Edward Moshole started with R68, selling cleaning products to fellow workers at a food processing factory in South Africa. Years later, he would build Chem-Fresh, a detergent manufacturing business whose products reached major retail chains.
His story began in 1999 when he recognised an opportunity in the demand for cleaning products. Rather than invest in manufacturing immediately, he started by buying and reselling existing products, using his wages to purchase his first stock.
He bought a five-litre bottle of bleach and sold it by the litre, starting with colleagues who needed cleaning products but often had limited time to shop. From there, he expanded to door-to-door sales, households and local shops.
Moshole eventually wanted to do more than resell other companies’ products. He began experimenting with detergent production in his backyard, using second-hand 25-litre spice drums and a homemade manual mixer. He spent weekends learning how to manufacture the products, gradually developing the skills needed to establish his own brand.
This led to the creation of Chem-Fresh, which produced detergents and disinfectants. The move into manufacturing gave him greater control over his products and opened up opportunities to grow beyond small-scale sales.
In 2004, Moshole left his job to focus on the business full-time. His next goal was to get Chem-Fresh products into major retail outlets, particularly Pick n Pay. Securing a place on supermarket shelves was difficult, but he continued pursuing the opportunity.
Chem-Fresh eventually entered Pick n Pay’s retail market in 2007. To meet growing demand, the business needed to increase its production capacity. Support received through South Africa’s Technology Transfer Fund in 2006 helped the company acquire mixing and filling equipment and raw materials.
These improvements reportedly increased its production capacity from around 200 litres of dishwashing liquid a day to as much as eight tonnes a day. Chem-Fresh went on to expand its product range and supply other major retailers, including Spar, Massmart and Dis-Chem.
Moshole’s experience shows that building a business often requires several stages of growth. Reselling gave him a way to enter the market, manufacturing allowed him to develop his own products, and improved equipment helped him meet the demands of larger customers.
His story also highlights the value of starting with a manageable opportunity. He began with people he already knew, expanded his customer base and gradually developed the skills and resources required to grow.
An opportunity becomes meaningful when you take the steps to turn it into something real.
His journey teaches us that opportunities can exist in places we already know. The work we do and the needs we observe can reveal possibilities worth exploring. However, recognising an opportunity is only the beginning. Turning it into a sustainable business requires learning, reinvestment and the willingness to adapt as the business grows.
Edward Moshole’s rise from factory cleaner to business owner was built through practical decisions made over time. His story reminds us that a modest beginning can become the foundation for something greater when initiative is matched with consistent effort and a willingness to learn.
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