Struggling factories need results. That’s where I come in.

Beginning his career as an educator, Deon quickly revealed a natural gift for teaching thru his promotions and increased responsibilities and his achievements in, mentoring, and developing others not just in the classroom but also on the sports fields—traits that would later become central to his leadership philosophy. Transitioning into the business world, he brought this same people-centric and successful approach to bear in all his business dealings.
It began in the late 1990s, when Deon led King Pie Ermelo to achieve the highest percentage growth in manufacturing and store sales across the entire franchise network. This early success was a sign of things to come. By 2001, he had taken five struggling King Pie stores in Richards Bay from the brink of bankruptcy to profitability, setting them on a trajectory of over 20% annual growth. These wins were not isolated—they were the result of a deep understanding of operational systems, market dynamics, and team capability.
In 2003, Deon took on the challenge of transforming BMO Foods and the into a centralized frozen production facility. Under his leadership, the business not only achieved food safety and Halaal certification but also moved from loss-making to profitability, with initial profit growth reaching an astounding 400%. This success laid the groundwork for one of his most ambitious projects: the reinvention of the King Pie Franchise Group.
Between 2005 and 2006, Deon led the shift from traditional bakeries to fast food outlets by centralizing production, converting to frozen products, refitting stores, and revolutionizing chip frying systems. The result was explosive growth—store footprint expanded to 260 locations and sales surged by up to 30%. These achievements earned the group multiple accolades, including the FASA Franchisor of the Year Award, Brand Builder of the Year, and the prestigious International Quality Summit Award in New York.
His ability to scale and standardize operations continued with Black Steer in 2007, where he oversaw the growth and alignment of 46 restaurants. By implementing a consistent menu and optimizing gross profit margins, he brought cohesion and profitability to a fragmented brand.
Between 2004 and 2009, Deon Lategan played a pivotal role in the international expansion of the King Pie Group, spearheading the establishment of stores and manufacturing facilities across five countries: Australia, Malaysia, Canada, Nigeria, and Zambia. The initial phase of expansion into Australia and Malaysia was managed from South Africa, with Deon conducting frequent site visits and overseeing operations through long-distance leadership and remote coordination. As the scale and complexity of the projects grew, he adopted a more immersive approach—relocating to Canada, Nigeria, and Zambia to lead the ventures on the ground. This hands-on strategy enabled him to navigate local market dynamics, build operational infrastructure, and ensure the successful integration of King Pie’s systems and standards across diverse cultural and regulatory landscapes. His leadership during this period laid the foundation for King Pie’s global footprint and demonstrated his ability to scale businesses internationally with precision and adaptability.
Between 2003 and 2007, Deon Lategan demonstrated extraordinary entrepreneurial agility and stamina, opening and acquiring 26 King Pie franchise stores owned wholly or partially, while later launching a wrap franchise and opening his own Black steer restaurant —all while maintaining a demanding full-time executive role. This period stands as a powerful example of his ability to balance strategic oversight with hands-on business growth. With remarkable efficiency, he managed multiple ventures across different locations, applying his operational expertise to streamline processes, build capable teams, and ensure consistent profitability. His success during these years reflects not only his deep understanding of franchise dynamics but also his unwavering commitment to excellence, scalability, and sustainable performance.
In 2011, Deon Lategan relocated to Zimbabwe to lead a transformative project for Bakers Inn, a subsidiary of Innscor Africa. Tasked with building a world-class manufacturing plant in Harare, Deon not only delivered a facility that met international standards but also established a robust sales and distribution network tailored to the local market. His product development initiatives introduced new offerings that resonated with regional consumer preferences, further strengthening the brand’s market position. As a key member of the executive management team, Deon oversaw the installation of four high-capacity bread lines and spearheaded the modernization of the confectionery division — bringing efficiency, consistency, and innovation to Bakers Inn’s production capabilities.
Upon returning to South Africa in 2016, Deon joined Khombula Holdings as a partner and expanded his impact through strategic consulting engagements and in some cases this consulting lead to his full time employment by customers to achieve company goals. His expertise was sought by companies such as Como Oils, Southern Oils (home of the B-Well brand), Choppies supermarkets, Royal Pie (VEA Foods today), and a range of bakeries and small businesses. Among these, his work with East Balt Bakeries stood out as a benchmark of operational excellence. Deon was brought in to streamline engineering and manufacturing operations, implementing rigorous performance measurements and continuous improvement protocols. His leadership was instrumental in elevating the plant’s standards, culminating in an exceptional 97% score in a FSSC (Food Safety System Certification) audit—an achievement that reflected his unwavering commitment to quality, compliance, and sustainable manufacturing excellence.
During his consulting tenure with the CHOPPIES Retail Group, Deon Lategan delivered a series of high-impact interventions that significantly improved operational efficiency and profitability across the bakery and home meal replacement (HMR) divisions. His optimization of manufacturing practices led to streamlined workflows and strategic staff reductions, resulting in cost savings worth millions of rands. Recognizing the need for tighter financial control, Deon implemented and refined inventory management systems that introduced full accountability for costs, eliminated hidden losses, and drastically reduced pilferage—transforming inventory from a liability into a source of value.
Beyond systems, Deon tackled product consistency and quality by standardizing the bakery and HMR product ranges across all stores. This not only enhanced customer experience but also reduced waste and further curbed operational losses. His commitment to excellence extended to the workforce, where he introduced targeted training programs focused on recipe alignment, GMP practices, and SOP implementation. These initiatives cultivated a culture of discipline and ownership, reinforcing cost control and quality assurance at every level. The cumulative effect of Deon’s interventions was a measurable uplift in performance and profitability, cementing his reputation as a catalyst for operational transformation.
Most recently, Deon led Royal Pie to transform to VEA Foods from a modest enterprise of Pie shops and a small factory into a multimillion-rand powerhouse within just four years—a transformation marked by strategic vision, operational precision, and bold expansion. Under his leadership, the company became a trusted supplier to South Africa’s leading national retail brands, offering a diverse portfolio of high-quality food products and earning its place as a formidable force in the manufacturing sector. A key milestone in this journey was the acquisition of the Chelsea Pie and Mediterranean Phyllo production facilities in Lanseria. Recognizing the strategic value of these assets, Deon orchestrated the seamless relocation of VEA Foods’ factory operations to the newly acquired sites. This move not only expanded production capacity but also positioned the business for greater efficiency, compliance and scalability, which cementing VEA Foods’ reputation as a dynamic and reliable industry leader.
Deon’s success is not accidental, it is the result of a rare combination of strategic insight, operational excellence, and people-first leadership. His ability to diagnose problems, design scalable solutions, and execute with precision has made him a sought-after consultant and business builder. Today, as the founder of ND Solutions in 2025 and still consulting, he continues to help organizations unlock performance, align systems, and build resilience in an ever-changing market.
Deon Lategan’s story is one of transformation, growth, and enduring impact. His legacy is written not just in awards and profit margins, but in the team’s he’s empowered, the systems he’s built, and the businesses he’s turned around. It is a life defined by success—and a future still unfolding.