Leading Egyptian food group Gadwa Food Industry has commissioned a fully integrated margarine production line at its subsidiary Integrated Egyptian Food Industries (IEFI) in 10th of Ramadan City, delivering the project in partnership with total production solution provider Nabla Solution. Gadwa has a 50-year heritage in cheese production, earning it the title 'house of cheese'. Through its major subsidiary Arab Dairy, the group offers a wide range of cheese products led by its iconic Panda brand, alongside the Dairy brand and its all-natural Panda Gourmet line. Yasser Mohamed Zaki Ibrahim, chairman at Gadwa, said: “Gadwa has achieved remarkable success across a variety of industries, but we have always come back to one belief: food is the most fundamental foundation for any society. Especially here in Egypt and across Africa, no matter how other sectors grow, people need dependable, nutritious food every single day." Margarine is widely consumed in Egypt and represents a strong market for the group. Behind the new line is a deliberate backward-integration strategy. Amr Youssef, marketing director at Arab Dairy, commented: “Any product we import from abroad should eventually be manufactured locally. This really triggered our thoughts to create products that could feed into our current production process. The new line allows us to minimise our reliance on importing raw materials and provide world-class quality in Egypt.” Gadwa partnered with Nabla to launch its first margarine line at IEFI with full automation and high-quality standards. From design to installation, the total production solution and advanced technology provided by Nabla enabled the group to use non-hydrogenated oils for healthier margarine products, and to deliver the final product packed in a carton in only three to four hours. The margarine production line has been adapted to produce natural butter, resulting in a high-quality product comparable to the best international brands. Ayman Abo ElSoud, chairman at IEFI, said: “This distinguishes us from other producers in the market. An official report from the Egyptian Ministry of Health Central Laboratory confirmed that our product is equivalent to New Zealand butter. We are now able to cover this demand locally, especially for Panda, in addition to products that will soon be launched in the local market." Post-start-up reliability has been equally decisive. Nabla continuously works with IEFI to provide fast-response on-site technical service and ensure spare parts availability. Said Hamdy, industrial technical consultant at Gadwa, stated: “When intelligence, experience and determination come together, they create a successful project. This success is the result of two teams coming together. Nabla’s team shares the same passion and dedication as we do; they are truly supportive, always thinking forward and focusing on long-term partnerships.” Looking ahead, Gadwa is moving on several fronts to support the local economy. With continued innovation in its cheese sector, Panda Gourmet will soon launch the first herb-flavoured cheese in Egypt. The group has also entered other food categories including olives, fava beans, frozen fruits and vegetables, and fat-based products. Khaled Medany, supply chain director at Arab Dairy, said: “Our group’s vision has always been to become the leading producer of healthy food products – committed to quality, innovation, sustainability and consumer satisfaction. We are establishing a more diverse, flexible and reliable supply system to achieve this vision and develop every new category from a much higher baseline.” Having witnessed the success of the margarine line and the total solution capability Nabla delivered, the group highlighted that Nabla aligns the needs for its development strategy and remains the natural partner for the next chapter of growth and mutual commitment. Find out more here.

Beyond Meat, now also known as Beyond The Plant Protein Company, is continuing its diversification outside of meat alternatives with a newly launched range, Phytosphere. The range brings the company’s plant protein expertise to brand-new product categories for Beyond, marking another key milestone in its expansion efforts. At the beginning of 2026, the alt-meat maker made its move into functional beverages with the announcement of its new Beyond Immerse sparkling protein drink range. Now, its Phytosphere portfolio, announced today (9 September 2026), includes a range of additional formats including the brand’s first-ever protein powder. Beyond Starmatter is described as a ‘nutrient-boosted’ powder delivering 20g of plant protein and 5g of fibre, along with probiotics, phytonutrients, adaptogens, vitamins and minerals. The addition of extra functional ingredients to the popular protein powder format is significant at a time when demand for multi-functional products, tailored to consumers seeking several health benefits in one product, is high. The functional blend is available in Vanilla, Salted Caramel, Strawberry Banana and Plain varieties, each designed to support muscle health, gut health and immune function. Also launching is Beyond Starcut, a savoury ‘plant-based jerky’ bar made with plant protein and mycelium. It delivers 17g of protein and 3g of fibre, with no added sugar and no cholesterol. The offering comes as traditional savoury meat snacks have seen increased interest in the US as consumers seek quick and convenient ways to up their protein intake. Beyond’s offering is marketed as an alternative that contains no antibiotics or hormones, available in Asada Style, Classic Dill, and Spicy Southwest BBQ Style flavour variants, debuting in variety packs of six or 12. Aligning more closely with Beyond’s traditional meat alternative products, but with a more veg-forward approach, the Phytosphere portfolio includes Beyond Veggie: a burger made with more than ten fruit and vegetable ingredients, legumes, seeds, plant protein, polypehnols and phytosterols. Each serving provides 12g of protein and 6g of fibre, alongside a source of iron, potassium and magnesium. The burgers are available in Spiced Chickpea and Chipotle Black Bean variants. The previously announced Beyond Immerse beverage line is also available under the Phytosphere range, already available in Peach Mango, Strawberry Lemonade and Cherry Berry flavours. The line is initially launching online today alongside the company’s new website launch for Beyond Plant Protein, signalling a new era for the company as it innovates outside of its traditional ‘hyper realistic’ alt-meat offerings. This diversification follows a turbulent few years for the business and wider plant-based meat alternatives category. The pivot into new plant protein categories sees Beyond tapping opportunities in currently trending functional food and beverage segments such as protein drinks, potentially helping the company to remain resilient in the face of plant-based meat industry headwinds. The global functional beverages industry has been projected to surpass over $200 billion in the next five years by several market research firms. In Beyond's most recent financial results report, the company noted ongoing 'weak category demand' in the US retail and foodservice channels – though it reported higher sales of burger products and chicken products in European markets and the UK, while sales of ground beef-style products increased in Canada. Ethan Brown, CEO and president of Beyond Meat, said the results showed “directional progress“ and added: “We continue to work to stabilise our plant-based meat business...and to build upon this core as we reposition around Beyond The Plant Protein Company to pursue faster-growing adjacent categories“.

US beverage brand Culture Pop Soda is expanding its seasonal offering with the launch of Limited-Edition Sparkling Apple, a fall-inspired soda combining apple juice with live probiotics. Available from 8 September, the new flavour is designed to deliver a crisp apple and sparkling cider-inspired taste without refined sugar, stevia or artificial and high-intensity sweeteners. Sparkling Apple is made with a blend of apple juices from concentrate and follows Culture Pop's existing approach of using simple ingredients, organic fruit juice from concentrate, organic herbs and spices and live probiotics. The company said the new variety is intended to offer a less-sweet alternative to traditional apple-flavoured soft drinks, with the flavour profile positioned between fresh apple and sparkling cider. Tom First, founder and CEO of Culture Pop Soda, said: "We wanted to make a fall flavour the Culture Pop way. It's somewhere between a crisp apple and a sparkling cider: refreshing, not too sweet and full of apple flavour." The limited-edition launch is supported by Culture Pop's 'Refreshingly Crisp' autumn campaign, which aims to associate the brand with seasonal occasions while reinforcing its focus on less-sweet soft drinks. Sparkling Apple is packaged in a gold can designed to give the seasonal product a distinctive presence on shelf. The launch also builds on First's previous experience in the soft drinks sector. He co-founded Nantucket Nectars, with Culture Pop drawing inspiration from familiar fruit-led flavour profiles. The brand's wider portfolio is made with organic fruit juice from concentrate, organic herbs and spices and live probiotics. Its products are Whole30 Approved, certified non-GMO, gluten-free, plant-based, shelf-stable and kosher. Sparkling Apple is available for nationwide shipping through Culture Pop's website and Amazon, alongside a retail rollout across chains including Albertsons, Wegmans, Giant Food, H-E-B, Stop & Shop, Shaw's, Jewel-Osco and Big Y.

Frozen Greek yogurt brand Yasso has expanded its Spoonables range with three new flavours, bringing its portfolio to eight varieties as demand for more indulgent frozen snacking options continues to develop. The new additions – Strawberry Cheesecake, Pecan Praline and Key Lime Pie – join existing Spoonables flavours including Mint Chocolate Chip, Chocolate Chip Cookie Dough, Fudge Brownie, Cookies ‘n Cream and Coffee Chocolate Chip. Positioned as a combination of indulgence and nutritional appeal, Spoonables are made with frozen Greek yogurt and offer up to 19g of protein per 14oz container. The range contains no artificial colours, artificial flavours or sugar alcohols. The three new flavours are available nationwide at Target stores in the US. Strawberry Cheesecake combines cheesecake-flavoured frozen Greek yogurt with real cream cheese, strawberry purée and baked graham cracker crumbs. The variety contains 18g of protein and 400 calories per container. Pecan Praline pairs vanilla frozen Greek yogurt with a brown sugar swirl and praline pecans candied with sugar, butter and sea salt. It contains 18g of protein and 410 calories per container. Completing the launch, Key Lime Pie combines real key lime purée with sweet white chocolatey flakes and a graham cracker swirl. The flavour contains 18g of protein and 420 calories per container. The expansion gives Yasso a broader mix of familiar dessert-inspired flavours while retaining the frozen Greek yogurt base that underpins the Spoonables proposition. The launch also reflects the continued blurring of the lines between frozen desserts and better-for-you snacking, with products increasingly expected to deliver both indulgent flavour and nutritional attributes.

Austrian food ingredients group Agrana is planning to acquire flavour specialist Esarom in a move designed to strengthen its position in tailored food and beverage solutions and expand its formulation capabilities. Founded in 1946, Esarom develops and produces a range of ingredients, including flavours, bases, powders, emulsions, functional blends, and stabilisers, for the food and beverage sector. The company has around 400 employees and generated revenues of €112 million in its 2025 financial year. The companies' complementary capabilities could allow customers to source a wider range of formulation and ingredient solutions from a single supplier, while also supporting joint product development. Agrana says the combination is expected to accelerate innovation and strengthen its presence in attractive growth regions. The planned integration would also create an Austrian three-site production cluster, combining Esarom’s facilities in Oberrohrbach and Rückersdorf with Agrana's site in Kröllendorf. According to Agrana, the objective is to bring production, product development and application expertise closer together, while aligning customer relationship management. The group expects this to give customers a broader portfolio and greater scope to develop tailored products collaboratively. The acquisition would add significant formulation and market expertise to Agrana’s existing capabilities. Esarom’s strong export focus is particularly relevant to Central and Eastern Europe, the Middle East and Central Asia, regions where the company has established customer relationships and market knowledge. Agrana said the agreed enterprise value is around €150 million, based on an EBITDA multiple of 9.0x. The transaction also includes conventional price adjustment mechanisms and success-based purchase price components designed to mitigate risks for both parties. The share purchase agreement is expected to be signed shortly. Completion remains subject to the necessary antitrust approvals and, according to Agrana, is currently expected at the beginning of its 2027/28 financial year. The deal represents another step in Agrana’s strategy to develop Food & Beverage Solutions as a growth platform. The group currently employs around 8,400 people across 50 production facilities worldwide and generates approximately €3.2 billion in annual revenue. Its activities include fruit preparations, juice concentrates, sugar, starch products and bioethanol.

Spanish food group Grupo Fuertes has acquired Teruel-based Jamones Albarracín, marking its entry into the ham processing and curing sector and strengthening its position in Spain’s meat industry. Founded and owned by the Dobón family, Jamones Albarracín operates three production centres in Teruel and has curing capacity for up to four million pieces. The company specialises in the salting, drying and curing of hams and has established itself as a recognised operator in the sector. Its operations are supported by international IFS and BRC food safety certifications, alongside a long-standing focus on quality, innovation and customer service. Following the acquisition, Jamones Albarracín will continue to operate as normal, providing ham processing services to its existing and future customers. Grupo Fuertes plans to invest in the modernisation and expansion of its facilities, including increasing the production capacity of its drying sheds. The existing workforce and management expertise will also remain an important part of the business, with Grupo Fuertes highlighting the experience and professionalism of the Jamones Albarracín team. The acquisition will also support the development of ElPozo Alimentación’s Jamon Project, which Grupo Fuertes identifies as one of the strategic pillars of the business. ElPozo Alimentación is part of Grupo Fuertes and is one of Spain’s major meat companies.

US President Donald Trump announced a ban on a range of Canadian alcoholic beverages and dairy products yesterday (8 September 2026), the latest move in an ongoing trade war between the North American countries. The White House released several executive orders outlining the scope of the import bans, which go beyond food and beverage – restrictions on certain motor vehicles are also included. The import ban will take effect from 29 September 2026. Trump said that the moves address “Canada’s increased discrimination against US commerce,” referring to the retaliatory tariffs placed on US goods, including steel, dairy and agricultural equipment, which came into effect this week. Canada’s dollar-for-dollar retaliatory tariffs – which are as high as 50% for some products including certain milk and cream and whey products – apply to nearly $20 billion of US goods. They responded to the US’ move to impose 50% tariffs on $20 billion of Canadian goods in August, with individual product rates based on the matching US rates for the same goods. The US and Canada were undergoing trade review talks this summer with hopes to agree on a deal, but negotiations fell through last month. Canadian food and beverage products subject to the full ban and excluded from importation into the US include whey protein products, cane molasses, non-alcoholic beer and a broad range of wine and spirit products including rum, vodka and bitters. Meanwhile, additional products will be hit with a higher 50% import tariff under the new executive orders, including a wide variety of fresh cheese products. The White House said the measures aim to ‘restore reciprocity in our bilateral trade relationships and protect the economic prosperity and security’ of US citizens and businesses, stating that the tariffs will incentivise companies to reshore jobs and production lines back to American soil. It gave the example of Chobani investing $1.2 billion into a Pennsylvania dairy production line, announced last week as part of its $925 million deal with Keurig Dr Pepper. However, the ban and increased tariffs targeting key Canadian dairy segments puts further strain on the historically close relationship between the two neighbouring countries, increasing concerns over rising costs and supply chain complexity for businesses on both sides.

Austrian food-tech company Revo Foods has launched Cottage Protein+, a chilled, fermented plant-based alternative to cottage cheese made from apricot kernels. The new product contains 17g of protein per 150g cup and is made with four natural ingredients: soft apricot kernels, water, salt and vegan cultures. Cottage Protein+ is made using 40% soft apricot kernels, which are fermented with live cultures. According to Revo Foods, the fermentation process creates the product’s characteristic grainy texture and flavour, while differentiating it from many existing plant-based fresh products that rely on ingredients such as coconut fat, starch and thickeners. The company said the product contains 11.5% protein and derives its fat entirely from the natural oil in the apricot kernels, with no added fats. Its fat profile is described by Revo Foods as similar to that of olive oil and rich in unsaturated fatty acids. The launch comes as demand for high-protein products continues to shape Germany’s chilled fresh category. Revo Foods said cottage cheese sales in Germany have nearly doubled over the past three years, while consumers are increasingly seeking natural and sustainable sources of protein. David Petuzzi, CEO of Revo Foods, said: “We stand for healthy proteins. That is the thread running from our fungi protein through to Cottage Protein+: We use fermentation as a tool to turn natural raw materials into foods that deliver real nutrition and taste great.” The product also aims to address food waste by using apricot kernels generated as a by-product of fruit processing. Revo Foods said large quantities of kernels arise from the production of jam, juice and dried fruit, with much of the material currently discarded or incinerated. By using the kernels as its primary raw material, the company said Cottage Protein+ can make use of an existing food-processing side stream without requiring additional farmland. Niccolò Galizzi, head of food tech at Revo Foods, said: “Most plant-based fresh products aren't fermented; they're formulated. With Cottage Protein+, the fermentation cultures do the work for us.” Cottage Protein+ is vegan and refrigerated and will be sold in a 150g cup across EDEKA and REWE stores in Germany from September 2026. The launch is the latest development from Revo Foods, which was founded in Vienna in 2021 and specialises in technologies for protein-rich foods. The company opened its Taste Factory in 2024, described by the business as the world’s first industrial production facility for 3D food extrusion technology.

Thomas Holliday As moderation becomes a behaviour shared across generations rather than one driven by Gen Z alone, alcohol brands have an opportunity to rethink how they build relevance. Thomas Holliday, strategy director at Design Bridge and Partners, argues that the strongest brands will be those that evolve their heritage instead of reinventing themselves for every new audience. For years, the drinks industry has worked from a familiar assumption – if you want to secure future growth, you need to win over younger consumers. New campaigns, products, partnerships and visual identities have often been justified by one goal: staying relevant to the next generation. But the conversation around alcohol is changing. The idea that Gen Z is solely responsible for the rise of moderation is beginning to unravel as it becomes a behaviour that cuts across generations. Recent research even suggests that Baby Boomers are reducing their alcohol consumption too. Heritage is a competitive advantage, not a constraint For established alcohol brands, relevance is often framed as a question of reinvention. Every few years there is pressure to refresh identities, chase emerging trends or reposition the brand image for younger audiences. The problem is that this overlooks one of the industry's greatest assets. Heritage brands already possess something that newer competitors spend decades trying to create. They have memory, meaning and cultural recognition. People know them, trust them and associate them with moments that matter. These connections are incredibly valuable because they reduce the effort required for consumers to recognise and choose a brand. Yet too often, businesses risk weakening those associations in pursuit of appearing younger or more contemporary. Influence does not belong to one generation One of the biggest misconceptions in marketing is that trends remain confined to the audience that first adopts them. In reality, behaviours spread through families, friendship groups and workplaces. Wellness offers a clear example. What may begin with young consumers increasingly finds its way into households where parents, adults, children and grandparents influence one another's purchasing decisions and daily habits. The same is true for moderation. While there have been findings around Gen Z’s drinking behaviour, choosing lower alcohol options or drinking less altogether is not just a behaviour led by the younger generation. It is becoming part of a wider cultural conversation shaped by health, lifestyle and changing social expectations. For alcohol brands, this changes the challenge. Rather than creating separate identities for different age groups, they should be asking how their brand can resonate across the moments where generations overlap. People don’t always experience brands by themselves. They recommend drinks to friends, bring bottles to family gatherings, celebrate together and share rituals across age groups. Influence trickles down through these groups, meaning it's not defined by demographics. Brands designed around shared recognition are much more resilient than those built around chasing a single generation. Evolve the brand, not its foundations Strong brands are built through consistent and distinctive assets that accumulate value over time. Logos, colours, typography, packaging, symbols and even rituals all contribute to building memory that creates impact. When these assets are repeatedly discarded in favour of whatever feels on trend, brands lose more than visual consistency. They slowly wear away the distinctions consumers rely on when making purchasing decisions. Successful evolution starts by understanding which assets already carry meaning and finding ways to express them in modern contexts. For example, canned cocktails have seen a surge in popularity, with MOTH bringing in £11 million as demand continues to rise. Legacy brands such as Jack Daniel's have tapped into this lucrative sector, packaging their much-loved classic spirit and mixer combinations into sleek canned formats. They adapted a familiar product, making it relevant to changing consumer habits while retaining the distinctive cues that people already know and trust. It's a reminder that the most effective brand evolution doesn't come from abandoning what made a brand successful, but from reimagining how those existing assets can continue to create value in an evolving market. Build brands beyond demographics The drinks industry has always adapted to changing consumer expectations, and it will continue to do so. But today's challenge is less about capturing one generation than understanding how behaviour moves between them. Brands that continue to divide audiences into increasingly narrow demographic groups are missing the mark. The opportunity now is to create identities and experiences that travel naturally across generations while remaining rooted in what makes the brand distinctive. Heritage should not be viewed as something to overcome in the pursuit of relevance. It is often the very reason a brand remains relevant in the first place.

Pladis is expanding its McVitie’s brand beyond biscuits in China, launching a brand-new locally developed McVitie’s Flipz range in the market, designed for local tastes. The Flipz chocolate coated pretzel brand, initially launched in the UK and Ireland in 2018, makes its debut in China as part of Pladis’ ambitions to build McVitie’s into a £1 billion global brand. While limited McVitie’s biscuits are already available in China, Pladis is now expanding the brand with a newly developed offering built around Chinese consumers’ shopping habits and eating behaviours, from flavours and portion sizes to how the products are made and sold. Launched initially in Shanghai and Guangzhou, the new range combines McVitie’s branding with Flipz’s chocolate pretzel format. It debuts in three flavours selected for the Chinese market: Matcha Honey, Lemon Basque Cheesecake, and Chocolate Hazelnut. The products have been launched in a smaller, bite-sized format to reflect local snacking habits. They will be manufactured in China through an approved Pladis partner and sold through major e-commerce platforms, including Tmall, JD.com and Douyin, alongside selected retail partners including Costco, Metro, RT-Mart, Yonghui, Lawson and FamilyMart. This initial roll-out in Shanghai and Guangzhou will be followed by expansion into additional Chinese cities in 2027. The launch highlights Pladis’ global growth efforts, with the company predicting that future international growth will increasingly come from expanding the McVitie’s brand beyond its traditional biscuit range. In other markets, that evolution is already underway through products such as McVitie’s Joy in Saudi Arabia and Egypt, underscoring the brand’s flexibility across formats and occasions internationally. Pladis said it sees ‘substantial long-term potential’ in China, where the sweet biscuit market is worth around £5 billion and has grown at a 5.6% CAGR over the past decade. As the world’s third-largest biscuit market, behind only the US and slightly behind Brazil, Pladis noted China is an ‘attractive white-space opportunity’. The company already operates in China through its premium chocolate brand, Godiva, offering insight into China’s retail market, e-commerce channels and consumer trends. Pladis said this knowledge helped shape McVitie’s growth plans n China while allowing the brand to develop its own distinct position in the market. David Murray, chief commercial officer at Pladis, said: “McVitie's may be famous for biscuits, but its next phase of growth will not come from biscuits alone. As we grow internationally, we're looking at how the McVitie's brand can play a bigger role across snacking, reaching new consumers through new products and formats.” He added: “China is one of the world's most exciting snacking markets. We've developed this range around local tastes and shopping habits because we believe long-term success comes from understanding what consumers want, not simply exporting products that work elsewhere.”

CH Guenther & Son has opened a new Centre of Excellence at its Coventry bakery, creating a dedicated hub for bakery innovation and customer collaboration as demand grows for more premium and differentiated products across the UK and Europe. The 172-square-metre facility is designed to bring foodservice operators, retailers and quick service restaurant customers together with CHG’s bakery, culinary, commercial and technical teams to develop and test new products from initial concept through to commercial manufacture. The purpose-built Centre combines a commercial-scale pilot bakery with a customer demonstration kitchen, sensory evaluation facilities, an innovation suite and dedicated collaboration areas. The setup is intended to give customers a single location in which to develop, demonstrate, evaluate and refine new bakery concepts before moving them into full-scale production. According to CHG, the facility will support growing demand for premium bakery products, including the rapidly expanding potato bun format, while also responding to broader shifts in consumer preferences. Customers are increasingly seeking products with premium and artisan-inspired characteristics, alongside free-from options, smaller portion sizes and protein-rich formulations. The new Centre is designed to allow these concepts to be developed and tested in a controlled environment before being validated for commercial manufacture. Its location within CHG’s flagship Coventry manufacturing site is also intended to shorten the transition between product development and production. The Coventry bakery, which opened in 2023 following a £38 million investment, currently produces around 72,000 buns per hour. The Centre represents the latest stage of a wider investment programme by CHG and its partners in the company’s UK manufacturing infrastructure. The business has continued to invest across its three UK sites and its wider manufacturing network, with the aim of increasing production flexibility and supporting faster product development. Paul Tripp, European vice president and managing director at CHG, said: “CHG’s new Centre of Excellence provides our customers with partnership in innovation and developmental testing, ensuring ideas can move seamlessly from concept to commercial production. This investment is part of CHG’s long-term strategy to strengthen our growing relationships with leading food service brands through innovation, operational excellence and continued investment in our UK and EU manufacturing.” The company said the facility is intended to strengthen its position as a development partner for foodservice and retail customers, rather than simply a manufacturer. By bringing product development, sensory testing and pilot-scale production together, CHG aims to reduce development times and help customers bring new menu and bakery concepts to market more quickly. The opening also forms part of the company’s longer-term strategy for growth in the Pan-European market. CHG said the UK and Europe remain strategically important markets and that increased innovation capability will support future manufacturing investment, new customer partnerships and expansion into additional premium bakery categories.

US functional F&B brand Laird Superfood has appointed Mark Johnson as chief financial officer, effective from 1 October 2026. He joins the company from Tropicana Brands Group, where he served as vice president of finance for North America. In his new role as CFO, he will report to chief executive officer Jason Vieth, and will serve as the company’s principal accounting officer. Johnson brings more than 25 years of finance leadership across public consumer packaged goods and private equity-backed companies. Prior to Tropicana, he was vice president of commercial and supply chain finance at Champion Petfoods, and held multiple financial leadership positions at Danone, WhiteWave Foods and The Pepsi Bottling Group. Commenting on his appointment, Johnson said: “Laird Superfood has built genuine brand equity in better-for-you food and beverage, and the platform the team has assembled has meaningful room to grow”. “I’m excited to join at this point in the company’s development and to help translate that momentum into durable financial performance.” CEO Vieth commented: “Mark brings the kind of operating finance experience this next chapter calls for – scaling brands in food and beverage inside businesses held to a high bar on discipline and returns”. “As we integrate our recent acquisitions and build toward sustainable, profitable growth, his experience will be a real asset to our team.” Co-founded in 2015 by Laird Hamilton and Paul Hodge, Laird Superfood is based in Colorado and creates functional ‘superfood’ products, primarily made with plant-based ingredients, though the company has recently expanded its portfolio to include some dairy-based beverages.