Hey folks, it's Ray with Taste Radio right now. I am supremely honored to be sitting down with Doss Cunningham, who is the founder and CEO of Nutrabolt. Doss. It's great to see you again. Great to see you, Ray. Glad to be here. Yeah. It's been seven years since we last sat down for Taste Radio in 2019. You and I were having a wonderful conversation with the chaos of BevNET Live Summer 2019 in New York City.
And, i'm glad I said before we hopped on the mics here. We have a little bit more of a calm, neutral time and place to discuss everything that's been going on with the company because New York City, as fun as it is, and BevNET Live as amazing as it is is a scene for sure. It was a lifetime ago, but I remember it being pretty chaotic.
So happy to be back here today and look forward to the conversation. Yeah let's talk about that conversation, or at least revisit that conversation real quick. When we think about. Where the company was and where you were personally, what's changed and what do you feel like has changed the most in particular and what do you think has stayed the same about Nutrabolt and C four?
So in 2019, we were a, an aspiring beverage company, we were really only in our first full year, so we launched the C four Carbonated Energy drink in March of 2018. And, summer of 2019 when we met, we were really still just putting together our patchwork DSD network, starting to make, a little more inroads with, some of the key national accounts.
But we were, for all intents and purposes in our infancy stage. Fast forward seven years, C four has become one of the leading brands within kind of the contemporary performance space. Amassing more than 3% share. And, continuing to grow. We've also added Bloom to the mix, so I'm sure we'll talk more about that later.
But, Bloom represents a great opportunity for us to reach. Completely different consumer segment ad usage occasions. And, combined we're now, a five share and, Bloom is having meteroric growth and really complimentary to the portfolio. But everything happened between, 2019 and now to get to this point.
It's been a lot, a, we went through the pandemic, right? That was a pretty big. A big challenge for Nutrabolt. I think we handled it really well, it was a little bit of a curve ball if you wanna say that. We scaled up our team, we've really transformed it into a beverage company.
At that time we were more of a sports nutrition supplement business that wanted to be in the beverage space. We had a great ambition to, really move our performance supplements. Products that we were really proud of into a more convenient, ready to drink format and really drive availability through a much broader distribution set of channels.
And to do that we had to add a lot of really talented people to the team. We evolved our distribution network, partnering with Cure Dr. Pepper in the end of 2022. We've just continued to innovate. Innovation's been, a huge part of our success, whether it be expanding on the C four performance skew, or adding C four Ultimate, or the innovation with Boom.
We brought that to market in July of 2024. First full year of distribution was 2025, and it will undoubtedly be, probably the fastest growing brand, in the category this year and maybe reaching as much as half a billion, in, in sales in the 19 distant future. So a lot's happened.
You asked about the through line, like what's been the same. It goes back to, the very beginning. This is a company that really never. Is satisfied with where it's at. We continue to try and evolve. A lot of that happens through innovation. A lot of that happens through continuing to recruit and develop the best talent, talents, everything to us.
And then just the commercial execution, building capabilities that allow us to go out there and compete with brands that are much, much bigger, that are way more resourced and win. And we've been through a lot resiliency, unrelenting ambition, and continuing to do things the right way.
I'm very proud of how we do business. I think we've got a lot of integrity here at Nutrabolt and that keeps people wanting to be here, keeps people around. When did you realize to us that you weren't just building a nutrition supplement, energy drink company, but. At the point where C four had become a cultural brand that was competing with legacy giants like a Red Bull, like a monster, probably around 2022.
We were really starting to make our way in just about every major national retailer. Our velocity was great merchants that, I sat across the desk from, loved what we were doing. We had great repeat rates, we were seeing our brand be picked up. But then customers coming back, again and again.
And, we really started to dive deeper into sport. We started partnering with some of the most premier athletes. I felt like that added a level of credibility. We, we also partnered with Kevin Hart, and so we really went from being a little bit more grassroots underground, which is really the supplement industry as a whole, and.
With some of these developments and just the expanded availability, our practice everywhere being represented by, some of the most inspirational and aspirational talent out there. It really just all started to snowball. And that's around the time we did the deal with Cure Dr. Pepper. And we were sought after brand.
There were a lot of strategics that were interested in what we were doing. And, we real market share. It's hard to get a point of market share in the energy drink category, and at this point in time, you know that whole portfolio we have about 5%. So yeah, I think probably in the 20 22, 20 23 timeframe.
I often speak to early stage founders and quite a few who are in the energy space, and most of them know it's going to be a tough road. Most of them know that it requires a ton of money. It requires a ton of grit. It requires a lot of luck to make it in energy, but I think it also takes strategic know-how and it takes an understanding of how to use your money wisely and being efficient with your capital.
We talked about this in 2019 and I wanna revisit it Nutrabolt for a long time. Was a bootstrap company and you didn't take a lot of outside, you didn't take venture capital or strategic capital for a long time. How did you do that? I think, for lack of a better question, there are so many folks out there right now that when I speak with them, the first question outta their mouth is, do you know any investors?
Do you know anyone that I can raise capital from? And they never ask, what's the best way to bootstrap a company? So how did you do it? It's a great question and I, as an investor I also see a lot of the companies that, it's just constant, raise money, spend money, go back, raise more money.
And unfortunately, it works out every once in a while, but unfortunately, a lot of times, founders find themselves diluted into just a really kind of immaterial. Of ownership, in these businesses. And that's really sad for us. And it helps that I come from more of a financial background.
Educationally, I always looked at the business through the lens of what is economical, what. What are the pro categories that we should steer clear of? Because, the gross margin story only leads to one outcome, which is losing money and perpetually trying to raise money. But there's categories that we've really focused on that have been high margin categories.
That margins allowed us to reinvest and support healthy marketing budgets, health support, healthy trade, and commercial investments. And so I think. Part of it is you really need to have a business plan and strategy that brings financial reality into the mix. And then I think it comes down to discipline and it's real easy I think to get over your skis and be spending a ton of money on marketing without having.
Maybe yet even any availability, one of the biggest mistakes I've seen companies make is, they've got product in a region, or maybe they've got it sparsely throughout the United States, but not like real densely distributed, but they're going out there raising a lot of capital and trying to spend it on marketing.
And and the consumer can't find the product. That's money wasted. And so I've had a lot of great mentors, along the way that have taught me lessons around. How to think about scaling up marketing. When's the right time, when we should focus on, driving volume through more commercial activities versus brand building.
And so that also went itself to I think, us being a lot more capital efficient. Our mindset here has always been lean and mean and, do more with less innovate into high margin categories. Partner as closely as we can. With the right retailers that will, have your back and not take advantage of you.
I think one of the challenges that a lot of upstart companies face today is they get in with the wrong retailer. They get pay on skin or 60 day type payment terms. They're upside down, with respect to their operating cash flow or their working capitals. All of a sudden, something that they're unable to fund without raising more capital.
So I do think there's a playbook. I'd say it comes down to being really thoughtful about your strategy and being very sequenced if you want that organic growth story. Now, all that being said, there was a point in time where we did have to raise money, and that was not that long ago, but, call it 2020, I think it was sometime early 2020 that, we had recently done a debt recapitalization where we bought out.
The private equity partners that had invested in our company six years prior, and so they had invested in 2014. And in 2020 we put some leverage on the business, did a debt recap, bought out their equity stake, and we really returned the business to me and my partner and to our employees, and we were excited about the beverage opportunity.
We thought this could create the most shareholder value and we willing to take the risks because we really believed in the core business. But at the same time, we were trying to build a beverage business, which we were new to, and it was very expensive. And regardless of the fact that I believe that gross margin is everything, when we started in the beverage space, we were super inefficient.
We had shrink sleep cans. Our gross margin was much, much weaker, and that started to actually put a lot of pressure on the business, and then the pandemic happened. The pandemic took us from okay, we're threading the needle. We're operating very effectively, but like we're getting a little bit, on edge here.
Pandemic happens. And it was very clear to me I needed to go put a little bit of equity capital in, buy down some leverage, get more comfortable. And we were fortunate to partner with a group here in Austin led by Clayton Christopher and Brian Goldberg. I would call it a friends and family round, but I think, quite a few people made it into this round.
We had a really good price. We didn't raise too much. I think one of the bigger challenges for a lot of founders is, knowing that just because you can doesn't mean you should. So we raised, a small amount of capital, got the predators feeling good about the business again, and then we went back, to growth mode.
Yeah, it's been great to look back and to see how efficient we've been from a capital standpoint, it's resulted in, the most important stakeholders owning, the most amount of the business. It sounds like financial discipline is the foundation for any great business, and it worked out really well for Nutrabolt and for C four in terms of the next most important part of a successful business.
Is it operations? Is it marketing? Is it sales? Where have those investments landed? Where have you been able to see the most results from those particular parts of your business? I think the most important investments are in your product innovation. I think getting that it may not be the most capital intensive, but it's the most important area to invest.
And so we've. Priorit building world class innovation and product development team. We've got a lot of capability across about every factor. I think we're really. Known in the industry for delivering just high premium quality products. Over the years, I think we've probably been best commercially, our investment in the sales organization, putting feet on the street really developing, the various groups, commercial strategy, sales enablement, just the whole commercial operations piece.
And understanding, how to get out there and really maximize, the performance of our distribution partners. That's probably where we've invested the most capital on the marketing front. For the longest time, we kinda went the pro to the talking, and yes, we invested in marketing and many different.
Facets, we really want the proc to do the talking. And we made the proc available, and that served us for a long time. But now competing with, the biggest players within the category, that wasn't enough. So I'm really proud of what we built, over the last several years with our marketing organization, our CMO Robert Sajak joined us a little over.
I guess three years ago now, and he's just built a great team, put in a lot of disciplines that you need to have to continue to grow a business and help us really understand the trade-offs between like brand marketing and building long-term equity and awareness around a brand. And then like really driving the kind of more near term activities where we get payoff and, we are out there driving customer acquisition in real time and, we move back and forth teeter-totter between, our allocations across those buckets.
Right now I think our push is really a lot more top of funnel. Trying to create broader awareness, expanding the relevance and awareness of our brands. And I think that's where we're at today. When you talk about innovation Doss, what particular part of innovation has been most impactful?
Is it flavor development, functional ingredients? Is it packaging? It's hard for me to prioritize. Any of those areas over another it really comes down to doing all three of those things well, and I would even add a fourth, which is the total value proposition, has to be something that the consumer really believes in.
And packaging I think is something that set us apart from the beginning. We were the first to use like. Aircraft aluminum canisters In our supplement business, we were the first to bring tactile feel with carbon fiber and doming and, different varnishes that really made our product pop off the shelf.
We were the first to bring Chrome finishes into the tubs, to, C four debuted in, and, almost 15 years ago now. But flavor is also really important. And it's tough because I think. A lot of companies have caught up around flavor, and so trying to get to just absolute excellence on every flavor that you set out to make.
But then probably more importantly, the creativity, like bringing new things to market. Like we brought serial killer to market this last year. It's blown my mind. I actually probably was joking with the team the other day. I would've taken the ender on how successful serial killer would be.
I thought was cool. But that was, maybe gonna be a little bit more of a flash in the pan. And everybody loves it. Everybody wants it. The team did a really good job with that. Or more recently we launched mango Fuego, which is just killer flavor. But yeah, coming up with the next ideas, we've got some really exciting stuff ahead of us in 2026, which I can't really talk about today, but flavor creativity, flavor execution.
And then look, at the end of the day, the consumer's buying the product because they're looking for a benefit. And you know what I think we've done really is we've understood the consumer's needs, what needs states are they trying to meet, which needs states are maybe not being met by the competitive set.
And then building product that really finds that white space and hones in on it. And so c Four's Heritage has been building performance products that are really designed to help people perform at their very best, maximize their human potential. On and off the field, or in or out of the gym.
We can't lose sight of the importance of functionality and, that's, I think we do as good as anyone, if not better. I'm glad you brought that up 'cause that was my next question. Specific to Gen Z consumers who are as influential as any generation at this point and have had a big impact on food and beverage trends and health and wellness trends in ccp g, what specifically are Gen Z consumers looking for out of energy brands that they may not necessarily find in the legacy ones out there?
If they're looking for products that they believe are. Inherently healthy that fit their lifestyle. I think, gen Z in particular, they've, fitness isn't some niche hobby or wellness. It's, really an important part of the way they live their life. And so first, brands that are.
Gonna deliver some sort of health benefit, but also, they view as being part of a healthy lifestyle. I think that's a critical component. I think Gen Z also, the way they discover products and the way that they first engage with brands is also very different. For example, right now, TikTok Shop is incredible customer acquisition channel.
We see. A lot happening there. Something that we're really excited about because we're reaching, people are spending, young people are spending so much time on TikTok, we're now able to go out there and acquire those consumers pretty seamlessly. Knowing where they're at, knowing where they're shopping, and then like their attitudes and, just preferences all around, I think are a little bit different from prior generations.
Brands that, have tied in, have a little bit more of a social. Associated with them. I think that's important. And then brands that just continue to bring newness, right? Like people like to try new. And so it goes back to innovation, continuing to bring new flavors, cool collaborations.
Collaborations have been huge in the industry, whether that's a collaboration with a flavor house or it's a collaboration, or partnership with a major organization. Or even something much more niche and small. Those bring in a lot of excitement. Glad to hear that TikTok shop's working out for you, and it's certainly top of mind for a lot of brands right now.
Content or at least content that's not necessarily as authentic or compelling as it needs to be on TikTok is often expensive and it's often. Brands looking to drive new awareness sales on TikTok, how do you keep your content authentic and compelling to the point where you are attracting new consumers and thriving sales?
A couple years back we built a content creator program where we've got full-time staff here. Going out there, scouting, recruiting, bringing in content creators. It's a very much similar to the way we started our business as a sales organization. It's a performance program. People are acquired for, call it one to three pieces of content.
If their content performs, we'll sign 'em up for longer term contracts. If it doesn't, then they're cut. And we have been able to drive incredible reach at a very low cost. It's our job to go out there and recruit the type of content creators that we think are gonna bring. The most relevance and authenticity to the brands that they're supporting.
But whether you're talking about Bloom or you're talking about C four, this universe of content creators and less so about how big is a following, I think. Go back just a few years and it's all about Instagram and who had the biggest following and trying to build a, whether it was a MicroStrategy or a macro strategy like, you were paying for following today.
Some of the most successful content creators don't even have a following or that they're just discovering that they're really good at this. And so we get in at, ground zero, find people that are trying to develop their content, creating capability. We partner with them. And then you know that on the other side produces really good economics for us as far as what we spend and what we get from that.
It sounds so simple, but it's so brilliant. I don't know why people don't talk enough about, Hey, if it works great, we'll keep you on. If it doesn't, sorry, we'll find someone else. I know that's harsh to say, but I think that's essentially what you're saying. Yeah, you juxtapose that to signing up a, a tier one athlete or something.
Sure. Even like a middle level influencer, you're signing up contract, there's like this relationship, it's exclusive. What we do today. It's very flexible and it gives us a lot of flexibility. It gives the content creator, some flexibility. And I'm not saying that like the old world of, big influencers and big talent is not relevant 'cause we still deploy that as a core part of our strategy.
But there is a way to really get a lot for your dollar, building it yourself. Do you feel like the content that's hitting is more fitness oriented lifestyle or something else? For us, it's probably historically been more. Fitness and performance oriented. Over the last year we've really, we've reimagined what the word performance means.
So when we think about C four, a lot of people think, oh, it's a pre-workout brand. It's, in the gym or it's, sports and our view and this is something I'm really proud of, our team, for developing this campaign. Our view is that everyone is an athlete and we should be talking to the people that are the most inspirational in this country.
The what we've called the industrial athlete, whether it be the last mile Amazon driver or people hauling, loads across the country and 18 wheelers, construction workers, nurses. Public service, fire department, police officers, et cetera. There are so many people that are out there that are working hard jobs, physically demanding jobs that are shopping the category already.
They're shopping energy. They're walking into the C store at, seven in the morning buying a energy drink and a Gatorade and going about their day, and they live on the road. I believe and our team believes that, these are athletes too, and they're the athletes that serve our country. And I think it's really just a great opportunity for us to really broaden the reach and the relevance of the C four brand by thinking about performance and athletes from more of that viewpoint.
I love that. It definitely gives you perspective on who out there needs. To perform at their highest level and gives the context of what you're doing, whether you know it or not, is exercise. And you are busy and you're running around and you're doing all these different things and in some cases very important things.
And I think it gives consumers permission to not only embrace your product, but use it on a regular basis as opposed to other beverages or other beverages in different categories. I think people might have overlooked energy. As a way to improve their general performance, but I think that strategy and perspective, as you mentioned, broadens the opportunity for more consumers to embrace energy in particular.
Absolutely. Yeah. You mentioned Bloom a number of times. Let's talk about that. It is a brand that has just really turned a lot of heads and done amazing things in a very small amount of time. When did you start to notice that Bloom was a real player? And that Nutrabolt should get involved as an investor in the company.
I first took notice of Bloom early 2023 and I sat down with Mario and Greg and Leo in, I believe, March of that year. We met in Austin. We had a great initial conversation. I had a vision for maybe what a partnership could look like. I think they had a vision for maybe what, a partnership could look like.
And they were out thinking about what they wanted to do and who they should maybe take capital from. And so we spent a lot of time, I think, late spring through summer, we met a couple times in different locations really talking about, okay, great, you've got a supplement brand that's on fire.
You're selling greens, which is relatively new category. AG G one was doing well at the time as well, but this is really like the leader by far, within the retail space selling superfood and greens. What I really liked is I felt like it checked so many boxes for us that were like net incremental, and so they were speaking to the female shopper, which, we have female consumers in our legacy portfolio, but.
Way underrepresented. They were speaking to the female shopper almost exclusively. They were speaking to a Gen Z consumer where we were, a little bit more millennial. And I think that represented an opportunity to really, I think, learn a lot. I really liked their marketing approach.
I thought they were really savvy, like digital marketers, content marketers. They understood how to really drive a customer all the way through the funnel very efficiently, and they were new to retail and so like retail is our bread and butter. They were more digital. We thought, okay, we can help you guys with really expanding your retail strategy, making sure that you know you do it in the right sequence.
You know that you don't get too over your skis too fast. But maybe the most important point was we thought that the brand was strong enough that we could move it into a beverage platform. And they did some really great research as we were, doing our diligence on their consumer. And they went out and they surveyed, Celsius consumers that were.
Also shoppers of their greens business. They went out and surveyed Poppy lollipop consumers that were also customers of their greens business, and they asked a few really important questions, which was, would you be willing to try a Bloom product? If it was in the energy category, would you be willing to try a Bloom product if it was in, the better for you soda category?
And the answer was like, overwhelmingly positive. It made us feel like, you know what? The Bloom Greens consumer is so loyal to Bloom. They're only buying these other brands because that's what's available. But if Bloom had that product, they would make that switch. And coming out of some of that research and just the overall momentum we felt.
There's a deal to be done here. We made an investment. So now fast forward to January, 2024. We make an investment, a minority investment. We immediately get to work on building the beverage platform, which Nutrabolt has operated since day one. We partnered very closely with them. The boom team has remained independent on the marketing, and really the proc strategy front.
But yeah we started getting that out into distribution, started with Target. Had great success. We launched in July, so six month turnaround from like we're doing the deal, we're investing to launching a product target in the beverage category. It became one of the fastest selling energy drinks of all time.
Really equipping a lot of the early metrics from some of the more known brands that are really in this segment, whether it be Hanni or Celsius and. That in itself gave us a ton of confidence to make another investment, so we got to watch the brand, we got to test our thesis that this brand can cross over into beverage.
And as we saw the data points, and then as we rolled out in January, 2025 into the DSD network and started really seeing success beyond Target, we knew that this is gonna be a home run acquisition for us. This is gonna be, an opportunity for us to continue to partner with them long term.
Bring this into the Neutral Bowl portfolio and be a core part of our growth story. And so that's really how it all came to be. And what's transpired, over the last two, two and a half years now, it sounds like you really respected what Greg and Mari had built and their thoughtfulness in how they understood their customers and how they acquired new ones.
But what about them themselves? Was there something about. That really made you believe that they could help you build Bloom into a billion dollar brand? Yeah, absolutely. I think, I'll start with Mari, she had so much passion and love for the space and there's just this level of authenticity.
She had her story that it really held up right? You can tell when someone's faking it. Mari was the real deal. And she was committed to building this brand for other people so she could help them too. And it took a lot from that. I felt okay. There's an authenticity here that is gonna really propel whatever they do, for a very long time.
And then with Greg, I haven't met too many people with his level of ambition and his instincts. I have been really impressive. I think he is. He's smart intellectually, but he is also got some good like street smarts. And I think the way that has shown up is, he's been able to get deals over the line that he probably shouldn't have been able to get done.
In the early days. Today everybody wants a piece of Bloom, but he knew that he needed to bring really great talent in around him. He is, brought in a childhood friend Leo, who you know really is. Super sharp, really does a lot of the operational work really strong in his kind of performance marketing skillset.
And they've been a really strong kind of operating team between, Mari, Greg and Leo. And then, they brought in a lot of other talent too, on the creative side. On the commercial strategy side. Supply chain. I give a lot of credit to Greg for knowing he needed to hire really well and, putting his A players around him.
I think a lot of people get that wrong and believing in his dream and not taking no for an answer. It's the entrepreneurial DNA that I saw in him. Yes, superstar team and partnership, and we're so excited, they're still very significant owners of the of the company and, we're gonna continue to partner with them for, hopefully many years and do a lot more great work together.
In nearly every interview I've ever done with a founder, they talk about the importance of hiring great people around them. You've mentioned it a number of times. And I get calls and emails from entrepreneurs who often ask, how can I recruit a great operator by my side, a great marketer, a great salesperson.
What do you think is most effective in acquiring great talent? Is it equity? Is it salary? Is it your personal ambition? Is it your vision for a brand? Is it cultural fit? What really attracts great talent? I think they really have to believe in the story. Great talent should care most about, not the compensation necessarily, although that's critical, but the first thing they have to believe in is this business has real growth potential and I know how I can help it.
Clarity of role and how they are gonna be able to come in and make a difference. I think it's really important. For us, when we're talking about top tier talent, we've always prioritized equity and we try to make sure that we create great alignment. We're here to build a very valuable company and a very valuable portfolio of brands, and we want people who are willing to sometimes take a step back.
They might be making x what we're gonna ask you to make. X minus 20%. Your equity, if we go achieve our goals over the next three to five years is going to be potentially life changing. And so I think finding people who are willing to make that bet. In fact, I think top talent that doesn't prioritize equity and is focused on cash comp is a huge red flag for me.
Sometimes that's just people's circumstances and they're risk averse, but are the types of people that generally don't fit here. 'cause we're looking for people that are gonna put it all on the line. They're focused on the future. They're building for, for their families for the long term.
And that kind of approach has proved to be very successful for us. Doss, I've enjoyed speaking with you and I really enjoy speaking with people who are straightforward and communicate in a really straightforward way sometimes. People are thrown off by that approach, but I think being direct makes it more clear about your expectations for yourself, for your company, for those who work for you.
Has that been a key part of your leadership style? Is that something that has really worked for you? Or, I could also be just reading into things here. I think it's important to be honest and truthful. Authenticity is very easy to either. Disprove or to see, I think I've always tried to just be really honest, take ownership of things, when they're not going well.
I wanna be as transparent with my organization as possible. Sometimes there's topics that aren't necessarily full organization topics around timing and, we navigate that. But, I've, over the years. I try to develop a number of different communication outlets, town hall meetings, ask me anything type meetings where, I really, truly will answer any question that comes in if I have an answer.
If I don't have an answer, I'll find the person that has the answer. But I think to lead a company and really get buy-in, there has to be trust. And so they gotta trust that you are who you say you are, that you're gonna take ownership when things aren't going well and not, deflect that you're in it with them, fighting in the trenches.
And that your vision's credible. There's a lot of factors, that I've learned over the years, but, I love what I do. I enjoy having this opportunity to lead what is now a billion dollar plus company, with so much growth and runway in front of it. It's a lot of fun.
I can imagine It is. Especially when you're operating a company like Neutral Bowls, which is doing so well. It is been so great sitting down with you once again. Do I have a. A list of questions here that I'm gonna describe as rapid fire, and if I could ask them and have you respond to them in a quick 10 to 15 second, I guess answer that would be what I'm aiming for here.
Let's do it. You ready? Absolutely. Okay. One habit every founder should build long range goal setting. One mistake to avoid when scaling, adding complexity faster than you have capability. Most underrated growth lever in CPG, probably point of sale, marketing, building display, getting your products to really show up.
That's one of the highest return opportunities. What keeps you up at night? I've learned to control the controllables, and some of the things I can't control global wars and supply chain problems and things like that. I think it's just a really competitive space and we wanna win and it's like constantly thinking like, what's next?
How do I need to innovate? How can I better relay this message through better creative? How can I drive a more effective financial model? Just constantly thinking about positioning to win. Perfect segue to the last question. What does neutral bolt look like in 10 years? I believe this is gonna be the Proctor and Gamble of health and Wellness.
I think there's opportunities for us to continue to develop and build brands, and also opportunities for us to partner and acquire brands. I think, we've shown that a few times in our history. I think Bloom being the most recent example. But yeah, I want to be the p and g of health and Wellness.
I think we can build a very valuable company. I think it could be a public company. It could be a private company. I think we're just getting started here. Love it. Love it. Doss. Thank you. A million times over for this fantastic conversation. Anyone who listens to this, whether they're a day in or 10 years in.
To the beverage industry or food or any other consumer brand. Honestly, I think it's gonna get a lot outta this conversation. So thank you so much. Really excited for the future of Nutri Volt, and just congratulations on everything that you've built to this point. Hey, thanks Ray. It's great speaking to you again.
And maybe we won't let seven years go by before we talk. Let's not let that happen. Thank you.
