Sales leadership steps up as Ferndale enters next stage of growth

We’re thrilled to welcome Rohin Rosman, our new National Sales Manager, to Ferndale Foods Australia.

After 16 years at Mondelez, Rohin brings deep experience across category, channel and customer. At Ferndale, he steps into a pivotal role—guiding our national sales strategy, sharpening execution and leading our route-to-market evolution.

His appointment frees up Leigh Edward to focus on the broader picture: growth partnerships, new formats and future-facing product innovation.

“There’s a lot happening behind the scenes—new launches, refreshed brands, sharper messaging and some big co-manufacturing wins. The sales role isn’t just about delivery—it’s about keeping pace with the ambition of the business.”
— Rohin Rosman, National Sales Manager, Ferndale Foods Australia

And it’s true—Ferndale is charging ahead. With new product lines in development, upcoming rebrands and marketing rollouts, and a full slate of co-manufacturing opportunities, we’re entering a new chapter with energy and intent.

“We’re not here to play it safe. We’ve built a strong foundation—now it’s about scaling smart, showing up for our retail partners, and making our mark in every aisle.”
— Leigh Edward, CEO, Ferndale Foods Australia

Rohin’s arrival marks a confident step forward as we continue to grow what we make, how we sell, and who we partner with.

Keep reading to hear what Rohin thinks about the future of FMCG.

1. After 16 years in one of the world’s biggest FMCG businesses, what kind of role or environment were you looking for next?

I was ready to take what I’ve learnt and help scale Ferndale's brand portfolio across the entire Aus/NZ market. I wanted to be closer to decision-making, mentor future leaders and help build something from the inside out. That kind of opportunity was too good to pass up.

2. What’s something you’ve learned about sales that still holds true, no matter the brand or business size?

Be brilliant at the basics. That goes beyond sales—supply, quality, distribution, route to market. Nail those and you give your brand the best shot at success.

From a pure sales lens: distribution is everything. Right stores, right placement.

3. Route to market has become a major focus for so many FMCG brands—what do you think makes a great one in 2025?

Route to market will make or break you.

Flexibility is key—Coles and Woolies need a totally different approach to IGA, Petrol, or Kmart.

A strong RTM strategy should be clear enough for the whole business to get behind, and agile enough to stay cost-effective as you scale.

4. How do you think retailers are evolving in what they expect from suppliers?

Retailers now have better data than ever—they know the shopper’s every move. That’s driven the rise of new store formats and hyper-local ranges.

They want suppliers who can solve a real consumer need—through price, product, or both—and guarantee 100% supply.

97% case fill might sound solid, but imagine if your power company only gave you electricity 97 days out of 100. You’d switch fast.

5. As someone stepping into a national leadership role, where do you tend to focus first?

I start by listening. I’m not walking in with all the answers.

It’s about understanding the full picture—from NPD to ops, from raw materials to retailer targets. Once I know how the engine works, I can help build a smart short-term plan and a rock-solid long-term route to market.

Get the foundations right, and growth follows.