Our 2025-26 report has been delayed by the tardiness of our external auditors – they have been reminded our efficient supply of material and will do better – if – their commission is renewed. Of course, a partial fiscal reimbursement was supplied.
While I achieved a substantial bonus, it was not as munificent as previous rounds – times are tough. Happily, for the very first time, two extended team members also reach their bonus thresholds – one from our fantastic legal department, and one of my EA’s. Well done, and of course future KPIs will be enhanced.
I pay tribute to our people –
- our incredibly competent and active legal team. We had a number of wins- gathering a “motza,” with many cases winding their way through the judicial pipeline. And their behind-the scenes work on taxation minimisation, and in briefs highlighting personal and corporate malfeasance of our rivals.
- the data analytic angels: poring over sales, satisfaction, demographics, and proving me with insights to lead and tweak products.
- marketing and sales folks. They are always willing to include my nudges, revisions and rebuilds of their draft campaigns; and take on my feedback on performance improvement.
- The “worker bees” that source, and implement my blending mastery into bottles, cans, and alternative packaging.
- My lean team of several PAs, stylist, personal trainer, speechwriter, driver, pilots
- Everyone else not mentioned, but including HR.
Our company congratulates all current team members who achieved a “satisfactory” rating including some even with a “first and final” warning. There are no regrets for the discards that fell by the wayside. Our standards are high.
Our own sales, margins etc had double-digit growth, with new markets and new products. Our DRC range debuted Chateau d’Kym; then there were our salutes to the greatest Australian sports locations with specialised regional hero wines for the MCG (Mataro, Carignan, Graciano) and SCG (Shiraz, Cabernet, grenache) which hit the mark with venue patrons. Sassy Kaya was another entirely expected sales triumph.
One of our “whales,” an avid purchase of our ultra-premium DRC range, invited me to a tasting of 18 vintages of “La Tache”. I had a schedule clash and could not try these (mostly lesser vintages anyway) but sent a complimentary consolation magnum of Salon as thanks.
Apart from my essential visits to our salesforce across the globe, the conferences, industry steering committees and TED talks, my family had short ski-ing breaks in Vail, Hakuba, Verbier (and Thredbo), plus more extended times in Com Parrot Cay, the Maldives, Biarritz and Broome.
During these difficult times, I reflect that Stoney Goose Ridge is utterly blessed by the calibre of our commercial rivals – CEO personalities like Daleks, appearances suited to radio, the drive and curiosity of browsing bovines, and talented merely at surrounding themselves with sycophants enabling their free-fall in the competitive marketplace. They seem adept at IT (insider trading) while their use – and abuse – of AI is juvenile. Often, I find their trademarks utterly worthless, devoid of credibility and their marketing “strategies” delivering further humiliation.
I am bemused by their obsessive attachments to “power brands,” “focussed private label portfolio,” “premiumisation” and their struggles to explain persistent incompetence, with weasel words, generally followed by fire-sales.
- Asset divestment, utilisation, elevated inventory levels, and excess supply chain capacity
- “Footprint in customer expectations,” innovative expertise, meaningful customer relevant in refreshment-led occasions
- Talent acquisition and staffing adjustment levels
It all means I am deluged with offers of grapes, land, brands, bottled and bulk stocks, equipment, even personnel. Of course, these may be on-boarded if they fit the Stoney Goose Ridge cornucopia, provided they meet my value hurdles. This inevitably means an incredible haircut for the vendors.
But the fanatical loyalty of Stoney Goose Ridge customers – repeatedly demonstrated not just through sales, but through incredibly emotionally intense socials plus the various satisfaction metrics that we gather – means one of my critical ongoing tasks is to keep up with the irresistible demand. When I embark on my regular organoleptic trials, I am humbled by the way the teams (whether winemaking, spirits, beer, RTDs etc) regularly thank me with sustained applause, personal thanks, and amazement at my blending insights.
Mentorship of the executive team, talent procurement, personal development growth and laser focus on costs and opportunities continues relentlessly under my sublime stewardship.
Your most trusted CEO, Hector Lannible














