M&Z plc CEO Greta Camilleri: ‘Leadership is about creating alignment’

Greta Camilleri grew up in the family business – the fast-moving consumer goods (FMCG) importation and distribution firm M&Z plc – stacking shelves, accompanying drivers on deliveries and making sales visits. Today, as the company celebrates over 100 years in operation and, as its CEO since 2021, Greta is intent on championing her team while leading with the respect, humility and empathy she inherited from her forebears.

Ever since she was a child, Greta Camilleri has been drawn to the power of team sports, first discovering it on horseback at the age of six. Riding a 600kg animal “with a mind of its own” required far more than physical strength or technical skill; it demanded trust, awareness and a deep sense of connection. Horse-riding taught Greta that progress only comes when all parts move together, guided by empathy and understanding. “You’re constantly reading situations, adapting and working in partnership,” she reflects. “It was my first lesson in teamwork.”

Those early lessons continue to define Greta’s leadership today. As CEO of M&Z plc, a long-established importation and distribution company specialising in fast-moving consumer goods (FMCG), she leads with the same principles of coordination, respect and shared purpose. Founded in 1922 and operating as a licensed distributor since 1929, M&Z has evolved across generations, yet its foundations remain rooted in people. “To move forward, you need to understand the environment around you – your colleagues, your customers and every moving part of the business,” Greta says. “Leadership is about creating alignment.”

Now employing around 160 people, M&Z is a complex operation, and Greta is deeply aware that its strength lies in those who keep it running day after day. “The business is never about one individual,” she explains. “It’s about collective effort, continuity and belonging.” This belief has shaped her approach to building a culture grounded in trust, respect and shared responsibility. Even major milestones, such as the company’s listing on the stock exchange, were guided by the principle that people should feel genuinely invested in the company’s success.

Like all growing organisations, M&Z has encountered challenges along its journey. Rather than obstacles, these moments have been approached as opportunities to learn, adapt and improve. Leadership has remained closely involved at an operational level to gain first-hand insight and ensure informed, effective decision-making. As Greta notes, “You can’t solve problems you don’t experience.” In terms of M&Z company culture, employee wellbeing is equally prioritised. Initiatives focused on mental health, peer support and open communication reflect Greta’s belief that performance and care go hand in hand. “If people feel supported, they show up differently – for each other and for the business.”

Greta’s relationship with the company began long before she stepped into a leadership role. Growing up immersed in the business, she learnt through experience rather than instruction. From warehouse work and merchandising to accompanying sales teams and delivery drivers, she gained a holistic understanding of how each function contributes to the whole. “There’s no substitute for being on the front line,” she says. “That’s where you understand the market, the consumer and the pace of change. It keeps you curious and humble.” That curiosity continues to drive her decision-making. “I never assume I have all the answers. Asking the right questions is just as important.”

Staying close to operations has allowed Greta to empower her team while encouraging innovation that respects the company’s heritage. Adaptability, she believes, is not a departure from tradition but a continuation of it. “Every generation has had to evolve,” she says. Over the decades, M&Z has expanded beyond its original commodity roots, most recently into categories such as wine, spirits and food service, while strengthening its long-standing core portfolio. At the same time, the company has invested in developing capabilities for shorter shelf-life products, laying foundations for sustainable growth.

The journey has not been without its tests. Rising costs, shifting consumer behaviour and global uncertainty have required resilience and clear thinking. In the post-COVID-19 period, supplier disruption – particularly following Brexit-related complications with British partners – created further pressure. “In some cases, we had to rethink supplier relationships entirely,” Greta explains. “But challenges force you to become more creative, more agile and more united.” These experiences, she says, reaffirmed the importance of strong relationships and a committed team.

Growth through acquisition has also brought valuable lessons. Over the past decades, M&Z has integrated several businesses, each bringing complexity beyond balance sheets and systems. “The human impact of change is often underestimated,” Greta notes. “Every decision lands on people first.” As a result, the company’s strategy has shifted from rapid expansion to consolidation – ensuring each category is fully optimised and teams feel confident before moving forward again. “Success takes patience,” she adds. “You grow responsibly or not at all.”

Looking ahead to 2026, Greta is focused on balance: safeguarding financial stability while investing with intention. Protecting margins, strengthening cash flow and taking a long-term view remain central priorities. “I’m not here to reinvent what works,” she says. “I’m here to sustain what my family have built, refine it and ensure it remains profitable and relevant.” Part of that vision includes diversification into niche and more sustainable product offerings, particularly in health-focused segments where long-term value outweighs short-term volume.

For Greta, leadership today is about stewardship – honouring the past while shaping the future. She carries forward a legacy built over generations, supported by the continued presence and guidance of her father. “These are big shoes to fill,” she admits. “But it’s a privilege to shape what comes next. I’m building something that will outlast me, preparing the business for the fifth generation. That’s what keeps me motivated – and awake at night.”

This article is part of the serialisation of 50 interviews featured in MaltaCEOs 2026 – the sister brand to MaltaCEOs.mt and an annual high-end publication bringing together some of the country’s most influential business leaders.