About

What we are building today did not begin with a single restaurant brand. It began with a long-term commitment to supply chain capability.

In a market like New Zealand, highly dependent on imports, relatively concentrated, and demanding on food quality, compliance and supply reliability, we recognised early that the long-term strength of a restaurant brand rests not only on its product and store network, but on a supply chain that is stable, efficient and genuinely adapted to local conditions.

We therefore spent more than five years building our supply chain capability from the ground up, beginning with product sourcing and importation.

From global product selection and supplier management to food import compliance, international freight, local warehousing in New Zealand, inventory management and delivery, we have continuously refined every link in the chain. Rather than pursuing purchasing scale for its own sake, we focus on ensuring that the system performs reliably and efficiently in real operating conditions, with assured quality and disciplined cost control.

But building a supply chain was only the first step.

From Building Capability to Proving It in Operation

After establishing the foundations, we spent a further three-plus years continuously validating the system through restaurant brands we created and operated ourselves.

We chose to enter the market directly.

We opened stores, built teams, served customers, and put our own supply chain face to face with the day-to-day realities of procurement, inventory, waste, quality, cost and delivery.

We believe that only those who have actually run restaurants know whether a supply chain truly works.

Over the past three years, we have continuously fed frontline operating data and feedback back into the supply chain. Product specifications, procurement structure, inventory turns, delivery frequency, food quality and store-level costs have all been repeatedly tested, adjusted and optimised in live commercial environments.

Our restaurant brands are therefore not only part of the Group's business portfolio; they are also the most important proving ground and innovation platform for the entire supply chain system.

Through this process, LWCG has developed a model that differs from conventional food trading businesses and single-format restaurant operators:

The supply chain enables brand growth; brand operations validate the supply chain; and real market feedback continues to drive the entire system forward.

From a Single Store to a Scalable Platform

Today, our proprietary brands are progressively entering Auckland's core commercial precincts and major commercial developments across New Zealand.

Yet opening more stores has never been the end goal for LWCG.

What we are building is commercial infrastructure that supports brands over the long term, enabling a good product or brand to do more than make its first entry into New Zealand: it must be able to operate, replicate and scale sustainably.

Alongside restaurant operations, we continue to develop food supply, warehousing and logistics, local distribution, commercial property project management and market development capabilities, integrating them into a single group operating platform.

This means that when we partner with a new brand or business, we offer more than capital or channels.

From market research, brand localisation, site selection and commercial leasing, design and fit-out, and supply chain setup, through to importing, warehousing, distribution, team building, store operations and market expansion, LWCG can participate meaningfully across the full journey from market entry to long-term growth.