About Us
WANKA Coffee was born as an initiative to integrate several coffee producing farms in Nicaragua. We form a company of producers with a long experience and skills in coffee growing, we look to strengthen our alternatives for development and progress through this alliance.
We are a new generation of producers, who have inherited the passion for coffee growing from our parents, who work to improve our activity.
The objectives of this initiative are focused on vital strategic lines for our development.
1. Improve the trading and export conditions of our production.
2. Develop new businesses around the coffee activity.
3. Facilitate access to favorable financial options for producers.
4. Improve the purchasing conditions for agricultural inputs and materials for production, through the economies of scale of joint negotiations.
We implement an agile and timely model, capable of guaranteeing the market traceability, quality and credibility that strengthen long-term relationships, so the market has the certainty that it is buying directly from the producer.
Our Inspiration
The MISKITA culture has been an inspiration to create WANKA COFFEE, the Miskitos are the most numerous original people in Nicaragua; since even before colonization they have lived in small communities, obtaining their livelihood from fishing, hunting and planting tubers, musaceae and some grains; they still conserve their culture, language and organization based on territorial governments.
The Miskitos are always looking for ways to preserve and care for Mother Earth, as a way of respecting her because they live from her.
The connection of the Miskitos with nature is part of their worldview and spirituality. The mythical-religious trilogy of the Miskitos is made up of the Creator (Wan Aisa), Nature and Man.
These ways of living have inspired our development model, respecting nature, strengthening our organization and preserving our identity.
Wanka Coffee
Our People
Our People
We are a group of producers, farm owners, with academic training, applying improvements to strengthen the coffee activity.
At a young age we have assumed the responsibility of directing and managing the farms inherited from our parents.
Our Commitment
Our Commitment
With a great passion for coffee, inherited from our parents who worked the farm for many years.
With lessons learned from other unsuccessful development models.
It is an integrated model, agile in decision-making and, above all, very responsible with our activity and that of our clients.
Our Farms
Damasco
It was acquired in 1991 by Ernesto Quezada Mairena, starting with 4 hectares. The property has been in family hands for 30 years.
San Antonio
It has been owned by the family since 1980, they have been in the coffee business for more than 40 years, their working life has been focused on coffee for three generations.
Las Mercedes
It comes from five generations of the Flores family, 150 years of experience. They started with crops such as corn, beans and cattle until in 1960 when they changed to Coffee Farming.
Our Farms
Damasco
It was acquired in 1991 by Ernesto Quezada Mairena, starting with 4 hectares. The property has been in family hands for 30 years.
San Antonio
It has been owned by the family since 1980, they have been in the coffee business for more than 40 years, their working life has been focused on coffee for three generations.
Las Mercedes
It comes from five generations of the Flores family, 150 years of experience. They started with crops such as corn, beans and cattle until in 1960 when they changed to Coffee Farming.
THE CHALLENGES OF THE NEW GENERATION
- Keep the coffee activity profitable by making the production chain more efficient, reducing costs and implementing more technical processes.
- Increase productivity per crop area, through modernization at the nutritional level, genetic improvement and variety change with earlier production and resistance to diseases.
- Incorporate into this model more farms with a profile similar to those that have started WANKA Coffee, in order to increase the supply of coffee to the international market.
- Operate with a light, agile and efficient management model in order to avoid high operating costs.
- Diversify products for the international market with micro lots and different processes such as natural coffees and honey coffees.
