For many companies, growth is not only about increasing sales or expanding operations. It is also about organizing processes, strengthening teams, and adapting to new demands without losing their identity. In Honduras, where micro, small, and medium-sized enterprises (MSMEs) generate nearly 70% of employment, these challenges are part of the daily reality for thousands of businesses that drive the economy and create opportunities within their communities.
In Catacamas, Olancho, Arabica Coffee knows this journey well. In seven years of operation, the company has evolved from an idea driven by a passion for coffee into a team of 30 employees, becoming a benchmark for specialty coffee in the region.
From the beginning, the company has sought to create a welcoming customer experience, summarized in a phrase that has become part of its identity: “Good Vibes and Good Coffee.” Behind this idea lies a constant commitment to improvement, learning, and adapting to the changes that come with business growth.
But what happens when a company opens its doors to an external perspective, bringing new ideas and learning opportunities? That is precisely what happened when, as part of its strengthening process, Arabica Coffee received support from the Senior Expert Contact (SEC) programme of Swisscontact.
This initiative connects companies with Swiss specialists who bring decades of professional experience to help solve specific challenges and strengthen key areas of the business. More than a one-time consultancy, the SEC approach focuses on working closely with teams, sharing practical knowledge, and building long-term capabilities that support sustainable business development.
Growth Also Means Transformation
Arabica Coffee’s story also includes an important element that forms part of its identity. Led by María José Sorto and with a workforce composed of approximately 90% women, the company is committed to creating professional development opportunities for women in its community.
As the company strengthened its operations, new challenges emerged. Maintaining a consistent customer experience, improving internal communication, organizing processes, and preparing the team for a new stage of growth became organizational priorities.
In this context, Arabica Coffee participated in a technical advisory assignment through the SEC programme. Over several weeks, Felix Kaufmann, a specialist in hospitality and operational management, worked alongside the team on leadership, operational organisation, customer experience, and inventory management.
“We had already been thinking about implementing operational improvements for about two years. But with the opening of our new location and the growth we experienced as a company, it was definitely the next step. We needed to establish systems that would allow us to provide better service to our customers while having a more organised and standardised operation.”
María José Sorto, Owner of
Arabica Coffee
Beyond operational aspects, the advisory process made it possible to review internal practices, identify opportunities for improvement, and strengthen coordination across different areas of work.
“One of the most valuable things we learned is that change is good and that there is always a different way of doing things. There were processes we followed simply because they had always been done that way, but that did not mean they were the most efficient. The advisory support helped us challenge ourselves, implement changes, and strengthen teamwork,” says María José.
Growing with People at the Center
One aspect of this experience that María José particularly highlights is the importance of investing in the people who are part of the company. At Arabica Coffee, where the majority of the team is composed of women, every opportunity for learning and training also represents an opportunity for personal and professional development.
“Even before founding Arabica, it was important to me to create opportunities for other people, especially women. It has been very rewarding to see team members grow not only professionally but also personally. Some have been with us for seven years, and seeing them achieve their goals and dreams is very meaningful.”
On the occasion of International MSME Day, the journey of Arabica Coffee reflects a reality experienced by many Honduran businesses: progress involves much more than expanding operations. It also requires adaptation, learning, strengthening teams, and preparing to respond to new challenges.
Beyond the technical recommendations, the experience gave Arabica Coffee the opportunity to pause, assess how it was operating, and reflect on the steps needed to tackle a new phase of development. For a growing company, having the space to analyse processes, identify opportunities for improvement, and strengthen capabilities can make a significant difference.
As María José Sorto points out, people often believe that a company must grow first in order to become more organised. The experience of Arabica Coffee shows that the opposite can be true: strengthening processes, developing teams, and preparing for the future creates a stronger foundation for continued growth.
“Many people think that first you have to grow in order to become organised, but we have learned that it is actually the other way around. You need to work as systematically as possible from day one and make use of tools that allow you to continue growing.”
The experience of Arabica Coffee reflects one of the challenges faced by many Honduran MSMEs: preparing for growth without losing their identity. Along this journey, gaining access to new tools, learning from others, and strengthening work teams can make all the difference in addressing future challenges and continuing to create opportunities in their communities.