Forum Topics MYX MYX Mayne v Cosette

Pinned straw:

Last edited a month ago

Who likes rollercoasters and the thrill of risk-taking?


Like many of the companies I choose to review, Mayne Pharma is another interesting subject. This analysis took me a while because there's a lot to digest. At the end of it, I've decided to take a very small position because I have a deep risk-appetite, and I'm optimistic of a positive outcome in the next coming weeks. This is my personal take and in no way a recommendation to anyone else.


Mayne Pharma Group is a specialty pharmaceutical company with a 40-year track record of innovation in oral drug delivery. Its operations are primarily divided into three core segments: Women’s Health, Dermatology, and International. It maintains a major product development and manufacturing facility headquartered in South Australia. With over 450 employees globally, the company markets more than 57 products across various international markets; generating approximately 80% of its revenue in the US.

The company's current strategy focus is disintermediation (cutting out the middleman). This involves using its DistributeRx platform and wholly owned specialty pharmacy, Adelaide Apothecary (based in the US), to bypass traditional intermediaries and improve both patient access and profit margins.

The 5-year rollercoaster:

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Why all the volatility?

  • Shareholder Class Action: Commenced in August 2021, this litigation related to alleged misleading conduct and disclosure breaches regarding US anti-competitive practices. It was only settled in July 2024 for $38 million
  • Financial Restatements and Capital Management (2022–2023) In February 2023, the company had to restate its FY22 financial statements due to higher-than-expected "Gross to Net" (GTN) charges. This restatement constituted a breach of warranty under its convertible note agreements, requiring a legal waiver
  • Cancelled Capital Return: In late February 2023, the Board cancelled a planned $65.6 million capital return to shareholders to maintain a conservative balance sheet during the transition, a move management admitted was "very disappointing to many shareholders".
  • Strategic Pivot and Divestments (2022–2023). FY23 was described by management as a period of "massive change and realignment" that contributed to share price instability.
  • In January 2023, the company completed a 20:1 share consolidation, which significantly altered the nominal share price and lead to trading volatility.
  • Exit from Generics: The company divested its Metrics Contract Services (MCS) business and sold its US Retail Generics business. These were massive components of the company's historical identity that were sold because Mayne Pharma was not able to compete effectively in the US generics market due to a lack of scale. Simultaneously, the company licensed a massive portfolio of women’s health products from TherapeuticsMD (TXMD) for US$140 million, which required extensive modifications to systems and business models
  • During FY23, the Dermatology segment saw revenue fall 38%. This was driven primarily by competition, loss of US insurance coverage on a key product line and a decline in antibiotics sales.
  • Persistent legal challenges have weighed on the valuation throughout this five-year period. Industry-wide Price Fixing: Mayne Pharma remains a defendant in ongoing civil complaints involving 45 US states alleging an overarching conspiracy to allocate markets and fix prices for generic drugs. "The legal claims and allegations summarised below are being vigorously contested. In relation to matters no payment is considered probable and possible related amounts cannot be reliably estimated and as such no amounts have been provided at reporting date" 2026HY presentation.


Continued Volatility over the past 12 months:

  • Failed Takeover and Regulatory Intervention (2025–2026). The share price initially surged following the announcement of a Scheme Implementation Deed (SID) with Cosette Pharmaceuticals, which valued the company at $7.40 per share - a ~50% premium.
  • The "MAC" Dispute: Volatility spiked in June 2025 when Cosette attempted to terminate the deal, alleging a Material Adverse Change (MAC) because Mayne Pharma's financial performance had "unexpectedly tanked".
  • National Interest Block: While Mayne Pharma won the initial court case to enforce the takeover in October 2025, the Australian Treasurer blocked the acquisition on national interest grounds in November 2025. This caused the share price to collapse from near the $7.40 offer level toward the $2.00 range by early 2026 (Currently $2.28 - Timestamp 19/05/2026).


Financial Momentum and Operational Highlights:

  • Mayne reported solid financial growth in FY25, with revenue increasing by 5% to $408mil and underlying EBITDA more than doubling to $47mil. This positive trajectory has continued in to 2026 with the 26/Q3 results reported revenue of $85mil. Gross margins also expanded in 26/Q3 to 63% driven by price discipline and a more profitable branded product mix.
  • The cornerstone of Mayne’s current growth strategy is DistributeRx, a direct-to-patient distribution platform recently launched in March 2026. Since its launch, prescription volumes have exceeded internal forecasts by 72%, reflecting strong demand for streamlined access to medications. To support this surge, Mayne recently announced a major expansion of its wholly owned specialty pharmacy, Adelaide Apothecary, securing a new high-volume facility in Lexington, Kentucky USA. This expansion is expected to increase annual capacity seven-fold to over 2.5 million prescriptions per annum by early 2027. This "capital-light" dispensing infrastructure provides a structural advantage by reducing reliance on wholesalers and large retailers that often drive high "Gross-to-Net" liabilities.
  • In the Women’s Health segment, Mayne is seeing standout growth from branded menopause and contraception prescription increases of 30% in 3Q FY26 following a meaningful FDA update to its boxed warning, which has bolstered healthcare provider confidence. In Australia, contraception pill Nextstellis monthly prescriptions have surged approximately 160% since its inclusion on the Pharmaceutical Benefits Scheme (PBS) in late 2025.
  • The Dermatology segment also remains robust, with a 43% increase in direct contribution in 3Q FY26 compared to the prior year. The portfolio was recently bolstered by the acquisition and relaunch of branded prescription topical creams for acne and rosacea.



Investment case:


Bull Case:

  • Margin Expansion: The shift toward branded products (84% of net sales in 1H FY26) is driving significant gross margin improvements.
  • Scalable Infrastructure: The DistributeRx platform and the expansion of Adelaide Apothecary create a durable asset that lowers patient acquisition costs and increases "fill rates".
  • Strong Cash Generation: Adjusted operating cash flow from continuing operations was up 90% in 3Q FY26, providing flexibility for future share buy-backs or synergistic acquisitions.
  • Favourable Macro Trends: The aging US population and government initiatives to increase access to women’s health services provide a strong tailwind.
  • Although the Australian market only accounts for 10% of overall revenue, the recent inclusion into the PBS offers an avenue for increased growth.
  • Cosette appeal fails.


Bear Case:

  • Legal Overhang: The Court of Appeal hearing for Mayne v Cosette is set for June 2026, and the outcome remains uncertain.
  • Litigation Risks: The company is defending several significant legal matters, including industry-wide drug pricing litigation and a dispute with TherapeuticsMD (TXMD).
  • Market Competition: The pharmaceutical industry is highly competitive, and the portfolio is exposed to risks such as loss of exclusivity and generic competition for legacy products.
  • Cosette appeal is successful.


Summary;

My take is 70/30 in favour of the Bull case.

I'm hedging my bets on the court rejecting Cosette's appeal and upholding the original ruling in Mayne's favour for a number of reasons.

*Note: I have no legal education or experience this is just my opinion from things I have read while undertaking this research.

If Cosette's appeal is successful it would effectively overturn the prior ruling by the Supreme Court of New South Wales, setting precedents that I think the courts would rather avoid. In October 2025, Justice Black determined that Cosette Pharmaceuticals had not validly terminated the (SID) and dismissed their cross-claim against Mayne Pharma. The fact that Mayne Pharma has already secured a primary judgment suggests a strong legal position. Furthermore, Mayne has filed a "Notice of Contention," seeking to affirm the original decision on even broader grounds than those relied upon by the first judge

A failed appeal by Cosette, will uphold the ruling that Cosette did not validly terminate the SID, confirming that the contract remains legally binding and that Cosette's cross-claim against Mayne Pharma was properly dismissed. The original intent of Mayne’s legal action was to enforce the SID, which required Cosette to acquire 100% of Mayne Pharma’s shares for A$7.40 per share in cash. If the Scheme is successfully implemented following a failed appeal, shareholders would receive the originally agreed consideration, which represented a ~50% premium to the 90-day volume-weighted average price at the time of the 2025 announcement. Holders of Mayne Pharma’s convertible notes would also divest their notes to Cosette for a value equivalent to what they would have received if they had converted and been acquired at the Scheme price

February this year Mayne commenced separate proceedings against Cosette, its parent companies, and its private equity backers (Avista Capital Partners) seeking substantial damages. These damages are being sought on behalf of both Mayne and its shareholders for breach of the SID and for inducing that breach. A failed appeal by Cosette would establish a definitive legal precedent that a breach occurred, significantly strengthening Mayne's position in this multi-front damages litigation.

The Supreme Court has already ordered Cosette to pay Mayne Pharma’s legal costs for the initial proceedings. If the appeal fails, Mayne would likely be entitled to recover further costs associated with the appeal. As of early 2026, Mayne was seeking an order for security for costs from Cosette to ensure these funds are available. The quantum of these costs had not been recognized in financial reports as of February 2026, meaning any recovery would represent a future cash inflow.


For investors with a high-risk tolerance, Mayne offers growth potential through its disintermediation model and strengthening branded portfolio. However, the June 2026 court appeal with Cosette and ongoing litigation represent significant variables that could impact shareholder value in the near term. Current performance suggests a company that has successfully modernised its operations, but the ultimate investment return may depend as much on courtroom outcomes as it does on pharmacy prescription volumes.


Disc: adding a small position irl & sm.


Unsophisticated
Added a month ago

This win provides a positive cash boost that wasn't accounted for in the company's projections. Fingers crossed the other proceedings on 2/3 June follow the same positive trend.

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Bear77
Added a month ago

I used to work for Mayne Pharma briefly @Lisa_Llama a couple of decades ago (around 27 or 28 years ago) when they were called FH Faulding & Co, well I worked for them for almost 7 years, but only briefly once Mayne took over Faulding. FH Faulding manufactured dermaceuticals, neutraceuticals and pharmaceuticals including prescription meds - like slow release morphine [Kapanol] and a few different antibotics [inc. Erythromycin - Eryc® - and Doryx® - a delayed-release/modified-release doxycycline capsule] in the Adelaide suburb of Salisbury - Mayne Pharma are still on the same site on Main North Rd today, just north east of Parafield airport.

Faulding were good to work for, gave us $1,000 worth of company shares every Christmas as a bonus, and put on a decent Christmas food-and-drinks event each year. When Mayne, who were a trucking and logistics company at the time, acquired Faulding, they cancelled the Christmas events, cancelled the share plan, had no bonus system and therefore removed that alignment between the workforce and the management / shareholders. They also decided to sell off their neutriceuticals (which was mainly the Cenovis brand of vitamins and mineral supplements, a competitor to Blackmores but using plastic bottles instead of the glass ones that Blackmores use) and their dermaceuticals businesses, and derma (sunscreens, barrier creams, lotions, shampoos and conditioners, etc.) was the division I worked in, so I managed to jag a redundancy package and then did a variety of other work before landing at Coca Cola where I stayed for almost 12 years until they closed down my can line and shortly after that the whole factory - so Coke no longer manufacture in Adelaide. It was part of a plan by the new CEO/MD Alison Watkins who took over the top job at Coke immediately after her previous company, Australia's Graincorp was about to be taken over by North American giant, ADM (Archer Daniels Midland), but the federal treasurer at the time (Joe Hockey) blocked the takeover on "National Interest" grounds.

Watkins immediately quit Graincorp and took over as MD at Coke (ticker code was CCL back then and was known as Cocoa-Cola Amatil) and started unwinding most of what the prior MD had put in place in terms of decentralised manufacturing. She closed down all of CCL's most expensive sites - and Thebarton in Adelaide was probably THE most expensive site due to high energy and water charges (with bugger-all sweetheart deals with the state government like some other interstate sites had) plus being forced to use inferior Visy packaging and doing much smaller runs of pre-mixed alcoholic beverages - we were the only site in Australia producing those pre-mix products at that time - and Watkins got a large European bottling company, Coca-Cola Europacific Partners (CCEP), that had the licence for a fair wack of Europe from TCCC (The Coca-Cola Company of Atlanta, Georgia, USA) to acquire Coca-Cola Amatil (CCL) [which the TCCC also happened to be a reasonably large shareholder of - that's how they exert influence and maintain quality and some accountability - by only granting bottling licences to companies that will allow them to hold decent shareholdings in them, usually around 25 to 40%].

As the largest shareholder in CCL, the TCCC weren't overly keen on Watkins's predecessor at CCL (Terry Davis, who was ex-Fosters) taking CCL into pre-mixed alcoholic beverage which included the Australian bottling of all Jim Beam and Canadian Club pre-mixed cans and bottles (under licence from their USA owners). Long story short, she was brought in to gut the place and make it more palatable as an acquisition by somebody bigger where TCCC had even more control, and it worked.

After my redundancy from Coke, I took 2 years off, living off that redundancy payment, then ended up working for Obela Dips and Spreads, mostly making hommus, and after 6 years of that I retired due to advanced OA (osteo-arthritis), and now I invest for a living.

Mayne Pharma were interested only in the high margin "ethicals" side of Faulding; In pharmaceuticals and pharmaceutical distribution (like picking orders for pharmacies, which I did at API for a while) the term "ethicals" referers to controlled drugs/meds that require a prescription, and has nothing to do with ethics. Mayne rapidly expanded into generic drugs as those drugs came off patent protection, because they already had the manufacturing capability to produce them and package them (which all came with Faulding).

That seemed to work for them for a while, but I followed them (NOT as a shareholder) and it looked like a real rollercoaster ride for their shareholders, so I wasn't convinced that they always made the smartest decision strategically. They appeared to be chasing short-term gains with not a huge amount of long term strategy, or perhaps they simply lacked the competency in terms of capable strategic thinkers who understood the markets well enough globally. A lot of people left Mayne Pharma in the first year after they took over Faulding.

What I learned from that saga was that employee engagement and alignment is really important in terms of both retaining the people you need for the company to be successful, and also to get the best results and outcomes out of the workforce that you have. And that's NOT just about what you pay those people. People also need to feel valued and that the company occasionally does things that they do not HAVE to do, but they do anyway to thank employees for their dedication and hard work. This fosters a "we" culture instead of an "us and them" culture and results in more innovation and smart working which achieves superior outcomes.

The company culture at Mayne Pharma was crap when I left, but had been reasonably good back when it was FH Faulding. You can't compare the two easily in terms of business outcomes even though they were both ASX-listed (Faulding used the ticker code FHF back in the day), and that's because they were very different businesses: Mayne Pharma sold off the majority of the business after they acquired it including all of the contract manufacturing that Faulding were doing for companies like Schwarzkopf and with that went some of FH Faulding's most iconic brands like Epsom Salts, Magnoplasm, Solyptol, Betadine and their sunscreen range which included the Banana Boat brand. Some of those, such as Betadine and Banana Boat are still manufactured today, but not by them (or Mayne Pharma). So Mayne Pharma were purely a pharmaceutical (pharma) company within 2 years of taking over FH Faulding, and FH Faulding had been much more than that.

Might have been a decent strategy in business terms for a period of time, but throwing everything at pharma generics manufacturing for markets where they lacked competitive advantages didn't look like a great long term strategy to me. Diversification of revenue would have come in very handy at times in the Mayne Pharma journey, but they didn't always have that.

I gave FH Faulding an 8 out of 10 for employee engagement and alignment, and Coca-Cola a 9 out of 10 (Coke had very generous benefits on top of very good wages), Obela a 5 out of 10, and Mayne Pharma a 1 out of 10. The most obvious example of why I score Mayne Pharma so low is that they felt no need to continue the tradition of a paid day off for a Christmas Party every year where all costs were paid for by the company and everybody was given a present such as an esky full of goodies. They didn't just pare it down, they simply cancelled it completely. No return on investment there apparently. And giving employees some shares made no sense to them either. And people found better jobs elsewhere and left.

Anyway, as I say, that was over 20 years ago, and much water has flowed under many bridges since then, so maybe they're a completely different company now. But if nothing else, they showed me what short-sighted management can achieve in terms of destroying a positive company culture just because their focus was solely on short term bottom line profits.

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Unsophisticated
Added 4 weeks ago

@Bear77 thanks for sharing your journey & perspective from the inside. I agree that employee culture is extremely important to the overall health of a company. Its something I strive to achieve myself & is a core consideration in any decisions I make in my own organisations.

As a Northern Adelaid'ian myself, I drive past Mayne regularly & do remember when it was Faulding. I have a friend that works there now, in cyber devision. We make it a habit to not talk business, but from the little he has mentioned about work, I haven't picked up on any negative vibes from his perspective as an employee.

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edgescape
Added 4 weeks ago

Still remember looking at buying Faulding shares when they were still listed as I remember using Betadine. Wish I got to them before being taken over.

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