surviving but thriving. Our new focus on high-value crops, such as moringa, is already attracting international interest, and we are preparing to supply products across the globe.

This journey has taught me that no matter how difficult the road may be, I will never lose sight of the principles that have guided me: integrity, trust, accountability, and a commitment to empowering others. I stand firm in the belief that true leaders are those who uphold these values, and the rest—those who seek to destroy others for personal gain—will eventually fall.

Let this story be a reminder to all of us that integrity is everything. Betrayal may bring temporary success, but it ultimately leads to failure. Only by staying true to our principles can we build something that lasts.

About the Author

Elfas Zadzagomo Mc Shangwa (Hunter) is a seasoned agriculturalist, coach, mentor, and thought leader in sustainable agriculture and development. As the Executive President and Founder of Farmer’s Pride International (FPI) and Hunter’s Global Network (HGN), he is passionate about transforming agriculture into a commercial sector that empowers communities, creates job opportunities, and fosters economic growth, particularly in developing regions. Hunter’s work has taken him across multiple African countries, including Botswana, Zambia, and South Africa, where he has driven initiatives aimed at uplifting smallholder farmers and transitioning them into successful commercial ventures.

With expertise in agro-food production value addition and processing, agriculture-based cluster models, and sustainable agricultural ecosystems, Hunter has been at the forefront of the Rural and Urban Agriculture Innovative Production Program (RUAIPP). He is deeply committed to training, equipping, and empowering farmers to create long-term, sustainable agricultural businesses. Through FPI, he has also authored a series of books on agriculture and child rights, sharing his insights with a global audience.

As a visionary, Hunter believes in the power of collaboration, principled leadership, and trust to drive systemic change in agriculture, particularly for the betterment of smallholder farmers. His mission to recruit five million people into Africa's agricultural ecosystem and fund their agricultural projects is a testament to his dedication to fostering growth and progress in the agricultural sector.