Maggie Beer Holdings chair maps out turnaround and growth agenda amid renewed investor backing
Maggie Beer Holdings (MBH) chair Mark Lindh has used the company’s 2025 AGM to lay out a clearer path for stabilising and rebuilding the business, telling shareholders the group has “earned the right to grow” after a year of intense restructuring, cost-cutting and strategic refocus.
The address caps off a turbulent 18 months for the premium food company, which has weathered successive losses, board upheaval, executive churn and the divestment of underperforming assets – all while trying to preserve one of Australia’s most recognisable FMCG brands.
Restoring stability after two years of losses
MBH recorded a $24.3 million loss in FY25, following a $28.2 million loss the year prior. Lindh reiterated to shareholders that the business is now “in a strong operational position” heading into FY26, citing a simplified structure, improved margins and the removal of financial drag from its dairy arm, Paris Creek Farms, sold earlier this year.
The sale – completed for $500,000 to Katoomba Global Foods – eliminated more than $2 million in annual trading losses and cashflow pressure.
Meanwhile, annualised cost-out initiatives delivered $1.8 million in savings in 2H25, with a further $1.7–$2.2 million planned for FY26.
These reductions – come on top of the broader restructure initiated earlier in the year, when the board removed the CEO and CFO roles and shifted divisional accountability directly to directors – a move intended to speed decision-making and tighten financial controls.
Board renewal and major industry players step in
The AGM address follows significant shifts in MBH’s ownership and governance. Both Bickford’s Group owner Angelo Kotses and San Remo CEO Maurice Crotti have taken substantial stakes in the business – 19.99 per cent and 13 per cent respectively – in a strong signal of confidence in the brand’s turnaround potential.
Lindh said their involvement brings “hard-won insights and deep experience” in premium FMCG, positioning MBH to make smarter, more sustainable growth decisions.
Board renewal has also continued, with Sue Thomas stepping back from the chair role and long-serving director Hugh Robertson retiring at the AGM.
Rebuilding Maggie Beer Products and Hampers & Gifts
Lindh emphasised that both core divisions – Maggie Beer Products (MBP) and Hampers & Gifts Australia (HGA) – must become “self-sustaining, stand-alone profitable units” before any major expansion.
For MBP, the company is sharpening its brand-led premium positioning, betting on supplier re-engagement and Australians’ preference for local, trusted FMCG products. Talks with major retailers have strengthened over the past year, and sales in the first quarter of FY26 are up across major partners and categories.
In HGA, diversification beyond the Christmas peak is underway, with Mother’s Day, corporate gifting and wellness-themed hampers emerging as growth channels. New collaborations, including wellness hampers with Endota and Stray Willow, aim to tap rising self-care trends.
Both divisions are also preparing for further consolidation in their respective sectors – with Lindh signalling that carefully selected, accretive acquisitions could follow once profitability improves.
Focus on culture, simplicity and sustainable growth
A major theme of the AGM was culture. Holding the meeting in Tanunda – birthplace of the Maggie Beer brand – underscored the chair’s commitment to restoring a founder-led ethos of authenticity, quality and entrepreneurial energy.
Lindh said the company had been weighed down by duplication, excessive head office costs and strategic drift. Simplifying the structure, reducing headcount, rebuilding retailer relationships and returning focus to brand fundamentals were all essential steps.
Outlook: “We cannot stand still”
Despite acknowledging a challenging trading environment, Lindh said MBH is positioned for a stronger first half in FY26, backed by:
- the removal of loss-making assets;
- renewed focus on profitable categories;
- significant cost-out programs;
- early sales momentum in both divisions; and
- strengthened investor support.
“We must unlock the full potential of a truly iconic brand,” Lindh said, signalling a future that balances cautious growth with disciplined financial management.
As the business enters the crucial Christmas trading period for HGA, the board says it is focused squarely on delivering profitability and building a sustainable platform for longer-term expansion.
