Spotlight on the CEO
In this issue of IR Update, we profile Niko Lahanas, Chief Executive Officer of Central Garden & Pet Company (Central).
Lahanas became Chief Executive Officer of Central in September 2024, where he leads the broad $3.2 billion portfolio of more than 65 pet and garden brands with a team of over 6,000 employees, primarily across the United States.
From 2017 until he became CEO, Niko served as Chief Financial Officer at Central. He joined Central in 2006 and has held a variety of finance positions within the company, including Senior Vice President of Finance, Operations Management & Reporting; Chief Financial Officer of the Pet Segment; Vice President of Corporate Financial Planning & Analysis; and Director of Business Performance of the Garden segment, focusing on business unit profitability.
Before joining Central, Niko worked in private equity and investment banking for over eight years. Niko earned his BA in Psychology from the University of California, Berkeley, and his MBA from The George Washington University.
Thanks to Friederike Edelmann, Vice President, Investor Relations & Corporate Sustainability at Central, for arranging this interview.
Your early career experience working on Wall Street gives you a perspective that is somewhat unique among CEOs. How does that influence your view of investor relations (IR) and its importance to the company?
My years on Wall Street gave me a deep understanding of how investors think, what they value, and how they evaluate management teams. Having worked on the buy side and in investment banking, I know how important transparency, consistency, and credibility are in investor relations.
I see IR not just as a compliance function, but as a strategic bridge between the company and the investment community. It’s about building long-term trust by being straightforward about opportunities and challenges and ensuring our narrative reflects the true culture and strategy of Central.
Your company has grown largely through mergers and acquisitions (M&A)—more than 60 of them in 40 years. How has that helped to grow your investor base and the value of your company?
M&A has been central to Central’s evolution. Over four decades, we’ve completed more than 60 acquisitions that have allowed us to expand into adjacent markets, scale our core pet and garden businesses, and enhance key capabilities such as eCommerce and digital.
We are disciplined, value-driven buyers with clear acquisition criteria. We focus on high-growth, high-margin, fast-moving consumable businesses that have a moat or barrier to entry, a strong brand, and an accretive margin and growth profile.
Just as important, we invest in strong management teams and place a high value on cultural fit—leaders who can thrive within Central’s entrepreneurial environment where business units take the lead.
We also have ample liquidity and the flexibility to pursue attractive opportunities.
But our approach is not about simply adding businesses; it’s about improving them. When we bring a company into Central, we integrate its strengths, invest in it, and look for synergies across our portfolio.
That discipline has created consistent value over time and broadened our investor base, attracting shareholders who view us as thoughtful operators and long-term value creators.
We know you value the entrepreneurial spirit in employees. How do you keep that spirit alive in a large company and how has it influenced your company structure?
At Central, we empower people to run their businesses with autonomy while giving them the resources of a larger organization.
My philosophy is to hire exceptional talent, trust them, and let them lead. That entrepreneurial spirit thrives when people take ownership and are accountable.
Structurally, we run a business-unit-led model, where operators are encouraged to think strategically, act with agility, and innovate like a startup, but with the backing of a scaled consumer packaged goods company.
It’s a balance of empowerment and support that keeps our culture vibrant.
What advice do you have for investor relations professionals and chief financial officers looking to move up to higher positions in their companies, ultimately to become the CEO?
First, truly understand the business—beyond the numbers. Spend time in the field, in operations, and with customers.
Second, develop leadership skills: hire great people, delegate, and build trust.
Finally, don’t be afraid to raise your hand. For a long time, I thought of myself as a CFO, but after onboarding multiple CEOs and teaching them about Central, I realized I could lead the company myself.
So for aspiring CFOs and IR leaders, combine financial acumen with strategic insight, operational exposure, and people leadership.
How can investor relations add the most value to your leadership team?
By being the voice of the investor inside the company.
IR can translate market sentiment into actionable feedback, making sure leadership understands how our story resonates externally.
They also add value by ensuring consistency between what we say publicly and how we execute internally.
Good IR helps keep us aligned, credible, and investor focused.
What are the key ingredients to a compelling investor narrative?
Authenticity, clarity, and proof of execution.
A strong narrative connects our strategy—what markets we play in, why we win, and where we’re headed—with tangible results.
Investors respond best when the story is straightforward, data-backed, and consistent over time.
For Central, that means highlighting our leadership in the pet and garden industries, our disciplined M&A track record, and our culture of entrepreneurship and innovation.
You have a strong sports background, including as an Olympic swimmer. What did you learn from that experience that helps you as a CEO?
Swimming taught me discipline, resilience, and the value of hard work.
At the elite level, success comes from relentless preparation and the ability to handle setbacks without losing focus.
Those lessons carry over into business, whether it’s staying committed through tough cycles or pushing through challenges to achieve long-term goals.
It also reinforced the importance of teamwork. Even in an individual sport like swimming, you rely on coaches, teammates, and support systems, just as you do in business.
How do you balance the competing demands of your personal and professional life?
For me, it comes down to staying active and prioritizing family time.
I love sports, working out, and being outdoors, and I especially enjoy watching my kids compete in soccer and track.
Staying connected to them keeps me grounded and reminds me why the work matters.
The balance isn’t always perfect, but being intentional about carving out time for family and health makes me a better leader.
If you weren’t CEO, what would you be doing?
I’ve always wanted to be part of building something meaningful.
If I weren’t CEO, I’d probably still be working in a role where I could help improve businesses, coach leaders, and create value—maybe running another consumer-focused company or working closely with founders.
I’ve always enjoyed solving problems and driving growth.
Where is your happy place?
My happy place is simple—being outdoors with my family.
Whether it’s watching my kids compete, enjoying California’s weather, or just staying active, that’s where I feel most at peace.