BIG INTERVIEW
chord with our US customers, we have decided to continue with this low pricing model to further support them.
Trade tariffs and ingredient inflation are challenging realities right now. As a leader, how do you stay proactive rather than reactive in times of global uncertainty? DA: Sometimes all you can do is react to things beyond your control, however, if we are to do so, it is important that we react quickly with level heads and avoid panicking. We work as a team, taking the perspective of all stakeholders in the business to ensure we make good decisions. We must continue to develop innovative
solutions, to reduce pricing through positive negotiations with the supply chain, and to maximise our purchasing power. Staying ahead of consumer trends and expanding our product portfolio also helps customers, allowing them to consolidate delivery costs and save time in ordering.
Sephra Popcorn has become a familiar sight on supermarket shelves — and now you’re sponsoring your lifelong club, Raith Rovers FC, who are based in Kirkcaldy, the home of Sephra Europe Ltd. What does that partnership mean to you personally and professionally? DA: As a lifelong Raith Rovers fan, I’m honoured to support our local club in this proud and meaningful partnership. Raith Rovers was the first football team
to introduce Sephra Popcorn as a fan snack. It opened the door to other football club stadiums we have supplied, including English Premiership Club, Manchester City FC. It was an exciting moment when we launched the brand-new, specially branded Raith Rovers popcorn tub for the 2025-2026 season and saw the Sephra logo featured on the players’ away strip. We are in talks to continue our support for the 26-27 season.
The dessert and confectionery industry are driven by indulgence but also faces changing consumer expectations. Where do you see the biggest opportunities for innovation in the next few years? DA: Reducing waste, ease of use, start-up time, compactness, reliability, portion control and equipment cost are all important to our customers. There are many more opportunities for equipment to melt, drizzle, and dispense chocolate to satisfy current trends. We must stay ahead of the trends, ensuring
we have the equipment and ingredients to let our customers create the latest desserts and bakes that can go viral on social media. We embraced the global craze for Dubai chocolates by adding a range of
pistachio and kataifi products suitable for the application. We have also expanded our portfolio of chocolate brands and strengthened our relationship with Barry Callebaut. We are excited to be bringing a new premium Italian chocolate brand to the UK market in early 2026. HFSS rules kicking in the UK are making
it more difficult to promote many of our products, and this will be felt across the industry. As a result, we have recently launched a range of HFSS-compliant Popcorn, which our retail customers have been very receptive to. We will introduce further HFSS- compliant popcorn offerings in 2026. I think we will see increased demand for
healthier treats, free from and low sugar chocolates. This is something we will continue to work on.
Finally, after 20 years building Sephra into a global name, what continues to motivate you — and what’s next for you and the business? DA: Creating jobs in our communities is important to me. I share a percentage of profits with the staff, so the whole team share in the success of the business. The aim is to continue growing and building Sephra. I feel we have huge potential in the USA market, as it should be bigger than the UK, so the plan is to get it there. I also get a great sense of
accomplishment seeing a new business set up and fully utilise our equipment concepts and ingredients to create a successful, profitable business. Perhaps as time goes on, I will spend a
bit more time playing my guitar, golfing and holidays with the family…
DECEMBER/JANUARY 2025/26 • KENNEDY’S CONFECTION • 17
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