Synthite’s Transformation: Building A Business Family With Global Ambitions

Founded in 1972, Synthite has grown from a family led enterprise into one of the world’s leading producers of natural ingredients and value-added solutions for the food, fragrance, and nutraceutical industries. Guided by a strong leadership team, the company continues to expand its global footprint while investing in innovation, sustainability, and people. In this conversation, Mr. Aju Jacob, the Managing Director shares insights into Synthite’s evolution, growth strategy, and long-term vision.

Q. How do you define Synthite’s journey from a family business to a “business family”?

The distinction matters. A family business is often held together by who you are. A business family is held together by what you believe and the courage to act on those beliefs, even when it is uncomfortable. For us, this shift happened as the next generation began working alongside professionals who had built careers outside the family. We had to ask ourselves whether we were truly giving them authority and autonomy. That question became the starting point for change. Today, the family focuses on preserving the company’s values and long-term vision, while professionals lead key business functions. The board provides strategic guidance, and the organisation drives execution, creating a strong institution built on both purpose and performance.

Q. In many family-owned businesses, decision-making can remain centralized. How has Synthite built a culture where professionals are given true strategic autonomy and ownership while ensuring alignment with the company’s long - term vision?

More than a decade ago, we brought in a young professional, Vikas Temani, fresh out of business school, to help strengthen leadership within the organisation. Soon after, he proposed building a premium chocolate brand within Synthite. The obvious question was why a B2B spice company should enter chocolates. The answer was simple: we had the sourcing expertise, the scientific capabilities, and a leader with passion and a strong plan. We supported the idea, provided resources, and gave him the freedom to build. Today, Paul & Mike is a recognised brand, not because the family drove it, but because a capable professional was trusted to lead it. That remains our approach. Professionals are encouraged to build, with real decision-making authority, P&L responsibility, and the support needed to succeed. We see autonomy not as a reward but as a requirement for meaningful work. Our governance framework is designed to enable growth rather than restrict it.

Q. Synthite is no longer seen only as a spice oleoresin company but as a ‘Strategic Sensory & Solutions Partner’ and a bio-actives innovator. What drove this strategic evolution, and how are you redefining value creation for clients across food, fragrance, and nutraceutical sectors?

Our evolution was driven by both customer demand and our own vision. Customers increasingly sought partners who could help solve formulation challenges and contribute earlier in the product development process.

To meet these needs, we invested in R&D, sensory science, and advanced extraction technologies, enabling customers to create clean-label products using natural ingredients. Today, we support them on broader challenges, including sustainability, scientific validation, supply chain resilience, and regulatory compliance, while investing in future-focused areas such as synthetic biology and biomanufacturing.

Q. How is sustainability influencing your business strategy and global operations?

We work closely with nearly 10,000 farmers across more than 20,000 acres, helping improve agricultural practices, strengthen traceability, and reduce reliance on synthetic inputs. These efforts support both product quality and environmental sustainability. Our commitment extends to operations as well, with 13% of our power needs met through renewable energy. We are also a signatory to the United Nations Global Compact, reinforcing our focus on responsible and sustainable growth. A business that protects its soil, its water, and its people is the only kind built to last - not for another season, but for another hundred years.

Q. What opportunities do you see for Synthite in emerging markets like China and Africa?

China is evolving into a highly sophisticated market, with customers increasingly demanding traceability, sustainable sourcing, and science-backed solutions. To meet these expectations, we are developing a Customer Experience Centre in Shanghai tailored to local needs. Africa presents significant opportunities both as a sourcing hub for natural botanicals and as an emerging consumer market. Our initiatives in countries like Rwanda have already created value for local farming communities. In both regions, our focus remains on building long-term, sustainable partnerships rather than pursuing rapid expansion.

Q. What is your long-term vision for Synthite’s next phase of growth and legacy?

Legacy, to me, is straightforward. Our founders built an organisation that successfully navigated generations of challenges. Our responsibility is to pass on an institution that is stronger, more trusted, and more relevant than the one we inherited. When we say we aspire to be “The Most Valuable Natural Solutions Company in the World,” the key word is valuable. Valuable to customers because we solve complex problems. Valuable to farmers because our growth contributes to their prosperity. Valuable to the industry because we continue to advance science and innovation. The next phase of growth will be driven by investments in biomanufacturing, advanced extraction technologies, global application capabilities, and talent.