What’s something your team achieved in 2025 that made you proud?
In 2025, I was proud of the way the team worked together to deliver healthy growth and strong customer retention. We also saw greater acceptance of our compact concentrate formats, and that did not happen by chance. Our reps and technical team spent time with distributors and end users, explaining why compact concentrates can improve on-site efficiency, reduce freight and packaging and support better environmental outcomes when used correctly. It was a practical example of the business becoming more aligned and more capable across multiple areas at once.
How do you balance efficacy, safety and environmental responsibility in product development without compromising any one pillar?
For us, efficacy, safety and environmental responsibility are not separate objectives. They are interconnected. If a product does not perform properly, it often leads to overuse, repeat cleaning or misuse, which affects both safety and environmental outcomes. Our approach is built on experience, research, and a deep understanding of available ingredients and how to combine them effectively. Smarter formulations and higher concentrations can improve efficiency, but they must be supported by clear instructions and education to ensure safe and productive use. The balance comes from knowledge and long-term experience, not fads or gimmicks.
How are you approaching workforce development in 2026?
People are number one for us. Safety sits across everything we do, not just in manufacturing but in how we operate as a business. In 2026, we will continue to focus on training and strengthening our internal knowledge systems so that our team can give consistent, informed advice. We are a relatively small team compared to many service organisations, so capability and productivity matter. Technology will support that, but not for its own sake. Our business is built on meeting human needs, and the relationships our staff build remain central to how we work.
How important is education in lifting industry standards, and where do you see the biggest knowledge gaps today?
Education is critical because productive cleaning requires skill and understanding. From the problems we are asked to solve and the advice customers seek from us, it is clear that knowledge at the operational level needs continual reinforcement. As operational teams change over time, experience is not always being carried forward. Staff turnover and onboarding gaps can contribute to this. Suppliers can support workplaces through structured training platforms and clearer guidance, and we continue to invest in practical education to promote safer, more effective product use.
What’s one sustainability initiative you’ve implemented that others could learn from?
One simple initiative was removing plastic labels from our outer cartons to improve how easily they can be recycled. It is not a dramatic change, but small operational decisions applied consistently over time can have meaningful cumulative impact. We see sustainability as a series of practical improvements that can be implemented steadily across the business. When a change is straightforward, measurable and scalable, it makes sense to adopt it into our everyday operations.
What role is technology playing in your business right now?
Technology is giving us clearer insight into how the business is performing and where we need to focus. It provides better visibility of our strengths and the areas that require attention, which supports more informed decision-making. Across research, marketing and administration, it improves consistency, documentation and data accuracy. We adopt technology deliberately and for defined purposes, not for its own sake. It is there to support our people and enhance the relationships we have built with customers and distributors, not to replace them.
What strategic priorities will define Agar’s next phase of growth, and how will you ensure expansion strengthens your manufacturing capability here in Australia?
Growth remains important because it provides the extra revenue to fund further investment in plant, equipment and facilities. Our priority is to expand in a way that strengthens, not stretches, our manufacturing capability, while positioning the business for the evolving needs of modern workplaces. Protecting product quality and enhancing safety as capacity increases is central to that approach. After nearly six decades in operation, the brand has gained strong traction through good products and ethical business practices, and we intend to build on that foundation with discipline and intent. Long-term sustainability of Australian manufacturing is a core pillar of our strategy, and growth must reinforce that commitment.
