State of the Industry Q&A 2026: Brittany Oliver, ZURU

Looking back, 2025 was undoubtedly a challenging year for the industry at large, defined by a significant amount of macroeconomic uncertainty. However, navigating that volatility actually led to one of our most significant wins: operational agility. When tariff turbulence began to impact the supply chain, ZURU acted immediately. We were first movers in proactively working with our retailer partners to shift to a “first sale” model.

Our internal teams worked around the clock to deliver this solution at incredible speed. By holding hands with our partners through that transition, we mitigated potential roadblocks and ensured inventory continued to flow. Because of that strategic pivot to protect our partners, we saw our core toys business grow for the full year despite the headwinds.

On the product side, a massive driver of that growth was Fuggler. The team did phenomenal work driving virality and leaning into “fandom” culture. The New Product Development [NPD] teams built out a robust product pipeline that kept the brand fresh and highly collectible, proving that even in a tough year, products with genuine character and a strong digital pulse will always win at the register.

ZURU has long been recognized as a disruptor in this space, and automation is the engine behind that reputation. It started with XSHOT; by vertically integrating and automating our blaster production, we achieved the ability to produce premium-quality blasters at accessible price points, driving the brand to become the No. 1 blaster brand in more than 25 markets globally. People have always said that brand incumbents can’t do it, but we are proving them wrong.

However, the evolution we are seeing now is that this investment in automation has expanded beyond hard plastics into our plush lines, collectibles, and even confectionery. We are currently automating a new production process every week across our verticals.

While many suppliers are reacting to geopolitical shifts by moving production out of China, ZURU is taking a different approach. We are doubling down on the technology available in the region to unlock what Manufacturing 2.0 looks like for both Toys and fast-moving consumer goods [FMCG]. By staying put and automating aggressively, we improve quality for consumers while maintaining the margins needed to keep prices low. This strategy allows us to react to trends faster than anyone else because our deeply integrated lines can pivot immediately to meet new demand.

We have a significant amount of innovation coming down the pipeline for 2026 — the largest amount of innovation we have ever released in a single year, all of it deeply underpinned by consumer & trend insights. Our joint business planning [JBP] with some of the biggest media providers gives us unprecedented real-time access to data to make these innovation decisions. This means we are focused on launching products that consumers actively seek.

Naturally, you can expect a massive focus on the blind box category. We see an opportunity for ZURU to own this space, and we have no intention of slowing down. Our NPD teams are deeply entrenched in these fandoms, and having designers who are also the consumers is a huge advantage. But beyond collectibles, we are gearing up for some exciting new launches in the Sporting world, including a big launch for the 2026 FIFA World Cup, bringing our signature premium yet affordable model to shelves

Perhaps the most exciting shift for us this year is the synergy between our verticals. We are working closer than ever between our Toys and FMCG/Consumer Goods divisions. We’ve identified a unique cross-section where Toys and Beauty align for today’s consumer — specifically the “kidult” and Gen Alpha demographics who view personal care products as collectibles. By leveraging our strength in both manufacturing worlds, we are creating hybrid experiences that bridge the gap between play and lifestyle.

We are entering a very exciting year for North American retail. After a period of uncertainty, we are seeing retailers place big bets in the Toys category. They want to show up in new, meaningful ways for their customers and deliver differentiated offerings.

As a supplier, our greatest growth opportunity lies in building on this vision. We aren’t just shipping boxes; we are supporting retailers in bringing their aisles to life.

The biggest factor driving this is the speed of culture. Trends move faster than ever, and for us, success is about showing up with constant innovation that hits the shelf while the trend is still relevant. The economic landscape means that winning in North America requires hitting those critical, accessible price points. Our ability to offer premium quality at a value price is what will drive volume in 2026.

The fundamental truth of retail remains unchanged: the biggest focus is delivering great products at price points consumers can actually access and enjoy.

During the turbulence of 2025, there was never a loss of sight regarding how vital the value equation is. Families are under pressure, and retailers are hyper-aware that price sensitivity is at an all-time high. Margin will always be important to retail, but not at the expense of sales velocity. Perceived value on the shelf will always be one of the most important debates we have with our internal teams before bringing an item to market.

Retailers are looking for partners who can protect margins through efficiency rather than by raising shelf prices. We are seeing a shift where retailers are prioritizing suppliers who can provide stable pricing without compromising the product’s magic.