From Startup to Scale: What It Really Takes
We like to talk about growth as if it were a line chart—up and to the right. But in the world of early-stage CPG, that’s not how it works. Growth is lumpy. It’s non-linear. And more often than not, it feels like a damn spiral. That’s because real growth doesn’t just happen at the business level—it happens at the founder level first.
Here’s the truth: the business can only scale to the level the founder can lead it. That’s not a platitude. It’s a wake-up call.
CPG is Different—And Less Forgiving
What makes this journey uniquely hard?
- Unforgiving unit economics with little room for error
- Capital constraints layered with retail demands that chew up margin
- Long feedback loops that slow down learning and burn through cash
- Founders wearing every hat, from sales to supply chain
And that’s just Tuesday.
The failure rate tells the story. More than 70% of early-stage CPG brands fail to survive past their second year. Nearly 90% are gone by year five. And often, it’s not because the product sucked or the idea wasn’t viable. It’s because the systems weren’t there. The founder couldn’t evolve fast enough to keep pace with what the business needed.
Designing the Founder Operating System
Resilient founders don’t just grind harder—they design better. They shift from reacting to architecting. From chasing to choosing. That begins with:
- Clarity of purpose and strategic direction
- Ownership of time and priorities
- Disciplined decision-making frameworks
This is the founder operating system—built intentionally, not reactively. It’s where they stop equating activity with progress and start building in rhythm, reflection, and rigor.
Get the Fundamentals Right—First
Before any founder thinks about scaling, they’ve got to get their house in order. That means:
- Gross margins north of 40%
- Contribution margins above 25%
- Velocity at 1.5–2x the category average
- Capital efficiency of 2–3x revenue per dollar raised
Beware, premature scale kills more brands than slow growth ever did.
Focus is a Superpower
The shiny object has tempted every founder. The sexy new channel. The next launch. However, those who build lasting brands learn how to say no. They build decision filters. They stay ruthless about where their time, energy, and capital go.
They’re not trying to do everything. They’re trying to do the few right things, really well.
Team and Energy Are Multipliers
Energy is the founder’s most finite asset—and their most strategic one. When it’s drained, they miss things. When it’s protected, they lead with clarity.
And once they’re not the only ones rowing, the health of their team systems becomes the engine for growth. That means clear roles, aligned values, and rhythms of communication that don’t rely on them being in the weeds.
Identity Before Strategy
Scaling a business requires the founder to scale themselves. That’s not just about learning new skills. It’s about letting go of the old identity that got them this far.
- From “I have to do everything”…
- To “I choose how to spend my time”…
- To “I build capacity in others.”
It’s uncomfortable. But it’s necessary because the business won’t outgrow the person leading it.
Resilience = Optionality
When resilience is built into a business’s DNA, it earns the freedom to choose. Raise capital or don’t. Exit or keep going. Pivot or double down.
Resilient brands—like the tardigrade that inspired our model—don’t just survive the extremes. They adapt, regenerate, and grow stronger because of them.
That’s what we’re building here. Not just brands that scale. But founders who evolve. Businesses that last. Real progress. Meaningful work.
If that’s the path you’re on, I’d love to walk alongside you.
