IN the United States, quick-service dining has long been dominated by fast food giants like Dunkin’ Donuts. But today, Juici Patties — a brand that began as a humble roadside shop in May Pen, Clarendon — is stepping confidently onto that stage, claiming its space in one of the most competitive food markets in the world.

The Jamaican patty giant now has agreements for more than 50 locations across six states, including recent additions in Connecticut, Boston, and Newark slated to open in 2027. When the company made a franchise call in May for the latter two markets, the response was overwhelming. Thousands applied, but less than one per cent made the cut, the company has since revealed.

“Our goal isn’t to grow fast — it’s to grow right,” CEO of Juici Patties USA Daniel Chin said, in explaining the company’s deliberate approach to expansion amid surging interest from international entrepreneurs eager to be associated with the brand. “We’re building a brand that will last generations.”

It’s the second time in less than two years that Juici has received an overwhelming response to franchise applications in the United States. In an exclusive interview with the Jamaica Observer, Chin said the company has implemented a rigorous evaluation process to ensure every franchisee reflects the brand’s core values, especially as it is betting on quality, consistency, and cultural relevance to stand shoulder-to-shoulder with global giants.

Juici Patties isn’t alone.

Across industries, a growing number of local companies are rewriting what it means to grow globally. They’re taking ownership of their brands overseas, acquiring businesses, building manufacturing capacity, and embedding their operations in markets once considered out of reach.

Conglomerate GraceKennedy is steadily expanding its footprint through acquisitions in North America and the UK, while companies like Tropical Battery, Derrimon Trading, and Express Fitness are pushing into the manufacturing, retail, and service sectors by acquiring US and Caribbean-based businesses.

And if you think this small island has already played its biggest cards, think again. Jamaica Broilers quietly built out operations in both the US and Haiti — making it one of the few local companies with fully integrated agribusiness operations across borders. Though its Haiti plant is currently shuttered due to political tensions, the scale of its overseas footprint remains unmatched in the local agricultural sector.

Back home, others are flying the ‘Made in Jamaica’ flag high, earning the trust of international brands as reliable manufacturing partners.

Take Seprod, for example. The manufacturing and distribution powerhouse now produces margarine in Kingston for one of the world’s largest food multinationals – Upfield. While exporting goods isn’t new for Jamaican manufacturers, Seprod’s contract to produce margarine for the regional market on behalf of Upfield represents a major milestone for an independent local company and stands out as one of the most recent publicly disclosed manufacturing deals of its kind. Others like Paramount Trading, Wisynco, and J. Wray & Nephew are also engaged in contract manufacturing for global brands.

“Ultimately, Seprod didn’t wait to feel ready for global competition,” CEO Richard Pandohie told the BusinessWeek, recalling when Upfield first approached in 2017. “Seprod trusted its strategic intent and got ready along the way. Mindset mattered. The leadership had to think beyond Jamaica, beyond the Caribbean. They had to believe that a Jamaican company could compete globally, just like our athletes and cultural icons, on quality and cost.”

At the time, Flora was seeking a contract manufacturing partner in the Caricom region. A global team member visited Jamaica for just 24 hours to inspect Seprod’s Caribbean Products Limited (CPL) facility. Initial discussions ran for nine months before going quiet. Then, in early 2019, Flora reengaged, asking if Seprod would be prepared to make the investment required to become their regional manufacturing partner but with a very tight implementation timeline.

The contract came with high standards. Seprod had to overhaul CPL’s facility in Kingston, investing more than US$13 million in automation, renewable energy, and cold storage.

“It was a bold ask. The required transformation would be disruptive and financially risky. It would mean investing millions in facility upgrades, potentially losing local market share during the transition, and all without knowing a global pandemic was around the corner. Seprod chose to move forward,” Pandohie said.

The transition was painful. Gold Seal margarine lost more than half its domestic market share, and internal strikes slowed production. Still, leadership pressed ahead.

“This decision wasn’t without pain… but it was a necessary leap forward,” Pandohie said.

One might ask, why would Seprod take such a risk?

“Because Flora Food Group isn’t just any client,” Pandohie reasoned. “With operations in over 95 countries and a portfolio of iconic brands like Flora, Blue Band, and Country Crock, Flora represents entry into a world-class global supply chain. For Seprod, this was a chance to raise its own bar — much like it did through earlier strategic partnerships with Nestlé [dairy], Seaboard [grain milling], and Ovaltine [biscuits],” he continued.

Today, Seprod is fully integrated into Upfield’s supply chain, producing multiple SKUs of Flora margarine. Prior to Seprod winning the contract the products were being produced in Trinidad and Tobago.

“While this is a win for the company, I want to focus on this as a vote of confidence in Jamaica’s manufacturing sector,” Pandohie said. “It’s proof a Jamaican company can meet the highest global standards, compete on merit, and be trusted to produce for the world’s biggest brands.”

“When a multinational like Flora Foods chooses Jamaica — despite cheaper options elsewhere — it sends a message: we are not just an island of consumers, we are producers and partners. That’s the kind of signal that can inspire confidence across the private sector, fuel investment, and shift national thinking about what’s possible.”

The next step was distribution. In 2022, Seprod acquired AS Bryden, one of the Caribbean’s largest warehousing and logistics firms, gaining control over how its goods move across borders — along with access to new markets and influence over regional sales and pricing.

Derrimon Trading is also leaning into distribution, but from the opposite angle: retail. In 2021, the company acquired FoodSaver NY and Good Food For Less, two Bronx grocery businesses. It’s a rare move for a Jamaican firm — buying stores in the US — but one that fits Derrimon’s model.

The group invested US$9 million in the deal, creating a New York subsidiary, Marnock LLC, to manage the acquisition. The stores immediately contributed around 25 per cent to Derrimon’s top-line revenue and were quickly integrated into its strategy to serve the Caribbean and African diaspora, including acting as fulfilment centres for online orders.

Fast-forward to August 2024: both businesses were forced to close due to flood damage that resulted in water intrusion, the threat of mould infestation, and spoilage. It quickly became a drag on the group’s bottom line.

According to CEO Derrick Cotterell, the initial repairs “led to a larger issue, where they had to effectively change the whole roof, and we just decided to use the opportunity to do a new build-out.”

Derrimon expects to spend well in excess of US$2 million by the time the stores reopen in mid-October, ahead of the busy Christmas season.The company is also using the relaunch to sharpen its US retail edge by rebranding the stores to a name more familiar to its diaspora market — Sampars.

“When we reopen, it will be rebranded to Sampars New York,” Cotterell said in an interview earlier this year, adding that the names FoodSaver and Good Food For Less don’t carry the same weight.

“They’re familiar with the name through online shopping, and so on,” he added. “We were going to do it anyway, so we just took the opportunity to make the change and reopen afresh.”

GraceKennedy, often described as more than a brand and more like an institution, has been playing the long game. Its push for international growth has been decades in the making.

Established in 1922, the company had set clear targets for diversification beyond Jamaica by the time it got to 2020. It was a strategic plan launched in 1995 with the goal of transforming the company from a Jamaican trading company into a global consumer group.

Today, GraceKennedy operates more than 60 subsidiaries across North America, the UK, and the Caribbean, aiming to generate 70 per cent of its profits overseas by 2030.

“GraceKennedy has been engaged in international trade since our founding,” Group CEO Frank James told the
Business Observer. “In today’s global economic landscape, that has meant doubling down on agility, innovation, and digital transformation.”

Recent moves speak to that commitment. In 2025, Grace completed its acquisition of Catherine’s Peak Bottling Company, strengthening its beverage portfolio, while its financial services division — anchored by Western Union partnerships across the Caribbean — continues to scale.

For GraceKennedy, international expansion is as much about national representation as it is about business. The philosophy set by late former chairman and CEO S Carlton Alexander — “If it is good for Jamaica, it is good for GraceKennedy” — still guides the company.

“That belief anchors us in our roots,” James said. It’s embedded in how we represent Jamaica on the world stage — with pride, purpose, and a deep sense of responsibility to reflect the very best of who we are as a nation.”

That sense of purpose shapes how GraceKennedy enters new markets.

“Every market is different,” the CEO added. “You have to take the time to understand local realities and adapt without losing your identity. Build strong partnerships, connect deeply with local consumers, and be resilient — because global expansion takes long-term commitment.”

James noted that GraceKennedy’s longevity rests on balancing tradition with adaptability. The 103-year-old conglomerate says it invests heavily in technology, empowers its teams, and fosters a culture of continuous improvement. Recent examples include the digital transformation of its financial services arm, the launch of innovative food products, and its leadership in sustainable operations.

Meanwhile, Express Fitness is proof that Jamaica’s global push isn’t limited to food and finance. Backed by Norbrook Equity Partners, the gym chain recently announced that it has purchased a controlling stake in California-based Mighty Pilates, giving it a foothold in the high-end US wellness market and plans to scale to 75 studios in three years.

The boutique studio brand currently has 11 locations and over 20,000 monthly clients.

“This acquisition reflects our dedication to enriching lives through health and wellness. Mighty Pilates shares our vision for empowering communities. Together, we’ll continue to provide exceptional experiences that transform lives,” Express Chairman and Norbrook Equity Partners founder Khary Robinson said.

At last check, the pilates and yoga studios in the US have a market size of US$12.82 billion.

For Express, the deal nearly doubles its customer base and marks a turning point. After rapidly growing its Jamaican footprint, including major upgrades to its flagship Constant Spring and Liguanea locations, the company is now looking outward. Robinson has indicated that a US public listing could be on the horizon but isn’t an immediate target for the company.

Express Fitness also has the option to increase its stake in Mighty Pilates.

Earning US dollars or building a diversified revenue base is no longer optional for Jamaican companies trying to stay competitive in a volatile economic environment. At a minimum, many firms are targeting 20 per cent of their income from outside Jamaica — with some, like Seprod and GraceKennedy, pushing for as much as 45 and 70 per cent, respectively.

But these ventures go beyond revenue. They signal a shift in mindset; but the path hasn’t been easy. It has meant retraining teams, overhauling operations, navigating new regulatory regimes, and absorbing financial losses to build long-term capacity.

As more businesses look outward, the question of whether the local environment can keep pace is already being asked. In the next article, we’ll explore what it really takes to go global; and the shifts Jamaica must make to ensure more companies are equipped to follow suit.

Daniel Chin, CEO of Juici Patties USA, is leading the charge in taking the beloved Jamaican brand to global markets, with new franchise locations in cities like Miami and New York.

Christopher Levy, president and CEO of Jamaica Broilers Group, is steering the company’s international expansion, with a strong focus on poultry operations in the United States while maintaining its deep agricultural roots in Jamaica.(Photo: Karl McLarty)

A Seprod team member checks packaging quality for Blue Band margarine. The product is part of the company’s US$13-million production overhaul to meet international food safety and quality standards.

Flora margarine rolls off the production line at Seprod’s modernised plant in Kingston. The Jamaican manufacturer secured the contract to produce the iconic spread for global distribution through Upfield, marking a major win for local manufacturing.

JAMES…GraceKennedy has been engaged in international trade since our founding.

Express Fitness is pushing beyond borders. Backed by Norbrook Equity Partners, the Jamaican gym chain has entered the US wellness market with its acquisition of Mighty Pilates, marking a bold step in its mission to scale internationally.

Tropical Battery’s regional and international push includes its acquisition of Kaya Energy Group in the Dominican Republic and Rose Batteries in the United States.

A Sampars-branded delivery vehicle on the road in Jamaica. Derrimon Trading is now taking the familiar Jamaican grocery brand global, with plans to reopen and rebrand its US stores under the Sampars name to strengthen its appeal among diaspora shoppers.

PANDOHIE…Seprod didn’t wait to feel ready for global competition.

Across industries, a growing number of local companies are rewriting what it means to grow globally.