BIG INTERVIEW
makes growth simpler rather than harder: we work with partners who respect how we do things, keep the team small and hands-on, and protect the personality of the brand as we grow instead of diluting it.
The dark chocolate category can feel quite traditional—what did you see as the biggest opportunity to disrupt it? Dark chocolate had a bit of a PR problem: worthy, serious, and, if we’re honest, sometimes a bit boring. We saw an opportunity to inject some fun back into it, without being juvenile and whilst still taking sourcing and quality very seriously. Big flavours, chunky bites that genuinely satisfy, and none of the posh intimidation.
FATSO leans heavily into bold flavours and chunky formats—how do you balance innovation with broad consumer appeal? We don’t innovate for the sake of it. If it doesn’t taste incredible, it doesn’t make the cut. The ‘chunky’ thing isn’t a gimmick; it’s about satisfaction. Big pieces, intriguing textures and flavours, and something you actually crave. We have the luxury of testing flavours we love with customers. If they don’t agree, we don’t need to keep selling it. All too often creative ideas get diluted because of the data warns us against it. But data doesn’t factor in the fact that people don’t always opt for change. It doesn’t mean they don’t like it.
Ethical sourcing is clearly central to the brand. How do you ensure this remains meaningful as you scale into national retail? By not treating it as a marketing line. It’s baked into how we operate from who we work with to how we make decisions. We’ve always prioritised sourcing and
production partners who align with our values, so as we scale, we’re scaling with the same ecosystem rather than reinventing it. It also requires ongoing visibility; making
sure we maintain transparency across the supply chain as volumes grow.
What have been the biggest operational or commercial challenges in moving from independents into a major multiple like Waitrose? It’s less about a sudden jump in volume as we’re used to this with our independent retail partners - and more about consistency at that volume. Working with Waitrose means producing
to a much more fixed rhythm, larger, more regular runs, with very little room for variation. So, in practice, it’s about showing up week
after week and delivering exactly what you said you would, at the quality people expect, which is what we’ve always been committed to for all of our customers.
Waitrose is known for a highly discerning customer base—how have you positioned FATSO to resonate with that shopper? We didn’t try to become something we’re not. Waitrose customers appreciate quality and integrity, which is exactly what we’re about. Yes, we’re bold, but we’re also serious about what goes into the product. That balance resonates. Waitrose has also been very focused on
elevating and differentiating its chocolate offering, particularly for customers who are looking to discover something a bit more interesting. FATSO brings a different energy to the
category; we’re rooted in high-quality, single- origin dark chocolate, but expressed in a way that feels bold, generous and approachable.
Premium chocolate is becoming an increasingly crowded space—what do you believe truly sets FATSO apart from competitors? We don’t play it safe. A lot of premium chocolate looks beautiful but feels a bit predictable. We’re bolder in flavour, in format, and in personality. But underneath that, there’s real substance. It’s not just branding, it’s a genuinely better eating experience.
WE DON’T PLAY IT SAFE… IT’S NOT JUST BRANDING, IT’S A GENUINELY BETTER EATING EXPERIENCE
Looking back at your journey so far, what have been the defining moments that shaped the brand? The early days, without a doubt. Packing orders ourselves, getting direct feedback from independents, 'cafes', and seeing what people actually responded to. We learned very quickly that people
were craving something different from dark chocolate - not just in flavour, but in tone. There was a real appetite for high-quality chocolate that didn’t feel overly serious or restrictive. That validated our instinct to lead with bold flavour, generous inclusions, and a brand that doesn’t take itself too seriously. It also reinforced the importance of
relationships. Building FATSO through independents meant growing with partners who genuinely care about product, provenance and storytelling and that’s shaped the kind of brand we are today.
With this national listing secured, what’s next for FATSO—are you focused on further retail expansion, NPD, or something else entirely? We’re definitely ambitious! But it’s about building longevity, not just novelty. We’ve got a strong pipeline of new flavours and formats, but the focus now is on pacing and making sure we introduce innovation in a way that supports the core range and works within the right grocery environment. Growth is the goal, but not at the expense of what makes FATSO, FATSO.
APRIL 2026 • KENNEDY’S CONFECTION • 13
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