Liviko’s history of remarkable reinvention in Lithuania: from local struggles to global prestige

Fifteen years ago in Lithuania, considered a company on the brink of collapse, UAB Liviko has transformed into a trusted name in the premium spirits industry. Now the Estonian-based distributor UAB Liviko represents prestigious brands and boasts a streamlined, forward-thinking team. Behind this turnaround is a story of vision, leadership, resilience, and the delicate art of change management.

“We are a company that was once ‘written off’ with a million in operational losses, and now we represent prestigious brands and generate healthy returns for shareholders,” Eiva Pociene, Liviko’s director general in Lithuania, told The Baltic Times Magazine.

The path to recovery began with a radical overhaul of the company’s vision.  Recognizing the limited future in distributing low-value-added products, the company understood it needed to innovate in value delivery and achieve greater scale to attract the confidence of major global brands. This commitment necessitated a significant elevation of standards across all areas, from internal processes and team organization to service offerings and overall competence.

“From an importer of cheap products, we had to become a distributor that creates added value for global brands,” explains Pociene. “That meant different services, a different assortment, new sales channels, new competencies, and entirely new processes.”

The transformation wasn’t easy. In fact, at that time it required letting go of nearly 50 employees out of 70 and rebuilding the team from the ground up. With fewer people, the company became faster, leaner, and more focused. The product assortment also underwent a near-complete makeover. Today Liviko UAB works with more than 40 carefully selected partners and manages a portfolio of approximately 800 distinct products.

This evolution, however, was not just structural – it was deeply cultural. It required fostering a working environment that valued accountability and learning. Instead of driving motivation through pressure or incentives, the leadership focused on creating space for self-motivation.

“I try to create an environment that fosters self-motivation, balance empowerment with responsibility, share experience, and let people learn from their mistakes,” says Pociene.

That approach, grounded in trust and maturity, has helped Liviko in Lithuania navigate industry shifts and consumer expectations with agility. One of the biggest changes over the last two decades has been the evolution of alcohol consumption itself – moving from mass-market habits to more refined, responsible, and diverse preferences.

“Take the words whisky, rum, gin, and tequila out of the dictionary. A ‘cocktail’ meant vodka with quince soda or orange juice. All sparkling wine was called ‘champagne,’ and every brandy was ‘cognac.’ Getting drunk until you passed out was normal. That’s what the 2000s looked like,” she reminds.

Today’s market looks very different. Consumers seek authenticity, provenance, and quality. In this environment, concepts like terroir – usually associated with wine – have gained traction across spirits categories.

“The inspiration for the entire Baltic Liviko Group's imported assortment stems directly from our own products, conceptualized and crafted in Tallinn. Drinks are made from local plants, running water, and longstanding traditions. This reflects the terroir of our region – something you can’t replicate anywhere else.”

That distinct regional identity has become one of Liviko’s greatest assets. While globalization creates consistency, Liviko has leveraged its roots to offer something unique in every bottle. It’s a model that appeals to the modern, experience-driven consumer, who wants more than just a drink – they want a story. 

Pociene knows this story well – she’s lived it. She worked her way up through the ranks in an industry not always welcoming to women in leadership. 

“I never stressed about being a woman, never tried to prove anything or appear ‘tougher’… But men need time, and it would be fair, to adjust to the fact that women are now present everywhere – bringing with them slightly different, characteristically feminine traits,” she admits.

Now, with 20 years of experience behind her, Pociene is not only helping to lead a company but shaping the industry itself. Yet she remains cautious about the road ahead. She’s particularly concerned about the rising excise taxes in Lithuania much above the average in Europe, which she fears could fuel a shadow market and undo years of progress in responsible consumption.

“The risk is that the illegal market will flourish, officials will boast about miraculous reductions in alcohol consumption, while in reality people will just find alternative ways to get it – ways we’ll know very little about.”

Still, her outlook remains grounded in purpose. For her, alcohol is not about quantity, but about craft, heritage, and connection.

In a fast-changing sector, Liviko’s Lithuania evolution offers a rare case study in thoughtful growth. Through cultural awareness, strategic reinvention, and human-centered leadership, it has found not just profitability – but purpose.