Interview with Augustin Strodijk: from horticulture to family soap.

Martin de Candre's strength seems to be partly due to his family character. For three generations, the MDC soap factory has been perpetuating a unique know-how in terms of old-fashioned saponification. Augustin Strodijk, grandson of the founder, shares her professional itinerary then her arrival at the family business in 2016. He also gives us his childhood memories in the Martin de Candre workshop, his vision of a sustainable craft business and some key tips to serenely perpetuate a family business.

1/Augustin, can you tell us about your journey?

My first steps as a student then young professional took place in the vegetable sector in Anjou, the first French horticultural department. The Angevin plant sector displays a long tradition of horticultural know-how in vegetable and floral seeds, medicinal plants, ornamental and fruit nurseries ... My training and my different experiences were in horticultural production and then horticultural experimentation with, for specialty, the protection of plants and cultures through the help of insects and natural products. In addition to my first missions as a young pro in Angers, I worked on the agricultural land of Mestré, a historic agricultural area in which the soap factory was born. Without projecting myself into the family business, I joined Martin to that in 2016 as a master's degree. A few years later, in 2020, I became co-manager of the soap factory alongside my mother, Hélène Strodijk. My initial mission in the company was our establishment in the town of Turquant where we have the workshop producing shaving soap, flagship product of Savonnerie.

2/ What has your training brought you in the horticultural world compared to the management of soap factory?

The major contribution was the logic of production with the management of raw materials. There is also seasonality in work and then working on products from plants. Going from horticulture to natural cosmetics, I do not go away as much as that of the vegetable sector since the raw materials that we work are directly drawn from these plants that formerly I had to produce in nursery.

3/ What is the oldest memory you have of soap shop when you were a child?

I have a multitude of memories in mind! Among them, I remember the first workshop where our grandmother worked, located in the Grange aux dinesés de Mestré. At the time, our craftsmanship had very limited means, the equipment was rudimentary (I still saw the dishes in a bathtub), and he did not even pay a salary for my grandparents. There were a lot of very physical manipulations which are now facilitated by modern means. For example, 200kg oil barrels were discharged by hand trucks and then rolled on the pavements of the Roman road to the strength of the arms before being stored under the barn, near the workshop. To make the soap, you had to be two people since the 90 kg tank was emptied by hand once the saponification is completed. All the soap blocks were peeled with the thrifty so that they can then be placed in the press that shapes them. The work was huge before reaching the finished product, especially since my grandparents were alone! Another memory that marked my childhood is that of the scraping and the enthusiasm of the stainless steel spatulas manipulated by Grane in front of her kneading while she was making her soap. The caramelized smell of the Balm of Peru, today almost disappeared from the market to our great regret, is also a real Madeleine de Proust for me!

4/ Was work in the family business obvious from the start or a revelation late?

For my part, it was a revelation late! I started with part -time at Savonnerie to see if there was a compatibility between the mission entrusted and my personal skills. Thread by needle, I gained confidence and taste for the careful work of the house. On our scale, we still cultivate a very supplied versatility: sometimes we must be project manager, sometimes producer, administrator ... We do not have a division as precise as in large groups. In fact, by this diversity and the autonomy required to integrate our craftsmanship, I have projected more and more in the long term. In addition, I appreciate and I am grateful for the very wide room of maneuver that my mother has given me since my arrival. His confidence allowed me a great freedom of action in the creation and development of our new workspace in Turquant. With almost 50 years of existence, the soap factory is at a turning point in its history and its development: new needs, modes of operation and challenges are imposed on it. I am happy to participate in the reflection and the implementation of this renewal in its functioning and its future prospects!

5/ The values ​​of a craft and family business are they compatible with a world in perpetual movement?

Yes, because on our small scale, adaptation is more flexible than for important structures where when a change is necessary, we have much more habits and tools to disturb! Our company is open and sensitive to the evolution of processes and needs: we make sure to create a balanced link between who we are and the current era in which we live with all the conditions and requirements it imposes. However, the global situation makes us understand in a glaring way that we can no longer have access to everything in one click at the risk of seriously harming the environment or the working conditions respectful of man etc. The problems suffer our planet impose on us a good sense and a connection to our environment that generations before or even globalization made us forget ... In fact, we must accept that to achieve the things we need conscientiously, we must take more time. To survive, our modern world needs companies with human, ethical, managers. Martin de Candre is one of those companies whose spirit and know-how are part of a healthy and thoughtful logic, turned to the future.

6/ What Martin value of Candre would you like to perpetuate and what novelty would you like to breathe into the company?

The quality of the products and the family spirit are among the fundamentals Martin de Candre to continue. I would also like Martin de Candre to be more anchored in the local and rural landscape of the Loire Valley. Often, I realize that we are unknown to our neighbors. Before trying to be necessarily known nationally and then international it is important to develop a local presence because sustainable development also passes there! My other wish concerns fluidity in our production in order to provide the necessary ergonomics to the team concerned. The creation of functional and high -performance tools and work spaces is at the heart of my issues. The idea is to support the craft work of ingenious technical solutions that participate in the quality of work and the product without overload on the physical or psychological level.

7/ How do you see family work?

Work with family has this advantage of teaching human needs at work. As we are immersed in this daily life between family and work, we are very understanding in the family needs that the team of employees in place can have and therefore adapt the schedules and availability compared to these issues.

8/ What vision do you have of the MDC company in the long term?

A company with always this authenticity and recognized quality, an important local anchoring and ambitious international influence. The richness of a business is its men and its social imprint! I would also like Martin de Candre to improve his social and environmental impact more and more with the promotion of actions that allow the ecological transition we need. These innovative sustainable approaches in our products and services are consistent with the strong values ​​of our soap.

9/ What advice would you give to young people who want to take over a family business?

First of all, I would say having a deep interest in the company and feeling in agreement with its DNA! It is important to preserve the values ​​of the family business while adapting to the current market because innovation is essential for the survival of a company. I also find it wise to be able to rely on external collaborators who help us take a step back with objective advice. On the other hand, I find it beneficial to have external experience to gain management and leadership. A final essential point: between the different members of the family, it is vital to communicate with transparency and know how to listen to each other to achieve common goals. Due to its singularity, the family business has unique forces! The whole thing is to ensure the sharing of common values, explicit and reciprocal operating modes.