Maxiloda has become a global opportunity. Now it needs to be executed right.

Maxiloada
Gary Stannard, CEO & President
Logistics infrastructure | New Zealand
Increasing freight capacity and reducing cost across global supply chains

Maxiloda is a system that increases freight capacity inside a trailer. Double stacking. More product moved per trip. Lower cost per kilometre. Real impact in a global logistics system under constant pressure.

But the product isn’t the whole business.

The business is what that product unlocks. More capacity. Lower cost. Better utilisation across the supply chain.

That’s the opportunity.

The background

Maxiloda wasn’t starting from zero.

The product had been developed over years by a team that understood the engineering challenge. It worked. It was proven. And it was already in market.

It started back in 2012, inside Gloster Engineering.

A customer walked in with a simple problem. How do we get more efficiency out of every truck load?

Dave Clapson saw it immediately. A real problem, worth solving.

The first Maxiloda Glide prototype followed. What started as a solution quickly became something bigger. A product. Then a business in its own right.

Gary was part of that from early on. Not as an outsider. As someone who already knew the founders and had worked with them before.

There was history there. Trust. A shared way of working.

Gary stepped in to lead the commercialisation.

Engineering background. Global experience. Built and run businesses inside large organisations. Delivered products into international markets.

“I can organise things and get things done.”

He wasn’t doing this alone.

He was working with a team that had already spent years solving the hard technical problem. Now the challenge was different.

Taking something proven, and scaling it properly.

What Gary saw quickly was the size of the opportunity. Not a local business. A global one.

The challenge

The company had traction. Strong product. Proven in market. Established in New Zealand. Early moves into South America.

But it wasn’t scaling.

The original plan was steady growth. Build revenue offshore. Use that to fund expansion into the US.

It looked good on paper.

In reality, it was too slow.

“So we had to flip the switch.”

Because the US isn’t a market you enter casually.

It’s massive. Complex. High stakes. And you don’t get many chances to get it right.

“We knew when we hit that market, we’ve got one opportunity. We need to be organised. We need to understand it properly.”

Why did Maxiloda do the Market Scan

This wasn’t about validation. They already believed in the product. This was about focus.

The US market is enormous. States, sectors, channels, customers. Endless ways to approach it.

Too many.

“If you don’t think the US is overwhelming, you’ve got your eyes closed.”

What Gary needed wasn’t more information.

He needed to know where to start. Where to focus. And what actually matters.

What we found

The data wasn’t the problem.

“You can buy data. That’s easy.”

What we found was where the real opportunity actually sits.

Not just what the market looks like, but how it actually works. Where to focus. Which channels matter.

Because the real issue wasn’t lack of opportunity. It was too much of it.

“We don’t have to look at 100 channels. We can look at four.”

That’s the shift.

From everything being possible, to a small number of paths that are actually worth backing.

That clarity changes how the business operates.

Marketing becomes targeted. Sales becomes intentional. Investment becomes aligned.

“You can actually build a plan around it. Otherwise, you’re just all over the place.”

What changed

The strategy sharpened.

But more importantly, the ambition did.

They got clear on the end game.

“We’re here to build it to a point where people love it… and then we’ll exit.”

That clarity matters.

Because it changes how decisions get made. What gets prioritised. What gets ignored.

It also changes the team.

“Are we building a $1m business or a billion-dollar business? You need different people.”

So they built the team to match their ambition.

They brought in a global advisory group. US-based expertise. People who understand the market they’re entering and what it takes to win there.

And crucially, people who believe in it.

Because now the story is backed.

Not by opinion. By data.

“The team can see the probability and the possibility. The plan is transparent.”

The result

The business is still in it. Still building. Still pushing into the US.

But it’s operating differently.

Clearer. More focused. More deliberate.

They know the size of the prize. And what it takes to get there.

That matters on the hard days.

“You understand the end goal. You understand the size of the prize. So you keep going.”

It also changes how they show up.

With investors. With partners. With the market.

“We’re right in our thinking. And now we have the data to prove it.”

That’s the shift.

From a strong product with global potential, to a business with a clear path to capture it.