When Canopy Growth (TSX: WEED; NASDAQ: CGC) appointed Luke Mongo as CEO, the company was widely seen as a cautionary tale for Canada’s cannabis sector; Today, history is changing. While the company is far from declaring victory, the past 12 months show a measurable turnaround based on cost discipline, strategic restructuring and a renewed focus on profitable markets. And for investors watching the industry’s reinvention, especially as U.S. carriers prepare to float on major exchanges, Canopy’s progress could come at the right time.
A company in trouble. the starting point of the turn
When Mongeau took over, Canopy was saddled with heavy debt, inconsistent performance and a business model spread across too many geographies and product lines. The company’s balance sheet told the story clearly. a year ago, Canopy had C$172.6 million in net debt.
Operationally, the company was losing ground in both domestic and international markets, and investor confidence had weakened after years of restructuring cycles that failed to deliver sustainable results.
Reset year. cost reduction, recapitalization and strategic focus
Monjo’s first year was defined by what he repeatedly referred to as a “reset.” That reset included:
• Strategic recapitalization completed in January 2026, extending debt maturities to 2031 and improving liquidity.
• A move toward a leaner cost structure with CG reductions and operational simplification between development, distribution and corporate functions.
• Deliberate reallocation of resources to medical cannabis and Europe, where margins and long-term growth potential are stronger.
As of the end of fiscal year 2026, Canopy reported a net cash position of C$131.3 million, a sharp decline from the previous year’s debt load. The company didn’t just stabilize its balance sheet, it fundamentally changed it.
Profit momentum. Revenue growth in key segments
Canopy’s latest earnings highlight operational improvements. in 2026 in the fourth quarter, the company reported.
• Net income was C$71.2 million, up 10% year over year.
• Cannabis net revenue was C$54.5 million, up 20% year over year.
• Canadian medical cannabis revenue is C$25.3 million, up 27% year over year.
• International cannabis revenue was C$8.6 million, up 68% year over year, driven by growth in Poland and Germany.
Full year results reinforce the trend.
• 20% increase in cannabis for adults in Canada and
• 18% growth in Canadian medical cannabis for fiscal year 2026.
Those are significant numbers for a company that had spent years contracting rather than expanding.
MTL cannabis acquisition. strategic anchor
A key pillar of the turnaround is the acquisition of MTL Cannabis, which Canopy completed during FY2026. Transaction:
• Ranked Canopy the leading medical cannabis company in Canada by revenue.
• Delivered C$6 million of the targeted C$10 million in annualized cost synergies within months.
• Added cultivation expertise that will improve flower quality across the portfolio.
MTL also strengthens Canopy’s European ambitions, as the company is already leveraging its distribution network to expand MTL’s reach into Germany.
Dilution, ATMs and cost of balance repairs
A balanced assessment of Canopy’s turnaround must recognize the tools used to achieve it. To reduce debt and improve liquidity, the company relied on equity market (ATM) programs and dilutive capital increases. These measures were not popular with shareholders, but they are central to the company’s ability to:
• Retire or restructure debt
• Extend repayment terms
• Strengthen cash reserves
• Fund operational improvements and acquisitions
In other words, dilution was part of the cost of stabilizing the business. The key question now is whether operating profit and improved financial fundamentals ultimately justify the equity expansion. At this point, the company has bought itself time and flexibility to execute its strategy.
International strategy. Europe as a long-term prize
Monjo is clear. Europe represents a “huge long-term opportunity”.
The company’s international revenue growth of 68% year over year in the fourth quarter supports that thesis. Germany’s evolving medical framework, Poland’s expanding patient base and broader EU regulatory momentum all provide a favorable backdrop. Canopy’s strategy is to lead with medical cannabis, where it already has a strong foothold, and expand into adult-use markets as the legalization process progresses.
The US context. revival of the sector and new competition
While Canopy’s US assets are structurally separated under Canopy USA, the broader US cannabis landscape is changing rapidly. Federal rescheduling efforts, state-level expansion and, crucially, the expected promotions of major US MSOs on senior exchanges are drawing investor attention back to the sector.
This creates both an opportunity and a risk for Canadian LPs;
• Opportunity as renewed investor interest boosts the entire cannabis category.
• Risk, as US operators with stronger balance sheets and larger markets may soon compete for institutional capital that once flowed primarily to Canadian names.
That’s why Canopy’s turnaround is now more important than ever. A year ago, the company would have struggled to compete for investor opinion. Today, with a repaired balance sheet, improving margins and a clear international strategy, Canopy is at least positioned to be part of the conversation again.
The first way. EBITDA Goals and Performance Risk
Management has set a positive adjusted EBITDA target for fiscal 2027, citing improved growth practices and continued revenue growth.
But performance risk remains. The company is still struggling.
• Competitive Canadian market with constant price pressure
• Integration challenges as MTL Cannabis is fully absorbed
• The need to maintain financial discipline after years of restructuring
However, the past 12 months show that Monjo’s team can deliver. The twist isn’t cosmetic, it’s structural.
Conclusion: A restructured company with more work ahead
Canopy Growth is not the same company it was a year ago. The debt burden has been reduced, income trends have improved, and international markets are gaining momentum. Focused, disciplined and realistic, the company’s strategy better reflects the current dynamics of the global cannabis landscape.
The question for investors, analysts and industry watchers is no longer whether Canopy can sustain itself. It’s whether the company can build on this early progress and sustain it through the next phase of industry competition and regulatory change.
After Mongeau’s first year in charge, the foundation is more solid, but the real test is yet to come.