Muhammad Anis Mirza, Founder and Managing Director of Djeneris Diversity Sdn Bhd (DDSB), transformed his small village-based palm oil weighing business into a scalable platform that now supports smallholder farmers across Terengganu through structured access to fair, reliable markets. Despite starting with limited capital, leadership gaps, and high operational inefficiencies, he led DDSB to achieve over 470% cumulative growth in revenue over three years—powered by strategic business mentorship and disciplined operational reform.
“For me, business was never just about profit. It was about building something that gave dignity to others—and making my family proud along the way.”
Before I sought guidance, DDSB was stuck in a cycle of inefficiency and low profitability. While our sales were strong, profits remained flat. I lacked the systems and leadership capacity to manage growth effectively. I made poor hiring decisions—often recruiting people I knew personally rather than hiring based on actual business needs. This resulted in idle manpower and inflated costs that drained our cash flow.
Every ringgit in the business came from my own effort—no bank financing, no external investors. That forced a level of discipline I wasn’t prepared for. I was growing the business alone, and slowly, the stress began to surface. Yes, we were expanding, but without the right systems, it wasn’t sustainable.
After years of pushing through uncertainty, my father gave me the nudge I didn’t know I needed. I joined the Millionaire Marketing Mastery (MMM) program by RichWorks. Over just three days, everything clicked. I finally understood what was holding us back—poor systems, lack of leadership direction, and no real handle on our finances.
But I didn’t stop there.
I moved forward with direct mentorship under Prof. Datuk Wira Dr Azizan Osman through The Titan Program, where the real transformation began.
Through RCG’s structured coaching, I rebuilt DDSB’s operational model from the ground up. Every weighing center was reassessed for manpower needs. We right-sized our workforce to reduce inefficiencies, and I adopted a multi-step hiring system to ensure we brought in talent aligned with our mission—not just hires based on familiarity.
We also introduced CSR strategies that elevated our visibility and trust among rural communities—our most important stakeholders. We weren’t just offering a service anymore—we were positioning DDSB as a reliable and responsible partner in the supply chain.
And the growth proved it.
In under three years, DDSB transitioned from one location to a multi-branch operation across Terengganu. By building structured access points between smallholder farmers and processing mills, we became a key enabler of rural income sustainability.
Since the transformation began, we’ve grown revenue by over 470%—a milestone I never imagined when I first started out with just one center and a vision.
But beyond the numbers, the biggest transformation was personal.
I moved from constant firefighting to focused strategic leadership. Today, I lead with confidence, structure, and purpose. DDSB is no longer just a rural startup—it now stands as a scalable platform driven by systems and service.
Muhammad Anis Mirza
Founder & Managing Director, Djeneris Diversity Sdn Bhd
Agriculture Industry
