West Coast Pie Company founder still running the business as liquidator estimates debts of more than $1.4m

Tuesday, 14 July 2026

This story was produced by the Westport News and is republished with permission

The Better Pie Company’s founder says placing the company into liquidation was a responsible commercial decision.

Founder, director and major shareholder Emily Lucas said Better Pie was a classic case of a small business growing too fast.

Better Pie, which traded as The West Coast Pie Company, entered voluntary liquidation on June 16 owing at least $685,342, excluding shareholder advances of almost $770,000.

The biggest debt was $554,000 to Inland Revenue.

Lucas disputed any assumption the business had struggled over a prolonged period.

She said its highs and lows were typical of any start-up business as the company grew from “renting down time in another commercial kitchen” to an award-winning brand supplying pies nationwide.

The business had expanded from a part-time operation into its original Palmerston Street café and bakery before quickly outgrowing that kitchen space, she said.

“A critical point for us was expanding operations in 2023 when we secured our fantastic factory site which enabled us to produce pies at a much higher volume.”

However, Lucas said the move had required significant investment and became “a classic case of a small business growing too fast and working capital getting stretched”.

Since then, the business had made constant changes to improve operations without compromising the quality of its popular pies.

She said demand for pies had grown and the business had had one of its “strongest summer trading periods”. But after the Westport retail store relocated the business had faced ongoing cost pressures and an unexpected disruption to cash flow.

Lucas said small businesses, especially one wanting to grow, constantly required difficult decisions.

“As a director, sometimes stewardship means continuing to invest for growth and taking a risk. Sometimes it means changing direction. And sometimes it means making a hard call to accept the current structure simply has no future.”

She said the business was reviewing its operating structure before liquidation was contemplated.

The review included simplifying the business by moving manufacturing to a contract bakery. Efforts had refocused on building the brand, developing products, growing the customer base and supporting stockists.

Construction (of new Kāinga Ora homes) outside the Palmerston Street premises had disrupted cashflow while the strategic review was underway and when the business needed to build up cash reserves for winter and accelerated plans.

“We chose to initiate the liquidation process in order to get the best outcome for all stakeholders,” Lucas said.

Continuing to operate under the existing structure would have delayed the inevitable while risking the loss of further value.

“It was undoubtedly one of the hardest professional decisions I have ever had to make.

“My overwhelming feeling wasn’t defeat. It was responsibility.

“I had a responsibility to make decisions that protected as much value as possible, not just for myself, but for our staff, our suppliers, our customers, our landlord, our shareholders and our creditors.”

She said profitability, viability and cashflow were not the same thing.

“A business can have strong customer demand, a viable future and a clear strategic direction, yet still face immediate commercial pressure if its cash flow is unexpectedly and significantly disrupted.”

Lucas declined to comment on the company’s $554,000 Inland Revenue debt. Inland Revenue is also listed as a non-preferential creditor, with the sum owed to be advised.

She said business owners nationwide had contacted her following the publicity around the liquidation to share similar experiences.

“That has reinforced something I already suspected: there are many capable business owners quietly carrying enormous pressure, often believing they are facing it alone.

“If there is one positive that comes from sharing our experience, I hope it is that we can have a broader conversation about the realities facing New Zealand businesses today rather than viewing every liquidation simply as a story of failure.”

Lucas confirmed The Wild Food Co Ltd, which she set up on the day The Better Pie Company entered liquidation, was the related party licensed by the liquidator to operate the business. Lucas is listed as Wild Food’s sole shareholder and director.

She said her day-to-day role in the business had not changed. The licence helped preserve the value of the business during the liquidation process.

She declined to comment on whether Wild Food intended to purchase the business or its assets from the liquidator. She said future transactions were commercially sensitive and should be dealt with through the liquidator’s statutory process.

Suppliers and creditors she had engaged with so far continued to support the restructured business under new commercial arrangements, she said.

“The continued support from our suppliers is a strong indicator of confidence in the future of the business.”

Lucas said her focus was on the future of the business.

“While our roots will always be on the West Coast, our vision has grown well beyond one region,” she said.

Lucas is also the major shareholder and a director of Waikari Outpost Ltd, which operates a café in Waikari. Lucas and two of Waikari’s shareholders are also shareholders of The Better Pie Company. While there might be some overlap in shareholding, the companies were separate legal entities, Lucas said.

– Westport News