Diamond Estates Wines – Highly Bullish Three-Year Strategic Plan

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Author: Atrium Research September 18, 2026

Nicholas Cortellucci, CFA | Equity Research Analyst | [email protected] | 647-391-3314

Luca Perna | Equity Research Associate | [email protected] | 647-969-1027

PLEASE REVIEW THE DISCLOSURES AT THE BOTTOM OF THE PAGE

What you need to know:

  • DWS released a three-year strategic plan built on four pillars: profitable growth, brand power, operational excellence, and culture and execution.

  • Execution is framed in three phases: Build in FY26, Scale in FY27, and Optimize across FY28 and FY29. Click here to view the deck.

  • 2025 appraisals of Lakeview ($21.4M) and Creekside ($3.8M) against $16.7M of PP&E book value leave ~$8.4M of unrecognized value.

  • Lassonde’s stake is disclosed at 60.1% fully diluted, with $23.6M committed across equity and debt since 2019.

Yesterday evening, Diamond Estates Wines and Spirits (DWS:TSXV, DWWEF:OTC) released its three-year strategic plan focusing on profitable growth, brand power, operational excellence, and culture/execution. We are highly impressed by the strategic direction of the Company, and if it can achieve these goals, the stock should rise significantly. We are maintaining our BUY rating and target price of $0.30/share on Diamond Estates.

Profitable Growth

  • Grocery, convenience, and big box are identified as the primary growth engines, with the Company leveraging established distribution wins to expand shelf presence, drive volume, and scale direct delivery to those stores.

  • Growth is targeted across all six channels, including expanded LCBO shelf presence and new SKU listings, icewines and premium VQA exports into Asia and select European markets, on-premise listings for Creekside and Lakeview, and DTC through winery experience infrastructure, wine club, and e-commerce.

Brand Power

  • Investment will concentrate on six growth brands, D’Ont Poke the Bear, 20 Bees, Creekside, Mindful, Shiny Apple Cider, and Fresh, with above-the-line marketing funded by harvesting cash flow from stable established brands.

  • A formal stage gate process will govern the innovation pipeline, spanning premium icewine extensions, seasonal limited editions, and multipacks and RTD formats for G&C. Six brand redesigns were completed in FY24 and FY25, and the Creekside mid/premium redesign is launching now.

  • Trajectory Beverage Partners is to grow by acquiring brands and deepening existing partnerships through licensed and proprietary initiatives.

Operational Excellence

  • Securing a warehousing solution to support volume growth, intended to reduce complexity and cost as the business scales.

  • Capex is to be allocated to the highest-return projects across winery capacity, DTC infrastructure and brand-building assets. Management notes that it intends to secure capital in FY28 to fund the Optimize Phase.

  • Initiating a proactive grower strategy to secure quality grape supply at competitive cost and driving procurement savings across all input categories.

Cultural & Execution

  • The ONE DIAMOND operating model aligns the four wineries, Trajectory Beverage Partners and all support functions under a single strategic direction with shared KPIs and performance management.

  • Management and board compensation is tied to shareholder value creation through long-term quality alignment, alongside talent and succession planning intended to reduce key-person risk.

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