Meet Rutger Oudejans – Managing Director, De Heus India
Rutger Oudejans was born in 1969 in Dhaka, Bangladesh and grew up in several countries across Asia. These early experiences gave him a strong connection to the region and inspired his studies later on at Groningen University and the Business School Netherlands, where he completed his MBA.
Over the years, Rutger has worked in different industries, including food, animal feed, and pharmaceuticals. He held leadership roles at well-known companies like Friesland-Campina and Cargill Asia. In 2018, he joined De Heus. Taking the lead in building De Heus India into a full De Heus company feels like a return home. “I’ve always felt a strong emotional bond with this part of the world,” he says. “It feels good to be back where I was born and to contribute something meaningful.”
For Rutger, working at De Heus is special because of the company’s entrepreneurial spirit, strong reputation in the market, personal relationships, and global knowledge. It’s the combination of these elements, and the way the company handles them with care and professionalism, that makes a real difference.
In India, he sees exciting potential. “The local team had already done a great job in recent years, learning about the market, building good relationships, and understanding what local farmers really need,” he explains. Now, with a professional setup and full commitment from De Heus to grow in India, there’s so much more that can be done. “We are using our global knowledge in animal nutrition and combining it with what we have learned about farming in India. That helps us support the sector in becoming more professional and gives farmers the training and support they need.”
As a leader, Rutger believes success means empowering others. “When the heads of our departments feel confident to make decisions and lead their own teams, then I know we are on the right path,” he says. His goal is to make De Heus India a company where people want to work, can grow in their careers, and feel proud of what they achieve.
At the same time, he recognizes that India is a very competitive market. That means the team also needs to be focused, efficient, and disciplined. “Step by step, we want to grow across India—with high-quality feed, a strong and friendly team, and good relationships in the farming communities. That’s how we will help move the sector forward.”
Rutger leaves one final thought for those who may not know India well: “The country will surprise you in a very positive way—if you are open to it.”
