Sally Gallagher on going all-in on brand - and why being Picky pays off.

Twelve months after launching Picky® and winning Gold at the NZ Design Awards, Apollo Foods CEO Sally Gallagher reflects on the art of reinvention and the subtle power of her unique leadership style.

When Apollo Foods introduced its new juice brand Picky®, it wasn’t just another colourful bottle on the shelf, it was a statement. The Hawke’s Bay company, already known for The Apple Press varietal juices and Boring® a disruptive oat milk brand, was ready to go beyond apples, experiment with design, and rethink how their juice product landed on the supermarket shelf.

Why did you decide to create a new brand when The Apple Press was already well established?

The Apple Press was focused on the apple varietal story which was a strong message with both retailers and consumers, but somehow it lacked its own distinctive personality. After launching Boring®, we realised just how important that personality was. Around the same time, we launched a new range of smoothies with minimal Apple Press branding, and they flew off the shelves. That told us that consumers were responding to design and shelf impact, not necessarily brand loyalty to The Apple Press.

We also wanted to go beyond apples. The Apple Press name is quite restrictive. Smoothies and other products don’t always have a link to apples, and that can limit consumer perception. So, we started exploring a broader, more flexible approach, and that became Picky®.

And Picky® is being picked up internationally now?

Yes, we’ve launched in New Zealand, and we are now testing the brand in smaller quantities with retailers in Singapore, Hong Kong, and Thailand. We have also just been listed in a premium retailer in China which is really exciting and we’re contemplating Australia. Our beverage portfolio now has three distinct brands: The Apple Press for single-varietal apple juices, Boring® for plant-based milks, and Picky®. for a broader juice and smoothie range.

The rebrand must have been a massive job. Has it paid off?

Definitely. Yes there’s a lot of cost, time and logistics involved: creative expertise and design, new packaging, new cartons, new artwork but it’s been worth it. We won the design award for Picky’s visual identity, and that shelf impact has opened international doors. For example, we’d been trying to get The Apple Press into a major Hong Kong retailer for many years. They’ve recently listed Picky®.

The packaging’s so colourful you can’t see the juice. Was that deliberate?

Yes. For years people said, “you need to see the juice,” but we realised in New Zealand, people trust local food enough that it’s not essential. In some markets like Japan, they still prefer visible juice, so we can adapt if needed. But what we’ve learned is that visual disruption wins, it’s what stops people scrolling, or walking, past.

That shelf impact is what’s helping us cut through in markets like Singapore and Hong Kong, where The Apple Press didn’t quite land but Picky seems to be taking off – but trying not to get too carried away – as it is still early days!

The name’s clever. Is it about being “picky” or “picking” fruit?

Both. It started as “picking,” as in harvesting fruit, but it’s also about being “picky” about quality, ingredients, people. It speaks to food security and being considered about what goes into our products. Those values are the same as The Apple Press, just expressed differently. And the Gen Z audience is loving it - our young creative marketing team has really made it their own.

You’ve secured space for Boring® in Woolworths Australia. How’s that tracking?

It’s going well, although it’s a slower build than the domestic market. Australians don’t drink as much oat milk as we do. In New Zealand, oat has overtaken almond as the leading plant milk, but in Australia it’s still almond first. We’re investing heavily in awareness campaigns and sampling mostly through cafés, since oat milk is best experienced in coffee rather than as a stand-alone drink.

You say making oat milk isn’t for the faint-hearted. What makes it so tricky?

The process. Our plant was designed for juice and dairy milk, not oat. Oat behaves completely differently, it’s inconsistent, it reacts to heat differently. And that’s just the beginning……

What’s the split now between export and domestic markets?

Before COVID, the majority of our business was export. During COVID, it flipped and now we have a strong domestic market. However, our future growth is going to come through growing our export business. Asia-Pacific is our focus because food safety and provenance really matter in those markets. In New Zealand or the U.S people assume food is safe. In Asia, it’s a very strong selling point.

You became CEO around the time you did the Icehouse Owner Manager Programme. What did you take from that experience?

It gave me space to think strategically. I was running export and new business at the time, and everything was moving fast. The Icehouse helped me structure a growth plan and gave me the confidence to take it to my board and really own it.

You describe your leadership style as unique – can you explain?

It comes down to vulnerability. I’m comfortable having honest, sometimes uncomfortable conversations and asking people how they really are. When leaders are vulnerable, teams feel safe to be the same. That openness builds trust.

I’m also not chasing titles. At this point in my career, it’s about creating a sustainable business here in Hawke’s Bay, good jobs, strong community, longevity. It’s less about climbing the ladder and more about making this a strong business – keeping people employed and encouraging people to relocate to Hawke’s Bay to work with us.

What’s next for Apollo Foods?

We’ve just gone 24/7 in production and that’s a huge milestone. We’re looking at new investment decisions that will define our next level of change. And honestly, I love change – it’s never boring around here that’s for sure!