Today, Wakuli publishes its 2025 Progress Report, offering a closer look at how the company is building a different approach within the global coffee industry. In a market defined by scale, global supply chains, and price competition, Wakuli focuses on creating a model that combines commercial growth with long-term relationships, transparency, and product quality.
Wakuli’s new report argues that coffee does not have to follow that “normal.” Instead, it presents a model that seeks to combine commercial growth with fairer sourcing, stronger relationships with farmers, and a more responsible approach to production.
That is worth paying attention to. Not only because Wakuli is growing, but because its story reflects a wider shift in how younger consumer brands try to build trust and value.
Wakuli is not positioned as a traditional mass coffee brand. Earlier Iceclog coverage described it as an impact-driven specialty coffee company, and in 2024, it raised €5.2 million in a Series A round led by Icecat Capital, and complemented in 2025 by ECBF. With earlier participations from ABN AMRO Sustainable Impact Fund and Rubio, the total raise is €9.25 million to date.
The company’s proposition has been clear from the start: work more directly with farmers, pay more for quality, and make specialty coffee accessible to a broader audience rather than keeping it in a premium niche. Iceclog previously reported that Wakuli sees specialty coffee as a way for farmers to achieve a more decent income, especially through long-term relationships and higher payments that allow reinvestment in their farms.
That is also what makes this new progress report relevant. It is not just a sustainability add-on or a branding exercise. It is an attempt to show, with more substance, how an alternative coffee model can work in practice.
Wakuli has been growing beyond its online roots. In 2024, the company had already opened six coffee bars in Amsterdam and expanded in the following years to more than 20 locations nation wide, while continuing to build its online business. Wakuli follows an omnichannel strategy, using both e-commerce and physical locations to grow brand awareness and customer reach.
That combination is important. Many impact-first brands struggle to scale, while many fast-scaling consumer brands struggle to build credibility. Wakuli is trying to do both at once: expand commercially while keeping its sourcing philosophy intact.
For Icecat readers, that makes the company interesting beyond coffee alone. The real question is not only whether Wakuli grows, but whether brands with a stronger mission can build efficient modern distribution without losing the values that made them different in the first place.
The strongest angle in Wakuli’s 2025 Progress Report is contrast. It does not simply celebrate progress in abstract terms. It frames its work against the defaults of the coffee business: low farmer incomes, financial speculation, oversized executive rewards, and environmental damage.
That framing is effective because it turns “impact” from a vague word into a business question. What should a successful coffee company optimize for? Only margin and volume? Or also resilience at origin, long-term supplier relationships, and a production model that does not externalize all the social and environmental costs?
These questions are not unique to coffee. They also matter in e-commerce, retail, and consumer goods more broadly. Buyers are more alert to provenance, authenticity, and ethics than they were a few years ago. At the same time, they still expect convenience, consistency, and a good product.
Wakuli’s report suggests that those expectations do not have to conflict.
There is also a larger market signal here. Icecat Capital describes Wakuli as one of the ventures it backs for its growth potential and commitment to making a positive impact. That combination is becoming more important in European consumer markets.
Brands are increasingly judged on more than product alone. They are judged on the system behind the product: where it comes from, how it is sourced, how clearly the story is told, and whether the marketing values match the realities of the supply chain.
That does not mean consumers reward every ethical claim. In fact, they are often skeptical. However, it does mean that brands able to combine transparency, quality, and operational execution can create a stronger long-term position.
Wakuli’s progress report speaks directly to that challenge. It does not claim the coffee industry is already fixed. Instead, it shows that another route is possible, and that building an alternative does not require stepping outside the market entirely.
For Icecat, the relevance goes beyond the fact that Wakuli is part of the broader Icecat Capital portfolio. This is also a story about how modern brands are built. The strongest ones increasingly combine product quality, clear positioning, and measurable impact with a distribution model that can actually scale.
Wakuli’s 2025 Progress Report makes that argument in coffee. More broadly, it is a reminder that “normal” is not always the same as sustainable, fair, or future-proof. And for a growing number of brands, that difference is becoming a competitive advantage as much as a moral one.
Read further: News, coffee, e-commerce, ecommerce, Icecat, product content, Wakuli
