Bloom & Wild retention-driven recovery

This is a retention story, not a one time demand spike story. During lockdowns, Bloom & Wild benefited from shoppers shifting online while stores were shut, but the durable engine is different, people who receive flowers as gifts come back to send their own, and the business keeps more profit on each order when packaging, sourcing, and delivery are run efficiently. The recent return to revenue growth with positive operating profit points to that steadier model taking hold.1 2 3 4 5

• Gift led discovery matters because the product itself works like marketing. Bloom & Wild has said about half of new customers first discovered the brand by receiving a bouquet, which makes repeat gifting more valuable than a paid click because one order can create the next sender.4
• Unit economics improved after the pandemic crash. Revenue fell from about $191M in 2021 to $149M by April 2025, but gross margin recovered from about 42.4% in 2023 to 48.6% in 2024, and operating margin moved from negative to roughly 5.6%. That means recovery came from making each order healthier, not simply regaining peak volume.2 3
• The broader strategy is to turn a flower order into a repeat gifting habit across more occasions and countries. Bloom & Wild has pushed corporate gifting, tested Sainsbury's retail distribution, and added Bloomon and Bergamotte to widen local reach in Europe, all of which give it more chances to reuse brand, sourcing, and fulfillment across the same customer behavior.1 5 6 7

From here, the upside comes from making gifting more routine, birthdays, sympathy, anniversaries, work milestones, and from spreading the same order economics across a larger European base. If Bloom & Wild keeps converting recipients into senders while holding margins near recent levels, growth should look slower than the pandemic surge but much more durable.1 3 4 5 6 7