Peter McGuinness Impossible Foods has announced that its current CEO, Peter McGuinness, will step down after nearly four years leading the plant-based protein company. His responsibilities will be assumed by the company’s three-member executive leadership team: Jason Gao, chief legal and operating officer; Meredith Madden, chief demand officer; and Robert Haas, chief supply officer. The company characterised the move as a transition “from a position of strength,” noting that under McGuinness’s leadership, Impossible Foods outperformed the broader plant-based category, gaining US market share and securing the No. 2 position nationally. The period was marked by product innovation, expanded distribution and brand repositioning aimed at broadening appeal beyond core plant-based consumers. McGuinness will remain on Impossible Foods’ board of directors. “Impossible is primed to further strengthen its position in the marketplace as a respected food company built for long-term success,” said board member Fedele Bauccio. “We’re grateful for Peter’s impactful leadership as CEO, which helped establish Impossible as the strongest player in the category, and we’re happy he will remain on the board. We have the utmost confidence in Jason, Meredith and Rob to lead the company into its next chapter of growth.” During McGuinness’s tenure, Impossible shifted its positioning from a primarily tech-driven food start-up to a more mainstream food brand. The company undertook a comprehensive brand and packaging overhaul, emphasising meat-like taste, approachability and inclusivity to better resonate with flexitarian and meat-eating consumers. It also deepened collaboration with retail and foodservice partners through merchandising strategies, menu development and category-building marketing initiatives. Earlier this month, Impossible Foods also announced a strategic partnership with food-tech start-up Equii to expand its innovation pipeline into high-protein, grain-based products, including hamburger and hot dog buns, signalling a broader platform strategy beyond plant-based meat analogues. “Over the last four years, we’ve expanded, evolved and invested in both the company and the brand. We constructed a sustainable business that could support our sustainable mission,” McGuinness said. “I’m proud of the position Impossible is in today, and I’m very confident in the company. I have no doubt the highly capable executive leadership team will continue to lead and re-energise the category.” Founded in 2011, Impossible Foods produces plant-based chicken, beef and pork alternatives and distributes products across four continents, including North America, Europe, Asia-Pacific and the Middle East.

Global cocoa supplier OFI (Olam Food Ingredients) will launch a new range of single-origin cocoa liquors at ISM Cologne 2026, designed to deliver artisan-level flavour precision at an industrial scale, addressing a major challenge for premium chocolate manufacturers. The range, featuring liquors from the Dominican Republic, Uganda and Papua New Guinea, combines craft-inspired batch roasting with tailored fermentation and advanced sensory mapping. According to the company, this approach allows chocolate makers to replicate complex, origin-led flavours consistently across large-scale production. “The challenge for chocolate manufacturers is producing true craft-quality flavour without compromising consistency,” said Simon Brayn Smith, global head of cocoa liquor at OFI. “Our new range bridges that gap, bringing the depth and nuance of single-origin cocoa to industrial processes.” Premium confectionery, already valued at over $31 billion globally, is projected to more than double to $68 billion by 2033, driven by consumer demand for richer and more complex flavour experiences, according to M2 Square Consultancy. OFI’s new liquors target this market, offering industrial-scale reliability without sacrificing the sensory qualities that define fine-flavour chocolate. The launch also highlights OFI’s strategic focus on origin-led cocoa sourcing, with the company leveraging its global origination network and scientific flavour mapping to select beans with distinct terroir profiles. The liquors are intended for broad application across chocolate and ingredient categories, enabling manufacturers to differentiate products in an increasingly competitive premium segment. The launch underlines a wider trend in the chocolate industry: combining craft techniques with industrial capabilities to meet growing consumer demand for premium, traceable and origin-specific chocolate, while maintaining scalable, cost-effective production.

UK functional beverage brand WaterJunkie has expanded its portfolio with the launch of a new range of mushroom-infused sparkling drinks, targeting growing consumer demand for functional ingredients in accessible, everyday formats. Positioned at the intersection of hydration and wellness, the new range blends functional mushroom extracts with natural flavourings, aiming to overcome one of the category’s key barriers: taste. By focusing on palatable, clean flavour profiles, WaterJunkie is seeking to broaden the appeal of mushroom-based drinks beyond early adopters and niche wellness consumers. Developed in response to rising interest in adaptogenic and functional ingredients linked to balance, focus and calm, the drinks are designed for regular, everyday consumption, rather than occasional or specialist use. The brand says the products integrate seamlessly into daily routines, aligning with evolving consumer expectations around health, convenience and functionality. The launch reflects wider trends shaping the UK drinks market, including the rise of sober-curious behaviour, wellness-led purchasing decisions, and increasing demand for low-sugar, alcohol-free alternatives that fit modern lifestyles. The mushroom range also marks a strategic shift for WaterJunkie as it builds a diversified functional portfolio beyond CBD, with functional mushrooms forming a core pillar of future innovation. The company continues to focus on scalable product development and relevance across retail, hospitality and wellness-led channels, as it expands distribution and trade partnerships. “At Water Junkie, we believe functional ingredients should feel both trusted and accessible. Functional mushrooms have been used for centuries, but the category has become increasingly complex for consumers," Queenie Porter, founder of WaterJunkie, said. "Our approach was to bring clarity and confidence back to the space, combining the credibility of the medicinal world with the considered design cues of the beauty industry. The result is a functional mushroom range that is purposeful, approachable and quietly confident, both in what it delivers and how it appears on shelf," Porter continued. With this launch, WaterJunkie strengthens its positioning as a next-generation functional beverage brand, responding to consumer demand for wellness-led, flavour-first innovation in the fast-evolving UK drinks sector.

Campbell’s Company will shut its Hyannis, Massachusetts, plant in April 2026, consolidating production of its Cape Cod and Kettle Brand potato chips at more modern facilities as part of a broader Snacks network optimisation strategy. The 41-year-old Hyannis facility, producing just 4% of Cape Cod’s annual volume, was acquired through Campbell’s 2018 purchase of Snyder’s-Lance. The company said transferring production to plants in Beloit, Wisconsin; Charlotte, North Carolina; and Hanover, Pennsylvania will improve efficiency, agility and flexibility across its snacks supply chain while maintaining product quality. “The decision reflects a careful assessment of our business needs to strengthen operations and position our Snacks business for long-term growth,” said Elizabeth Duggan, president of Campbell’s snacks division. She continued: “We remain committed to supporting employees and maintaining a local presence through community investment and culinary programmes”. The plant closure will affect 49 employees, who will be offered separation benefits, job placement assistance, and guidance on accessing state support programmes. Campbell’s also plans to sustain its Cape Cod brand heritage through local partnerships with culinary entrepreneur initiatives and workforce development programmes, funded in part via The Campbell’s Foundation. Campbell’s Snacks division, which includes brands such as Cape Cod, Kettle Brand, Late July and Snyder’s of Hanover, contributed to the company’s $10.3 billion net sales in fiscal 2025. The company says Cape Cod chips will continue production at its remaining US facilities, ensuring continuity for both retail and commercial customers.

UK-based functional drinks producer Sentia Spirits is entering the alcohol-free cider category, as beverage makers increasingly look to science-led innovation to capture demand from consumers cutting back on alcohol without abandoning social drinking rituals. The company, co-founded by neuropsychopharmacologist David Nutt, says it will launch Sentia Cider in February, positioning the product as a 'functional' alternative designed to promote relaxation and social connection without alcohol. The move marks Sentia’s expansion beyond spirits-style alternatives into a mainstream cider format – a category with deep heritage in the UK but limited functional differentiation to date. The launch comes as alcohol-free and low-alcohol drinks continue to gain share across Europe, driven by health-conscious consumers reassessing alcohol consumption, particularly during the first quarter of the year. Industry data shows growth in the category has increasingly been led by premium, flavour-led products rather than traditional soft drinks positioned as substitutes. Sentia Cider is made using traditional cider apple varieties, including Yarlington Mill, Dabinett and Redstreak, which are known in the UK cider industry for their balance of sweetness, acidity and tannin that typically contribute to depth and complexity in cider flavour. Yarlington Mill and Dabinett are well-regarded bittersweet cider apple cultivars used in craft and 'real' cider production for body and aromatic complexity. The beverage is positioned as a sparkling, alcohol-free cider aimed at adult palates. While Sentia did not disclose details of its functional formulation, the brand is built around GABA-enhancing compounds developed by its parent company, GABA Labs, which focuses on alcohol alternatives informed by neuroscience. Chief executive David Orren says the product was designed to challenge the idea that alcohol reduction equates to restriction, instead offering what he described as an “upgrade” to the drinking experience. The positioning reflects a broader shift among no- and low-alcohol brands away from abstinence messaging and towards social, experiential value. The cider will retail at £18 for a six-bottle case via Sentia’s direct-to-consumer channel, placing it firmly in the premium end of the alcohol-free market. The pricing underscores a wider trend in the sector, where brands are seeking margin growth through functionality, storytelling and scientific credibility rather than volume-led competition.

Heineken has completed its acquisition of Costa Rica-based Fifco’s beverage and retail businesses, cementing the Dutch brewer’s position as one of the most powerful players in Central America’s drinks market as global brewers chase growth outside slower-moving Western economies. The transaction, which received all regulatory and corporate approvals, brings Fifco’s beer, soft drinks and retail operations under Heineken’s control, adding a portfolio of leading regional brands – including Costa Rica’s flagship Imperial beer – alongside an established distribution and retail network spanning Central America and the Caribbean. Heineken said integration will begin immediately and is expected to be completed during 2026. Fifco’s chief executive, Rolando Carvajal, will join Heineken and continue to lead the business, a move aimed at maintaining operational continuity while accelerating growth. For Heineken, the deal strengthens control over both production and route-to-market in a region where beverage demand continues to outpace mature markets in Europe and North America. Central America has become increasingly attractive for global brewers seeking volume growth, premiumisation opportunities and resilience against softening beer consumption in developed economies. Chief executive Dolf van den Brink said the acquisition builds on a long-standing partnership between the two companies and will support a “fast and smooth integration”. He added that Fifco’s brands and retail footprint would reinforce Heineken’s leadership in what it described as an “attractive and growing” region. Beyond beer, Fifco’s operations include non-alcoholic beverages and a well-established retail network, giving Heineken deeper exposure to consumer spending across multiple price points and consumption occasions. Diversified beverage portfolios and direct access to retail as key advantages in volatile trading environments. The acquisition also aligns with Heineken’s EverGreen 2030 strategy, which prioritises premiumisation, innovation and operational efficiency. The company said it expects to unlock both revenue and cost synergies through improved commercial execution, logistics and brewery operations, although it did not disclose updated financial targets. Heineken said the financial impact of the deal remains in line with guidance issued in September 2025. Fifco, founded more than a century ago, operates across Costa Rica, Central America, the Dominican Republic, Mexico and the US, and is known in the region for its strong ESG credentials, including water- and carbon-positive operations.

Yaseed Chaumoo As global plastics treaty talks falter, food and beverage brands are finding ways to take action independently, using smarter packaging design, data insights and technology to boost recyclability, reduce reliance on virgin plastics and drive circularity in their supply chains. By tackling these challenges now, companies can stay ahead of regulations and consumer expectations. Yaseed Chaumoo, managing director at waste analytics platform Greyparrot, explores. As recent global plastics treaty discussions drew to a close once again without an agreement, it’s clear there’s a gap between ambition and accountability. Major players who stand to gain more from continued plastics production backed recycling infrastructure, whilst countries bearing the brunt from the growing pollution crisis urged for production cuts. With no clear consensus reached and the negotiations dissolving into disagreement, brands have been left without clarity on next steps. As these global treaty discussions show, diplomatic compromises and delays can often hinder meaningful steps towards circularity. Facing EPR fees and growing pressure from consumers to adopt better packaging practices, the lack of a binding treaty will leave brands considering what action they can or should take independently. In the absence of regulatory cohesion, private sector players can make progress of their own. What this means for the F&B industry Food and beverage industry leaders have rightfully been asking for clarity on plastics regulation. Without a significant plastics treaty, fragmented market frameworks can disrupt investment strategies, confuse packaging design requirements and slow down progress on reducing plastic waste. In a bid to counter this, brands and producers have formed their own call for action. Convened by the Ellen MacArthur Foundation and WWF, the Business Coalition for a Global Plastics Treaty counts 300+ members including Unilever, PepsiCo, Mars and Coca-Cola. It represents an industry-wide stance calling for concrete action on plastic production and a clear path forward for packaging design requirements. For global brands, having consistent regulation across borders simplifies how they can shape international investment and packaging design strategies. Despite the lack of an agreement on a global forum likely stalling progress on plastic reduction, the Business Coalition is a positive indication that brands aren’t willing to let this be the case. The production vs recycling debate There is no question that an effective treaty would have agreed both a cap on plastics production and improvement in recycling infrastructure. However, historically the entire plastic supply chain is skewed towards production of virgin plastics. Virgin plastic is often cheaper than materials like rPET and rHDPE, and until now there has been little financial incentive for brands and packaging producers to choose the recycled version. As the plastics crisis grows, we are starting to see small shifts. The impact of regulation like extended producer responsibility (EPR) and plastics packaging taxes are beginning to tip the balance. A binding agreement that caps virgin plastic production would have helped stack the deck further in favour of recyclates. However, in its absence, we anticipate seeing brands leaning into regulatory incentives like EPR fees and taxes, and benchmarking against the industry to help drive their decision making. Coca-Cola is often seen as a pioneer in recycled materials, completing itsexpansion of 100% recycled PET bottles nationwide in January this year. The challenge facing the plastics supply chain is both upstream (considering materials and blends) and downstream (where we look at the challenges around sortability and recyclability). Choosing recyclates has a better outcome for the whole waste journey, and the initial upfront cost shouldn’t deter brands. Products designed for recovery and recyclability are easier to sort and reuse, helping divert waste from landfill and incineration. More efficient recovery means a steady stream of high-quality material back into the circular economy. The role of technology and data As recycling operations adopt AI waste analytics and sorting automation, these technologies are playing a critical role in tackling the plastics crisis. Innovations are boosting efficiency in facilities and increasing the supply of higher-quality recyclates to feed back into the plastics chain. And as AI computer vision sees and classifies waste for operational purposes, a powerful byproduct is the ability to generate packaging recyclability data at the brand level -unlocking a database of insights the industry has never had before. The waste industry has previously lacked digitisation and less than 1% of waste is properly measured, leading to huge data blind spots. This missing insight into packaging’s end-of-life has resulted in a fractured ecosystem and recyclers have been unable to collect data at scale that would provide strategy-level guidance to food and beverage leaders. The persistent data gap for post-consumer products has forced many brands to rely on assumptions or one-off tests to measure their packaging design performance in recovery facilities. This poses a particular challenge when it comes to well-intentioned brands that turn to plastic alternatives like composite drinks cartons and 'compostables'. In 2022, a UK study revealed that 60% of home-compostable plastics don’t fully disintegrate in home compost bins and inevitably end up in our soil. And for the compostables that do make it to the recycling facilities, our infrastructure isn’t established to process them efficiently, meaning that most of these products end up in landfills and incinerators. By contrast, data exploring the recovery and sortability of two plastic water bottle companies found that small design tweaks – like shape, label size and crush resistance – contributed to a 3.7% higher recovery rate than the industry average. Packaging designers need the data from the waste facilities themselves, to gain a better understanding of what good design for circularity looks like. And beyond data, implementing innovation and new technology from the very start of a product’s waste journey can have a profound effect. From systems that monitor the fill-level of rubbish bins and dumpsters, to recycling robots that make waste sorting more efficient, to AI waste analytics throughout sorting facilities, the waste sector is steadily improving. We need to see collaborative efforts Above all, the industry needs clarity. The coalition of businesses and pioneers leading the charge in the brand space shows that there is a shared interest in a more sustainable, circular relationship with plastics. However, brands need to know where to spend their resources, so they don’t fall foul of future regulations. A global plastics treaty could eventually provide a binding policy and framework for all key players, but without it we can’t stall progress. A more transparent, collaborative packaging value chain is in the interest of producers, policymakers and the waste sector. Improving recycling infrastructure, using materials that are easier to recover, and recognising where technology can be a support will all be vital components as we continue to fight the plastics crisis. Brands can make meaningful progress on circularity, provide the waste sector with a steadier stream of recyclable material, and reduce our overall dependence on virgin plastics. All without relying on a global treaty to cap production.

Finnish food-tech company Mö Foods has secured €2.4 million in a funding round led by Nordic Foodtech VC, as the company accelerates the scaling of its proprietary oat-based cheese production technology and prepares for international expansion. Founded in 2017 by siblings Annamari Jukkola and Marjaana Vuorio, Mö Foods is positioning itself at the forefront of a new generation of plant-based cheese innovation. Unlike many dairy alternatives that rely heavily on additives and complex processing, Mö’s products are made from locally grown Finnish oats using a proprietary production process designed to replicate the flavour, texture, and melting performance of dairy cheese, while maintaining a short, natural ingredient list. The company’s portfolio includes meltable and sliceable oat-based cheeses, now available in major Nordic retail chains, with broader European market entry planned. The funding comes at a time of structural change within the alternative cheese sector, as consumers increasingly prioritise taste, usability, sustainability and price parity over purely ethical or lifestyle positioning. Mö’s oat-based model reflects a shift toward what the company describes as “post-vegan” consumption, where products must compete directly with conventional dairy on quality and performance, not ideology. Annamari Jukkola, CEO and co-founder of Mö Foods, said: “Our goal at Mö has always been to create foods that reflect how people eat today: good food at a fair price, made responsibly". "Growing up on a dairy farm gave us a respect for how cheese is made and the value people place on it. We’re bringing that same quality and care to a new process, using oats to make something familiar, but lighter on resources. This funding helps us do that at scale.” From a sustainability perspective, Mö’s production model focuses on full oat utilisation, eliminating sidestream waste while significantly reducing land use and carbon footprint compared to traditional dairy production. Oats are among Finland’s most sustainable crops, offering a lower environmental impact than many alternative protein sources. Mika Kukkurainen, partner at Nordic Foodtech VC, commented: “Mö is taking unique Finnish oats and their healthy properties to a completely new level. Added-value products with unique technology are exactly the kind of food innovation we want to support and scale internationally." "Mö is setting a standard for how plant-based products should meet expectations in taste and experience, and how this expertise can be taken to global markets.” Commercially, Mö Foods is outperforming the wider category. While Finland’s plant-based cheese segment grew approximately 18% in 2024, Mö reported 88% year-on-year retail sales growth, driven by new product launches, expanded distribution and strong sell-through across chains including S-group, K-group, and Lidl Finland. Beyond retail growth, Mö is also preparing to license its proprietary technology to major European food producers. Stefan Lindberg, chairman of the board at Mö Foods, added: “This funding marks a turning point for Mö. By combining deep food science with consumer understanding, Mö has built a model that works at a time when much of the category is struggling. Mö is demonstrating that plant-based can be both premium and profitable.”

Multi-country recalls of several infant nutrition products are ongoing after batches were found to contain cereulide, a toxin produced by the bacterium Bacillus cereus . The precautionary recalls began in December 2025 and have continued into January 2026 as a preventive public health measure. The affected products, which span different batches, brands and product types, were sold both across Europe and in markets outside the region, prompting a global response from food safety authorities. Cereulide is known to cause gastrointestinal symptoms including nausea, vomiting and abdominal pain, typically occurring between 30 minutes and six hours after ingestion. In infants, particularly neonates and those under six months old, exposure may also disrupt electrolyte balance and lead to complications such as dehydration. Health authorities have assessed the overall risk as low to moderate, depending on age, with younger infants considered more vulnerable to severe illness. The European Centre for Disease Prevention and Control (ECDC) has received reports of diarrhea in infants who consumed products included in the recall. National investigations are ongoing, and no severe cases have been reported to date. In one confirmed case, an infant who consumed formula from a recalled batch tested positive for cereulide and developed vomiting and diarrhea, before making a full recovery. Health authorities have noted that vomiting and diarrhea are common symptoms in infants and may be caused by a range of factors, including viral infections such as norovirus. ECDC has advised that infants who develop gastrointestinal symptoms after consuming recalled formula should be assessed by a healthcare professional. Immediate medical attention is recommended in cases of severe symptoms, such as persistent vomiting or signs of dehydration, as gastrointestinal illness in infants can quickly lead to complications regardless of the underlying cause. Consumers are advised not to use recalled products and to follow guidance issued by national food safety authorities regarding returns or disposal. ECDC is continuing to monitor the situation and is working alongside the European Food Safety Authority (EFSA) and the European Commission to support national investigations and ensure coordination across affected countries. As part of the response, the European Commission has requested scientific advice from EFSA to support risk management decisions. This includes establishing an acute reference dose for cereulide in infants and assessing typical and high-end consumption levels of infant formula. EFSA’s advice is expected to be published in the week beginning 2 February 2026.

Cawston Press has entered the flavoured sparkling water category with the launch of a new two-strong range made with real pressed fruit juice and sparkling water. Launching on 2 February, the range includes Squeezed Lime and Pressed Watermelon variants. Both products are made with sparkling spring water and real pressed fruit juice, with no added sugar, sweeteners or fruit juice concentrates. The Squeezed Lime variant blends sparkling spring water with lime juice, while Pressed Watermelon combines watermelon juice with a small amount of lemon. The move marks an expansion for the brand as it targets consumers seeking lower-sugar hydration options, amid growing demand for alternatives to sugary and caffeinated drinks. According to Cawston Press, the range is positioned between plain sparkling water and traditional carbonated soft drinks, aiming to offer a flavoured option using a limited ingredient list and clear labelling. Cawston Press MD Steve Kearns said: “Sparkling water is a growing category, but we saw a clear opportunity to do things differently. Consumers want great tasting clean ingredients even when they’re choosing flavoured sparkling water." "Using real pressed fruit, we’ve created a sparkling water that delivers genuine full-on fruit flavour without adding anything unnecessary. For retailers, we’re offering a premium option that stands out on shelf and speaks directly to today’s health-conscious shopper.” Cawston Press Sparkling Waters are available in 440ml single cans and 4x330ml multipacks. The new range is stocked at Ocado, Amazon, selected wholesalers and via the brand’s website.

Astō Consumer Partners, the investment firm led by industry veterans Clayton Christopher and Brian Goldberg, has made a $45 million growth equity investment in US breakfast brand Oats Overnight. With the investment, Christopher and Goldberg say they are betting on subscription-led consumption and disciplined retail expansion in an increasingly crowded better-for-you market. Oats Overnight, which sells flavoured oat-based breakfast shakes, surpassed $200 million in revenue in 2025, according to people familiar with the matter. The company has reached more than 2 million consumers, supports over 300,000 active monthly direct-to-consumer subscribers and is now stocked in more than 12,000 retail locations nationwide. The deal underscores growing investor interest in food brands that demonstrate repeat behaviour and omnichannel scale, rather than short-term trend appeal, as capital becomes more selective across consumer packaged goods. Astō said it views Oats Overnight as a platform business built on habitual use, with breakfast positioning offering daily consumption opportunities that many snack and indulgence brands struggle to replicate. The investment firm is led by Christopher, a serial operator whose previous exits include Sweet Leaf Tea to Nestlé, Deep Eddy Vodka to Heaven Hill and Waterloo Sparkling Water to Flexis Capital. Astō has increasingly applied an operator-led playbook to growth-stage food and beverage brands that have already crossed the $100 million revenue threshold. For food manufacturers and ingredient suppliers, the growth of Oats Overnight highlights continued demand for functional breakfast formats, particularly those combining convenience, protein and flavour variety, as consumers seek alternatives to traditional cereals and ready-to-eat breakfasts. The brand’s ability to scale a subscription model alongside national retail distribution also reflects a broader shift in how emerging food companies are using DTC data to inform flavour innovation, pack formats and retail velocity. Breakfast remains one of the most competitive categories in food and beverage, but brands that can lock in routine usage are more attractive to both investors and retailers, particularly as promotional intensity rises across centre-of-store categories. The firm says the investment will support distribution expansion, brand building and operational scaling.

UK coffee brand TrueStart Coffee has secured a Series A investment led by JamJar Investments, the consumer-focused investment firm behind Innocent Drinks. DLF Venture and a group of strategic angel investors also participated in the funding round, which a spokesperson for TrueStart told FoodBev totalled a multi-million-pound investment. The funding will be used to support the company’s next phase of growth, including expanding retail distribution of its core range, launching new products, scaling brand and sampling activity and further developing its direct-to-consumer (D2C) channel. Founded in 2015 by Helena Hills and Simon Hills, TrueStart was created during the founders’ triathlon training, with the aim of offering speciality-grade coffee positioned around caffeine awareness and everyday performance. The brand sources coffee from selected origins, including Colombia, and carries out testing to ensure consistency across its range. TrueStart is listed with retailers including Asda, Morrisons, Co-op, Costco and Ocado, and is available across more than 5,000 distribution points in the UK. It has also built a D2C customer base alongside its retail and out-of-home presence. Helena Hills said: “After ten years of diligently building our brand bootstrapped, we have fantastic product-market fit and the demand for TrueStart has never been higher". "This strategic investment will enable us to rapidly accelerate our already explosive growth, to build a category defining brand that always delivers on taste, health & energy for our customers. The future is super bright and we are just getting started.” Adam Balon, co-founder of JamJar Investments, commented: “TrueStart is exactly the kind of brand and team we love to back… one that brings excitement, optimism and a bit of fun to people’s everyday routines. Coffee is a huge category that’s been crying out for a shake-up, and TrueStart is doing exactly that with brilliant products, a clear point of view and founders with the ambition to build something genuinely special." "TrueStart has already proven they can unlock growth in a way most challengers can’t. We see massive potential and are excited to be part of the journey as TrueStart builds one of the next great consumer brands.”  Clément Helinckx, principal at DLF Venture, added: “TrueStart has shown it can deliver real, incremental and profitable growth through exceptional products and a meaningful brand. This next stage is about scaling across retail, out of home and D2C, by launching innovation that grows the category and activating the brand in ways that recruit new consumers and build long-term brand value.”