LAIRD SUPERFOOD INC

Insider Trading & Executive Data

LSF
NYSEMKT
Consumer Defensive
Packaged Foods

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26 insider trades in the last year. Go beyond summary counts with transaction-level detail, compensation intelligence, and institutional ownership context.

Trade-level insider transactions with filing links, transaction codes, and footnotes
Executive compensation trends by role with year-over-year comparisons
Institutional ownership shifts by quarter with top-holder concentration data
Form 144 and Form 8-K monitoring with AI analysis and CSV export tools

Insider Activity Summary

Insider Trades (1Y)
26
4 in last 30 days
Buy / Sell (1Y)
14/12
Acquisitions / Dispositions
Unique Insiders (1Y)
8
Active in past year
Insider Positions
13
Current holdings
Position Status
12/1
Active / Exited
Institutional Holders
41
Latest quarter
Board Members
15

Compensation & Governance

Avg Total Compensation
$1.1M
Latest year: 2024
Executives Covered
10
Comp records available
Form 8-K Events (1Y)
1
Personnel Changes (1Y)
1
Bonus Plan Events (1Y)
0
Organization Changes (1Y)
1
Board Appointments (1Y)
0
Board Departures (1Y)
1

Restricted Sales

Form 144 Filings (1Y)
2
Form 144 Insiders (1Y)
2
Planned Sale Shares (1Y)
9.3K
Planned Sale Value (1Y)
$68465.58
Price
$2.72
Market Cap
$29.1M
Volume
465
EPS
N/A
Revenue
$12.9M
Employees
28
About LAIRD SUPERFOOD INC

Company Overview

Laird Superfood is a small, growth-stage consumer packaged foods company focused on clean, plant‑based functional foods and beverages (coffee creamers, beverage enhancers, hydration products, and snack bars), including the Picky Bars subsidiary. In 2024 it reported $43.3M in net sales (up from $34.2M in 2023) with coffee creamers ~53% of sales, an omnichannel mix (59% e‑commerce, 41% wholesale) and a heavy reliance on subscriptions (≈52% of DTC sales) and repeat purchasers. Management highlights margin expansion (gross margin 40.9% in 2024 vs. 30.1% in 2023) driven by subscription economics, cost actions and a shift to variable‑cost co‑manufacturing, while 2025 trends show faster wholesale growth and temporary working‑capital build. The business relies on third‑party co‑manufacturers, a small supplier base, and is subject to extensive food, supplement and organic regulations, any of which can create material operational or disclosure events.

Executive Compensation Practices

Given Laird’s small size, improving but still loss‑making profile, and limited cash, compensation is likely skewed toward equity and performance‑based awards to conserve cash and align management with growth targets — the company reported ~$1.6M of stock‑based compensation in FY2024. Company‑specific performance levers that would logically drive incentive design include net sales growth (DTC subscription growth and wholesale distribution velocity), gross margin expansion (sourcing and cost control), customer retention/subscription metrics, and working‑capital/cash‑flow improvement. Short‑term bonuses or commissions for sales/retail distribution wins and long‑term equity tied to multi‑year margin, revenue or SKU expansion goals are typical for a business emphasizing NPD and channel expansion. Valuation and payout of equity awards will be sensitive to accounting judgments (revenue recognition, impairment) called out in filings and to potential future fundraising that could dilute equity.

Insider Trading Considerations

Insider trading at Laird should be monitored around the company’s material operational milestones — quarterly results, wholesale distribution announcements, subscription growth updates, inventory rebuilds, supplier settlements, and any product‑quality or recall developments (the company disclosed a prior product withdrawal). As an SEC reporting issuer, insiders are subject to Section 16/Form 4 reporting, typical blackout windows and the protections/constraints of Rule 10b‑5; small‑cap management often uses equity sales to cover tax or diversification needs after vesting, which can appear as routine Form 4 activity. Watch for clustered sales ahead of financing or dilution events (management has indicated the possibility of future debt/equity raises) and for open‑market buys from executives as higher‑conviction signals given the company’s cash constraints and operational leverage. Given the regulated food/supplement environment, nonpublic information about recalls, supplier disruption or regulatory enforcement would create particularly high risk for improper insider trades.

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