MadeGood: Salma and Nima Fotovat Lost Their First Business. They Grew Their Next One Into a Snack Giant.

What do you do when the family business you've spent decades building... gets bought out from under you? That’s what happened to Nima and Salma Fotovat. Devastated, the family rebuilt a new company from the ground up. This time they set out with a new idea: build an allergen-free, organic snack brand not just for kids, but their parents. Their new brand: MadeGood. Today, the Canadian brand’s parent company does hundreds of millions of dollars in sales. But getting there meant rebuilding from scratch, fixing 200,000 mislabeled snack bars by hand, and turning a family of co-packers into branding experts. What you'll learn: How owning manufacturing can be a competitive edgeHow they grew a national brand with almost no marketing. Why it can be a winning strategy to say "yes" before you know how Introducing new products: the tension between research and emotion The mindset that can help you rebuild after a devastating setback Timestamps: 6:05 - Growing up in Iran during wartime, and emigrating to Canada 11:55 - Their dad’s new business: “Why are North Americans not eating nougat?” 19:25 - Building the family’s first snack bar brand—and losing it overnight 34:20 - The next business: going all in on healthier school snacks 42:30 - Fixing a 200,000-bar production error with alcohol wipes 48:30 - Landing MadeGood’s first retail store 51:10 - The 100-mile radius marketing strategy 56:50 - The lure of new products: from human treats to dog treats See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Speaker names marked ? are inferred from speaking time and the show’s known hosts — they are not voice-verified.

• 0:00Guy Raz?

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• 1:27Guy Raz?

  you realize it's the reason everything after it either worked or didn't. Say you're 18 months in, business is growing, you've got expenses coming from six directions, gas for the van, office supplies, your phone bill, team lunches that are actually client meetings, and you're putting it all on whatever card you grabbed in year one. You're not thinking about it. Why would you? You've got bigger problems. But here's the thing. Path A, you keep going like that. End of the year, you're sorting through statements, trying to figure out what went where. You've left hundreds, maybe thousands on the table in rewards you never earned, money that could have gone back into the business.

• 2:07Guy Raz?

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• 3:33Guy Raz?

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• 4:24Speaker 01

  It took a lot. Like, some of the things we said yes to, I think probably retailers went to many other suppliers first, and they said no. And they're like, okay, I guess Made Good will say yes.

• 4:36Guy Raz?

  Yeah.

• 4:37Speaker 01

  We had one thing called a pizza box, where it had probably 13 different products in it. I know what a nightmare it is in manufacturing to make one SKU that has 13 different products in it. But we did it. We said yes to things, not because it was easy, but because we had to do it. It was the only way.

• 5:04Guy Raz?

  Welcome to How I Built This, a show about innovators, entrepreneurs, idealists, and the stories behind the movements they built.

• 5:15Guy Raz?

  I'm Guy Raz, and on the show today, how three siblings teamed up to create a bite-sized granola snack and grew it into Made Good, an organic brand that sold in tens of thousands of stores.

• 5:34Guy Raz?

  A lot of the founders I've had on this show started with a clear vision. They knew there was a product they wanted to create. It's just that they had no idea how to make it. Take Krishna Kallianen, the founder of Catalina Crunch. He had to figure out how to make breakfast cereal from scratch. Or Ben & Jerry. They wanted to make ice cream, but they literally had to take a correspondence course to learn how. But my guests on today's show had the opposite problem. Nima and Salma Fotovat, our brother and sister, and before they ever thought about launching their own brand, they already knew how to make snack foods. Their family business, co-founded by their dad, manufactured fruit and nut bars for other

• 6:16Guy Raz?

  companies. They were co-packers, so they understood the machinery, the supply chain, production, inventory, all of the complicated stuff that goes into making food at scale. But what they didn't have was a brand, and eventually, they decided to create one. Their first attempt was a line of fruit and nut bars that wasn't all that different from the products they were already making for other brands. It turned out to be a modest success, but for reasons we'll get into later on, launching those bars ended up with the Fotovats actually losing their share of the business in a painful split with their partner. After the dust settled, they came up with a much more focused idea.

• 6:58Guy Raz?

  Instead of trying to make just another snack bar, they asked a very practical question. How do you make a snack that parents would actually feel good about putting into their kids' lunchboxes? Something that's organic, tastes good, and is free from the allergens that so many schools worry about. So no dairy, no gluten, no nuts. That idea became Made Good. They launched in 2014 with bite-sized granola bites. Granola bars came next, then cookies, crackers, cereal, baked snacks, and a few ideas that didn't really work. But they kept iterating, kept expanding, and over time, they built one of the fastest-growing organic snack brands in North America.

• 7:42Guy Raz?

  Today, Made Good products are sold in over 40,000 stores across the US and Canada, and the company has sales in the hundreds of millions of dollars. Nima, Salma, and their sister Saba all still work together at the company in Toronto. You'll hear from Nima and Salma in this interview. Their story starts long before Made Good, of course. They grew up in Iran, where their father owned a canning business. But in 1980, after the Iranian revolution, a brutal eight-year war broke out between Iran and Iraq.

• 8:15Speaker 01

  Yeah, so I was actually born the year when the war started. And I remember the blackouts due to the war, and my dad would come out with his instruments and sing, or we would play games. So I remember it being a time of togetherness. But at the same time, I do have this one memory. There was bombings, and then we were forced to leave school early. So my grandmother came to pick me up, and we're walking home, and the bombings are happening at that time, so we can hear them on the streets. And I'm holding my grandmother's arm, and I'm saying, I'm not scared, but I don't know why my knees are shaking. So to this day, thunderstorms always remind me of the war.

• 9:00Speaker 02

  Yeah, as a kid, everything has a bit of a, you know, you don't know the depth of the problem. You're just taking it as it comes. You know, oh, we're gonna go and hide underneath the stairway because the bombing is here. It just becomes a normal part of life.

• 9:17Guy Raz?

  Did you just get a curiosity? Because, you know, there was, I mean, a time, the Iranian army, or actually, I should say, the Basij, which was the sort of the units that were working with the IRGC, they were recruiting boys, 13, 14-year-old boys, to go to the front lines. And I imagine, I mean, you were a kid, but I imagine it had to be in the back of your parents' mind that at some point, you might be recruited to go fight.

• 9:44Speaker 02

  Absolutely. They actually banned boys from leaving Iran as soon as they turned 13. So you could not leave the country. That's why we left as a family. But the month that we left was a month before my 13th birthday.

• 10:00Guy Raz?

  Wow. I mean, we probably can't delve too deep into it, but just for some context for people listening. I mean, the Iran-Iraq war, I was, I was reading about it recently, actually, in preparing for this, this conversation. And I didn't know, it was, it's still the bloodiest war between two developing countries in history. Do you remember your parents being really careful about what they said in the house, or even what they said around you, just because they were worried about, you know, I mean, you're living in essentially, you know, I guess you could say it's kind of a totalitarian society?

• 10:39Speaker 01

  I have a memory, I remember, because my parents speak English. So when they didn't want us to understand, they would turn to English. And I do remember this dichotomy, like this separateness, to your point, Guy. At home, we were able, we drank alcohol, there was music, and all these things are banned in Iran. As soon as we left the house, we had to, women, even girls my age, five, six, we had to wear headscarves and, you know, long coverings to cover our body and act in a certain way. So outside world was very different. And when I came home, it was a whole different environment.

• 11:17Guy Raz?

  Yeah, we could talk about this for hours and hours because it's just a fascinating story about what happened and just the contrast between life before and after. So your family leaves in 1988, which is actually the year that the war ends. It comes with ceasefire.

• 11:35Speaker 02

  Exactly. We sold everything. We were ready to leave and they announced the ceasefire. But we still decided to proceed and we left as planned.

• 11:46Speaker 01

  I also would like to think that one of their main motivations was their girls because women's rights were non-existent. And our grandmother is very active in women's rights. And she was also very adamant that we leave the country so that her granddaughters could also have freedom, freedom of speech, freedom of expression. So I think it was for all three of us to have that freedom, opportunity, better life.

• 12:14Guy Raz?

  So you guys get to Canada as kids. You were 13, or maybe you got 13.

• 12:20Speaker 01

  I was eight, and we have another sister.

• 12:23Guy Raz?

  Saba, right?

• 12:24Speaker 01

  Saba, yes.

• 12:25Guy Raz?

  And she was, how old was she?

• 12:26Speaker 01

  She must have been around 10.

• 12:28Guy Raz?

  Got it. Okay, so now you're in Canada. Did you speak in English?

• 12:32Speaker 02

  No.

• 12:32Speaker 01

  None.

• 12:33Guy Raz?

  None. And did they put you right into public schools?

• 12:37Speaker 02

  Yes, the next state.

• 12:39Speaker 01

  I have a very vivid memory. I remember my mom dropping me off at the door of the school. Mrs. Palmer was her name, that was my teacher. And we were at the edge of the door and I was holding on to my mom's leg and her dress and I wouldn't let go. So there was a whole half an hour back and forth. And I was like, I don't want to go. They look different than me and they don't understand me. It's very scary.

• 13:05Guy Raz?

  What do you remember, Nima?

• 13:07Speaker 02

  I remember our schools in Iran, academically, they were incredibly good. However.

• 13:14Guy Raz?

  Rigorous, yeah.

• 13:15Speaker 02

  Here, the facilities, like the gym, the instruments.

• 13:21Guy Raz?

  The computer lab.

• 13:22Speaker 02

  The computer lab, I'm like, this is like a.

• 13:26Speaker 02

  It was, the access to all of this stuff for me was incredible. And the other thing that was different was that it was coed. So you sit beside girls. I mean, who doesn't like that?

• 13:38Speaker 01

  It's so funny you say that because I have the exact adverse reaction. I was scared of boys. So the fact that we had boys in our class was a negative for me at that time.

• 13:51Guy Raz?

  I want to ask you guys about your dad for a sec. Because I know that he had a canning business back in Iran. Like he canned fruits and vegetables. And I guess that business did pretty well in Iran. And so, once your family relocated to Toronto, did he want to do that again? Or I'm assuming he wanted to start another business?

• 14:13Speaker 02

  Yes, he wanted to start a business right away. He was at a mall one day and he's walking and he runs into a high school friend. They went to high school back in Iran, like 30 years before, 20 years before that, randomly. They start talking. His friend Alan has come back recently from a visit to Iran. He went to the city of Isfahan, has an ancient recipe or an old recipe of nougat candy. He's like, oh, I have this recipe on a napkin. Let's start a business together.

• 14:53Guy Raz?

  Wow, that was, so he says, let's start a nougat business together?

• 14:57Speaker 02

  Yeah, and my dad's like, okay, let's do it.

• 14:59Guy Raz?

  And I guess we should mention nougat is a very popular in the Middle East. Italy too, it's basically, it's like whipped egg whites and honey. That's the, and then embedded with nuts, but the base of it is whipped egg white and honey. And it dries into this chewy. And so, your dad was like, I'm in, let's do it, let's start a nougat business.

• 15:24Speaker 02

  Yes, they rented a 3,000 square foot facility. They bought used equipment. They had no food science background. And it sounds simple making nougats, but making nougat is extremely difficult. It's a temperamental, the moisture in the air, the humidity. They thought it's an easy thing to do, but it ended up being a very difficult thing.

• 15:53Guy Raz?

  I was at Costco recently, actually last week, and I noticed they sell nougat from Italy. And I was thinking about you because, you know, it's not flying off the shelves, right? It's not, I mean, it might be in Iran or in Italy, or in other Middle Eastern countries, but it's just not a thing. So how did the nougat business do in Canada?

• 16:15Speaker 02

  Well, the insight that they had was that, why are North Americans not eating nougat? Like, there must be, we are on to something here. Let's create something they're missing. So it was a grind. They were able to make enough money to just keep this thing going.

• 16:33Speaker 01

  And I want to add here, I think it's important context, because our mom, the first job she had was selling vacuums door to door. And that didn't last very long, in the winter too, selling vacuum cleaners door to door. Because again, they had to do anything in order to survive. But she ended up getting a job at the Board of Education as a multicultural consultant. So that helped at least bring a bit of, you know, stability into the family until dad's business started to gain some traction.

• 17:06Guy Raz?

  Yeah, and I think about, about four, five years into the business, things do pick up for your dad, right? Because he, I guess he and his partner expand from nougat candy into bars, like fruit nut bars, and actually start like a co-packing business, like making these for other brands? Like a white label business?

• 17:25Speaker 02

  Exactly. Given that they were already making bars, they, all they had to do was to remove the nougat as the binder and create a syrup binder and add fruits and nuts and make your fruit nut bar.

• 17:41Guy Raz?

  Yeah, makes sense. And meanwhile, you guys are all obviously getting older. So tell me a little bit about your involvement as kids with his business. What would you guys do? Salma, what do you remember? Would you guys go there on the weekends and like pack boxes and help out?

• 17:57Speaker 01

  Yeah, I remember my first job in the summer was actually going into the factory and stickering bars, because they didn't have packaging machines at that time to do it. So I remember me and my sister would be lining them up and we'd race as who can do the more, you know, who can sticker the most amount of fruit nut bars. So that was my first exposure into the family business and on the factory floor. And we'd work right eight in the morning till four in the afternoon with one half an hour of lunch. But we'd be on our feet all day and we'd get $5 cash at the end of the day.

• 18:34Guy Raz?

  And Nima, you were, I mean, by 1994, when your dad starts to make these bars, I mean, you're almost, what, 20? So you're in the, so you're trying to figure out what to do.

• 18:45Speaker 02

  Yes.

• 18:46Guy Raz?

  But, and you have no intention of joining your dad's business? Like, you don't want to do this? This is not what you want to do when you graduate?

• 18:54Speaker 02

  No, I was open to it, but I was trying to first figure out if I could do something on my own. I even looked at getting into the ostrich business. We went to look at ostrich farms. I wanted to start something for myself.

• 19:08Guy Raz?

  What'd you do with ostriches?

• 19:10Speaker 02

  So I can tell you a lot about ostriches.

• 19:12Guy Raz?

  Ostrich eggs, ostrich meat?

• 19:15Speaker 02

  Ostriches are the most productive animal, because every piece of an ostrich you can use. So the eggs, the skin, the leather, the meat. But it just, it just never has never, thank God I didn't get into the business because obviously it hasn't taken off. But my dad's like, why don't you just come and join us? I decided to go and work for him and made the executive decision to drop out of university.

• 19:45Guy Raz?

  Yeah.

• 19:45Speaker 02

  And when I joined, I was able to do everything because it was so small. So I ended up sitting in the front desk as the receptionist. I started to cut POs for ingredients. I've learned how to change ballasts on lights up on the ceiling. You know, it's a tiny business and you got to do everything.

• 20:09Guy Raz?

  When you were, when you joined, right, you're in your early twenties and you're working with your dad? And did you start to think about, you know, this could be bigger? Or I have ideas here, or not?

• 20:25Speaker 02

  I did. I was very much eager to take over stuff. I am a doer. I like to do things. So I came in, I'm like, oh, Alan, you're doing payroll, let me do payroll.

• 20:35Guy Raz?

  Alan was a partner?

• 20:37Speaker 02

  Alan was my dad's partner. So first, it's internally, first I was focused on taking work from them so I could learn. And then, once I start, in a few years, I started to say, okay, now I want to get into, how do I grow this business, right? And so I started to make calls, I started to look for customers. I'm like, how do we get more customers? What can we make? And so that's when I started to build a little bit of ambition. Once I got to know the inner workings of the organization, I think it took me a few years. Then I started to say, okay, how do we start to grow this?

• 21:13Guy Raz?

  Yeah. And I guess eventually you and your sisters and your dad, you decide to to take the fruit and nut bars that you'd already been making for other brands. And then essentially sell them under your own name, under your own brand in Canada.

• 21:31Speaker 02

  Yes, being a co-packer, seeing what other brands were doing, having helped launch a few brands, seeing what it takes to take brands to market, gave us a backseat view of what it takes to build a brand as a co-packer. And so we took that and we decided to rebuild our house brand Taste of Nature and relaunch it in 2008.

• 21:58Guy Raz?

  You know, both of you know, making something isn't the challenge. It's selling it. It's the brand, building the brand is really hard. So here you are, it's 2008. How do you, how do you build a brand? What do you start to do?

• 22:12Speaker 02

  Get an advisor.

• 22:13Guy Raz?

  You can bring somebody in to help you figure out how to turn this into a bigger brand.

• 22:17Speaker 02

  Exactly. Like what is brand positioning? Why do we need to exist? What problem are we solving? And he took us to a great design agency as well. And we came out with this kick ass artwork and design, which really stood out on shelf. I thought it was, I mean, I can say it.

• 22:40Speaker 01

  Oh, with transparent packaging?

• 22:41Speaker 02

  Transparent packaging. Half the bar was branded and the other half was completely transparent. It looked really sharp, really unique with white boxes, which weren't that common. So we kind of, really knowing that we don't have a lot of marketing dollars, making sure the packaging worked really hard for us from day one. So that was the work that we did. And we launched Taste of Nature in Canada in 2008.

• 23:14Guy Raz?

  Okay, so you and you had relationships with companies. And so how did you, I mean, were you able to get this product in mainstream stores, grocery stores?

• 23:26Speaker 02

  No, it was very difficult. We didn't have relationship with retailers. We were doing co-packing. So I had no experience, no contacts whatsoever. The only thing I could get, muster up was to get a distributor to list our products. Now, what I needed is was a broker, a sales agency, a broker, because we didn't have our own sales, obviously internally. So what I needed was a broker and I, it was an interesting time because it was the same time that Kind was entering Canada.

• 23:59Guy Raz?

  Right. And you're a kind of competitor.

• 24:02Speaker 02

  Exactly, yes.

• 24:03Guy Raz?

  Yeah, this is how business works, right? We had Daniel Lebedsky on and the Kind Bar story. And, you know, we know it's a, it's a tough business. The bar business is tough and it's competitive and it can, you know, Kind really worked hard to protect its branding and image. And at times even, you know, threatened other brands that had clear packaging, for example, with lawsuits. And did you kind of, were you able to sort of stay under, under the radar from all those battles at that time?

• 24:34Speaker 02

  Yes, we were in Canada, so it was not a big market for Kind. And until 2012, Taste of Nature was much larger than Kind in Canada.

• 24:47Guy Raz?

  And it sounds like that this really becomes the business, that it's, it's really what you're making. You're making these bars, right?

• 24:55Speaker 02

  We're still doing co-packing, contract manufacturing.

• 25:00Guy Raz?

  But, but how quickly did more revenue come from the bars? Or was it always coming from co-packing, co-manufacturing?

• 25:08Speaker 02

  No, it flipped on becoming Taste of Nature more and more. Co-packing became, contract manufacturing became less and less important now. It helped because it covered rent, it helped with investing in the brand. You know, it was, I always say that this private label contract manufacturing is like having an investor because you generate the cash to put into the brand.

• 25:35Guy Raz?

  How big, by 2012, how big was the business? I mean, in terms of revenue, like was it over 10 million?

• 25:44Speaker 02

  Yeah, it was over 10. We had 100 employees, you know, we hired HR, we had like, we started, it was starting to take shape. Departments were starting to take shape in the company.

• 25:57Speaker 01

  Professionalizing the business, yeah.

• 25:59Guy Raz?

  Yeah. Okay, so you're really gaining a lot of traction. 2012, your dad decides that he's going to split with his partner and sell the business. Tell me what you understand about that, about why that happened.

• 26:14Speaker 02

  As you heard, Sahwa Salma and I were the primary people that were running the business. And it piqued the interest of my dad's partner to be more involved, both from the next generation coming in, as well as what is the purpose of owning this business? We were more thinking about reinvesting in growth and they were more thinking about dividends and taking cash out. So there were starting to be misalignments in different areas or values, principles. And it didn't happen in 2012. It happened, it's, you know, it's, these things don't happen overnight.

• 27:01Speaker 02

  It was brewing and it wasn't being resolved. And so to separate from an equal partnership is not an easy process.

• 27:09Guy Raz?

  No, presumably there's a dispute about how to move it forward, which direction. Not unusual, we've had many examples of this on the show. It happens, right? This is the risk of starting a business with a friend is that it can also, right? But people say, don't start businesses with friends and family. You guys did both.

• 27:30Speaker 02

  You know, I think part of it, now that I think about it, part of it is also generational because us as younger kids or individuals in the business, we care less about taking dividends out and more about growth.

• 27:46Guy Raz?

  Growing, right.

• 27:47Speaker 02

  Older generation.

• 27:48Guy Raz?

  Right. At this point in your lives, you don't, you don't need it as much. You don't need the cash as much.

• 27:53Speaker 02

  So I think there's, there's disconnects in different areas. And we thought that we would end up with the business because we were so deep in the business that anyone who would want to buy this business or provide financing to the other family, they would want to have management included.

• 28:17Guy Raz?

  But essentially, they, they said, well, actually, you've made an offer. Instead, we're going to use the same dollar amount and buy the business out.

• 28:27Speaker 01

  Yeah.

• 28:27Speaker 02

  Correct. And on July 26, 2012, I was on my way to the office and my dad calls me that says, don't come in. We were just delivered a check and we were bought out.

• 28:47Guy Raz?

  Wow.

• 28:48Speaker 01

  And my sister and I were at the office and I see, all I could see are men in suits walking into a boardroom. And these are men I'd never seen before. And I was very curious because we have a very casual office. So anybody in suits, I'm already like, what's going on? And our dad's partner's son comes and says, we need to talk to you. This is urgent. Come into the boardroom. And I knew obviously we had this bid out and I was like, I don't want to talk to anybody. I need a lawyer. I was so panicking. I'm trying to gather my sister. We're about to leave and they're like, no, all this property is now not yours. Like you can't, you can't take anything. I'm trying to take my keys and my cellphone. Like, no, if this is company property, you can't.

• 29:33Speaker 01

  So it was just very overwhelming and shocking that this was all happening. I don't even know how we made it from the, from the office to our parents' house. But then we all gathered in the basement. I think there was a lot of mixed emotions.

• 29:46Guy Raz?

  But each of you guys were going to probably get a little bit of money from this sale. I mean, your dad, I'm assuming is going to get the most from it. But you guys were going to get some money, but was it, did you feel like, okay, that's fine. We get some money. I'm going to be okay for a while or were you like, what are we going to do?

• 30:03Speaker 02

  We were not, the generation two were not equity owners. So the money went to, it was essentially for my dad. And then there wasn't, let's say, wasn't, this was not a windfall exit.

• 30:20Speaker 01

  And I think beyond the money, I think the biggest thing that we, at least top of mind for us was just the loss of, of, of purpose and a loss of having work and the community that we had built. So we were cut off from that world overnight. It's like getting fired.

• 30:36Speaker 02

  Yes.

• 30:37Speaker 01

  It felt like getting fired.

• 30:38Speaker 02

  Yeah, I guess we got fired.

• 30:41Speaker 01

  But I think my dad being so just, you know, fierce and determined, he's like, okay, let's go. Literally, the next day, we ended up going to Ikea, buying furniture, going to get cell phones. And we set up makeshift offices in the basement because he was like, we're moving forward, we're not going to sulk. This happened, what's next?

• 31:10Guy Raz?

  He was literally like, we're going to start a new business right away.

• 31:12Speaker 01

  Well, he was just like, you guys, I think that was his vision. But he's like, you guys will still need to come here every day.

• 31:20Speaker 02

  And after a few weeks, I think we realized that this is a once in a lifetime opportunity where you actually get a forced blank slate. And we're like, this is a time where if you want to go our separate ways, we can go our separate ways. If you want to go start a restaurant or do whatever. So we kind of started very broad, like right now, before we jump in and try to do the same thing, let's go very wide and see, okay, where do we want to go?

• 31:51Guy Raz?

  So, so what were you, you mentioned a restaurant, for example. What were other ideas that you guys batted around?

• 31:58Speaker 01

  I wanted to buy an organic farm.

• 32:00Guy Raz?

  Okay.

• 32:01Speaker 01

  I was really rooting for that, but that got shut down.

• 32:03Guy Raz?

  And to sell the produce from the farm?

• 32:06Speaker 01

  And start to, yeah, cultivate different crops, or it could be, yeah, commodities actually start to grow.

• 32:12Guy Raz?

  And not an easy business.

• 32:13Speaker 01

  No.

• 32:13Guy Raz?

  Glad you passed on that one. What else? What other ideas?

• 32:16Speaker 02

  I mean, don't think that we had some grand idea. It was like, what is coming to us and let's explore.

• 32:23Guy Raz?

  Yeah.

• 32:23Speaker 02

  But quickly, options started to get eliminated. We're like, because everything required risk and resources and experience, which we did not have. Whereas if we started doing the same thing, we brought with ourselves the most valuable thing, which was a decade or a decade and a half of experience. And there's no point in throwing that away. Forget about the money. The money was the least important thing we got from there. The most important thing was experience and the people we knew, the network, the reputation we had built. If we did anything else, we would sacrifice those two important assets.

• 33:07Speaker 02

  So it was a bit reactive until we settled down. We kind of accepted the reality. We went through the stages of grief and we're like, okay. Then I think it was in January, it was in January that of 2013 that we're like, okay, now it's time to get serious about what we want to do next.

• 33:29Guy Raz?

  Why don't we come back in just a moment? The Photovacs make hundreds of thousands of granola bars, but have to scramble when they're accidentally stamped with the wrong date. Stay with us. I'm Guy Raz and you're listening to How I Built This.

• 33:50Guy Raz?

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• 34:35Guy Raz?

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• 35:20Guy Raz?

  But technology is only part of the story. AI is also reshaping how people and teams work together. And that shift is already underway. That's why NetSuite wants to put a new expert created business guide in your hands today. It's called Aligning for the Agentic Era, How AI is Changing Everyday Work. And right now, it's yours, absolutely free. Inside, you'll discover how AI could reshape work across your entire organization and how to position your business to prosper from it. If your revenues are at least in the seven figures, get NetSuite's free business guide, Aligning for the Agentic Era, How AI is Changing Everyday Work, at netsuite.com/built.

• 36:04Guy Raz?

  The guide is free to you at netsuite.com/built. netsuite.com/built. Does your team want a website that looks and feels handcrafted, but is still fast to ship? Well, Framer is built exactly for that. With Framer, you design on a visual canvas with responsive layouts, hosting and a CMS built in. So the work is production ready from day one and you can get it done with help from Framer's AI agents. Framer is the AI website builder that helps creators, teams and businesses ship production ready sites faster than ever while getting every detail right.

• 36:45Guy Raz?

  Prompt, inspect, edit and publish in one place at a whole new pace. AI agents and humans work together. The agents bring speed and scale and people bring taste, judgment and control. Learn how you can get more out of your site from a Framer specialist or get started building for free today at framer.com/built for 30% off a Framer Pro Annual Plan. That's framer.com/built. Rules and restrictions may apply.

• 37:26Guy Raz?

  Hey, welcome back to How I Built This. I'm Guy Raz. So it's 2013, about a year after the Photovacs had to walk away from their previous business. And they're starting to get serious about launching their next venture. And for Nima, the inspiration begins with his kids.

• 37:43Speaker 02

  My kids were growing up and we were sending them to school. We were packing lunches and because what we got from schools or daycares was that, hey, there is a kid that has a nut allergy. Please make sure you don't send anything to school that has nut allergies or may contain nuts.

• 38:01Guy Raz?

  So like, so much sunflower butter in my pantry at that time. Yes.

• 38:06Speaker 02

  Exactly. But I'm like, it doesn't really matter to us because our kids are going to grow up ultra healthy and they're never going to even know what's in a package. That lasted, I would say, Guy, for only a couple of weeks because as they went to school, they got exposed to all sorts of snacks that were not, say, to our standard of healthy, whether it was the Quaker Chewy bars or different cookies and snacks that were not free, but not healthy and not organic. And so this is where we're like, we started to notice a tension point. There is this three dimensions of tension. There is the tension with the parent, us wanting to do the best.

• 38:52Speaker 02

  There is the tension within society to want to be inclusive and keep everyone safe. And then ultimately, the child, the kid, the tension of a treat, something tasty. So if we could solve that tension between those three stakeholders, we could have something there.

• 39:11Speaker 01

  Yeah, so we also enlisted a marketing firm that actually went out and did research around this white space and coming back with the fact that there is actually an opportunity of having a product that is allergen free, but also healthier, better ingredients, organic. That's the missing space. So that was something that Nima felt tangibly. But then when we actually took it out into the market, we also saw the void in the market as well.

• 39:40Guy Raz?

  All right, so this is 2013, so that long ago. But it was really, there was a lot of focus on, and had been for a while, on gluten free, peanut free, soy free, nut free, right? I mean, because just an explosion of kids with particularly peanut allergies and gluten allergies and all kinds of things. So you thought that was interesting. You saw an opportunity to kind of get into that space, but also to kind of recreate the classic Quaker Chewy chocolate chip granola bar.

• 40:12Speaker 02

  Yes, so I think there were some nuggets of insights that went beyond just making a peanut free product. One of them was the fact that we realized when we did the research that it's not just the child that eats snacks. Snacks are bought by the parents and it's a family consumption. It's not a child consumption thing. And a lot of brands had launched products that were kid forward. So that was an insight for us. So we did not, Made Good is not a kid forward brand. It's an all family and 50% of our households actually don't have kids.

• 40:54Speaker 02

  And so there is a cross sanction of making it small for kids, but also 100 calories so that it's portion control for the adults. The other layer of insight that we had was that the allergen free should not be a prominent call out. It's something that it's a background. Yes, we're allergen free, but first and foremost, we taste great.

• 41:19Guy Raz?

  You didn't want people to think, oh, this is not for me. Like if you call something for diabetics, people think it's just for diabetics, but it, it could just be a healthy, low sugar, no sugar product. And, and was the first product going to be granola bars?

• 41:33Speaker 02

  No, it was bites. Our bites is where we knew we wanted to disrupt the category.

• 41:41Guy Raz?

  So these like little round, uh, granola chocolate chip or fruit bites, basically?

• 41:47Speaker 02

  Yes, they're sphere, like a ball.

• 41:50Guy Raz?

  Tell me about the name, because the name is amazing, Made Good.

• 41:54Speaker 02

  Yes. So the name, funny story is that when we launched Made Good, many people called us and said, do you know that it made good is grammarly incorrect? That you should say made well?

• 42:06Guy Raz?

  Made well, yeah. Which exists as a clothing brand.

• 42:09Speaker 01

  Yeah, yeah.

• 42:10Speaker 02

  So I think the name was really important. And then we went to a design firm that was not actually a food forward design firm. They were a cosmetic forward design firm because we wanted a design that stood out on shelf, bringing in lots of bright colors. And no CPG company would say you should make half your front panel, your logo. Made Good takes up 50% of the front, front panel. And so this was all design disruption that we did to stand out on shelf.

• 42:43Guy Raz?

  Okay. So 2013, you start to really set this up. And from what I understand, it, it sounds like it's a similar model to what you had earlier, which was you were going to have your own production facility, right? Because nor, because nor, I shouldn't say normally, but oftentimes when, when people want to build a food brand and they don't have a lot of money, they work with a co-manufacture because that is a more efficient way to do business. You, you find a co-manufacture, you give them your recipe, they package it up, they send you the finished product and then you distribute it, you get a distribution deal and you put it in stores, right? And by the way, this is the model, as you know, with many brands that we see at Whole Foods and elsewhere. Um, you guys decide to build

• 43:25Guy Raz?

  your own production facility. That's going to cost a lot of money. I mean, imagine, and you know, you'd, where was that money going to come from?

• 43:34Speaker 02

  Yes, that was going to cost a lot more than working with a co-packer. We knew that was what we wanted to do because that's where we bring experience in. And being vertically integrated helps us with our cost model, but also making a claim such as allergen free. I wanted to be able to sleep at night.

• 43:56Guy Raz?

  You had to control the entire, it had to be like a pharmaceutically clean factory.

• 44:02Speaker 01

  Yeah. And this way we can, we control that full supply chain. We control the manufacturing. And by nature, we're manufacturers, not marketers, right? So that was, I think what we felt most comfortable that we could succeed in first.

• 44:16Guy Raz?

  Okay. Let's talk about the factory, because you're going to build a 20,000 square foot factory. Sounds huge. It's not actually, right? But, but by, you know, people, but it is pretty significant. How did you finance that?

• 44:28Speaker 02

  Uh, well, the, the bank of parents retirement funds. Also, we went to an actual bank and got a loan. We securitized it with the homes that we had and we went, and it's rare to get pre-revenue loans from a bank.

• 44:48Guy Raz?

  Yeah.

• 44:48Speaker 02

  But because they knew us and they saw what we did before in the previous business, they agreed before making a dollar in sales to give us a loan of $2 million. But yes, you need money. You can't build 20,000 square feet of manufacturing with a hundred thousand dollars. Like that, that just doesn't work.

• 45:10Guy Raz?

  No.

• 45:10Speaker 02

  And, and you gotta pay rent every month. You have to hire employees. You gotta certify the plant. There's just, there's just a lot of things to do from zero to manufacture.

• 45:21Guy Raz?

  And you knew right away from the beginning, you guys did not want to go seek outside funding, that you wanted to figure out how to do this yourselves without any outside funding or partners?

• 45:31Speaker 01

  Yeah, we didn't want to get into partnerships again.

• 45:35Guy Raz?

  Yeah. Okay. So you are, you, you've secured the financing against your homes and you get, your parents help you out a bit. You, you get the money to build this factory. And, uh, how, how long does it take before it's online, before you can actually start to feed it the ingredients and make this product?

• 45:58Speaker 01

  I want to say it was really quick from when we got keys to the, to the site, to when we started to manufacture our first order.

• 46:07Guy Raz?

  Yeah.

• 46:07Speaker 01

  Our first order was actually for Costco for a contract manufacturing brand. And it was 300,000 bars.

• 46:15Guy Raz?

  And so it wasn't your brand. It was for somebody else?

• 46:17Speaker 01

  No, it was, it was for another brand.

• 46:19Guy Raz?

  Okay. So they, and they were going to go into Costco. And so the contract manufacturing was going to be a part of your business that was going to enable you to fund the brand, essentially.

• 46:29Speaker 01

  Absolutely.

• 46:30Guy Raz?

  You knew that you had to make products, potentially competitors in order for you to have the capital to launch Made Good as a brand?

• 46:38Speaker 01

  Yeah. If you think about it, we use the same model as we did at Taste of Nature, private label, contract manufacturing to fund the brand. So that's essentially what we knew worked and we started with that.

• 46:50Guy Raz?

  It's interesting because that's, that, again, that could be risky, right? I mean, if you're making a product that is similar to the one that you want to build, that can kind of cannibalize your product if, if, if you want to start a brand. I mean, there's always a risk in, in doing that.

• 47:05Speaker 01

  There is. This particular order, when we first started out, was actually making fruit and nut bars. So it was distinctly separate than the brand that we ended up with under Made Good. But this order was, yeah, fruit and nut bars. And it was two flavors, uh, that we had to produce. And it really sped everything up because we had a tight timeline. I think we had to deliver within like three to four weeks. We had very manual equipment. We had a very small team because really we just had to get people in, hired, trained. We needed to create processes. We had to get our organic certification, food safety certification. All of that happened in the, in the four weeks and we had to turn

• 47:47Speaker 01

  around 300,000 units of bars. And it was not without its heartache because three quarters into that order, we realized that we made a mistake on the date code.

• 48:02Guy Raz?

  On the date code?

• 48:03Speaker 01

  On the date code. So it has a best before date.

• 48:06Guy Raz?

  Uh, yeah.

• 48:07Speaker 01

  Should have been 2014, right? Because it's a year after.

• 48:10Guy Raz?

  Yeah.

• 48:11Speaker 01

  But it was dated 2013. So we're like just about done this order with blood, sweat and tears. And here we are, we had to rework a significant amount of it.

• 48:22Guy Raz?

  You had to unpack them and, and, and the bars like?

• 48:26Speaker 01

  So we, so we had to figure out what to do. And we weren't going to make them again. We didn't have time for that or the money or the resources. So we found alcohol wipes? I kid you not. Okay. This is, this is creativity at its best. Alcohol wipes to wipe out the date code and run the bars through the equipment again with the right best before date.

• 48:51Guy Raz?

  How many bars did you have to do that to?

• 48:53Speaker 01

  Oh my God, Nima, I don't remember. I know Sapa caught it and she was just beside herself.

• 48:58Speaker 02

  200,000 bars?

• 48:59Speaker 01

  200, I think, yeah. I think more than half the order had to be repurposed.

• 49:05Guy Raz?

  I don't even know how humans could do that. You have to get a bunch of people in to just carefully wipe that off.

• 49:10Speaker 01

  Yeah.

• 49:10Speaker 02

  The story here is, is it just looks easy, but we walked through fire to get this thing up and running.

• 49:18Speaker 01

  Yeah.

• 49:19Speaker 02

  We used to call it, you dig a hole and then you figure out a way to get out of it. We're like, we're going to take this order. We're going to figure out a way to make it because that's who we are. We will deliver.

• 49:33Guy Raz?

  When we come back in just a moment, the family business finally begins to roll out its own branded products, starting with granola bites and eventually expanding to dog treats. Stay with us. I'm Guy Raz and you're listening to How I Built This.

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• 51:06Guy Raz?

  Hey, welcome back to How I Built This. I'm Guy Raz. So it's late 2013, and until now, the Photovats have been funding their business by contract manufacturing granola bars for Costco. And at this point, they haven't sold Made Good under its own name. But early the next year, they're ready to roll out their own granola snacks for the first time.

• 51:28Speaker 02

  And the first retailer we went to is Loblaw in Canada, which is the largest grocery store in Canada. And the buyer had a son who had a peanut allergy. And so he's like, everything that's peanut-free is garbage. I haven't tasted anything that tastes good, that's organic. And so I can see why parents would buy it. I'm willing to give it a shot. So they listed four items on it. You know how you get in, you get to the top of the shelf.

• 52:01Guy Raz?

  And the top of the shelf is not a great place to be. It's not at eye level.

• 52:04Speaker 02

  No, but we were able to sell in because the value proposition, the way it was positioned back in 2014, 15 was strong enough for the retailers, the not in the natural aisle, not in the conventional aisle, not sitting beside the conventional players, but sitting in the natural aisle. We were able to sell in pretty quickly. Then the second part was that the packaging worked really well for us because it would pop. That kind of created that noticeability and picking up the shopper, the consumer picking it off the shelf. And then the product delivered. Ultimately, when consumers took it home, kids liked it, and they came back and the repeat was there.

• 52:49Guy Raz?

  Okay, here's a question because I mean, it's, this is where the story kind of, to me, becomes kind of crazy. And I say that in both a good way and a bad way because I love, I love it when we have episodes where it's like, okay, we launched in 2014 and nobody's buying it and it's like dead and we're just not, and then, and it slowly grows and then it becomes, this is different. Like you launched this thing and it really took off quickly. And so I'm wondering what explains that? Because you didn't really have a lot of money for promotion, right? Or for a marketing costs. So, because you know, you really kind of, you start to distribute this in 2014.

• 53:31Guy Raz?

  And you debuted this at Expo West in the US in 2015. But initially, you're really just in Canada. You're not going to break into the US for another year or so.

• 53:41Speaker 02

  No.

• 53:41Guy Raz?

  But how did you get, I mean, if it, if it's carried in, you know, grocery stores in Canada on the top shelf, how did you get people to notice it and to try it and to buy it?

• 53:52Speaker 02

  So I believe in the 100-mile radius marketing strategy. So when we started, we're like, let's make sure we own where we are. So, because we can drive there. If I can drive there and if my team can drive there, we can merchandise store, we can demo. And on the, with the help of my wife, she did a ton of events, farmers markets. Every weekend, she was at a farmer's market. And today, I would say our brand awareness in Toronto is incredibly high. Maybe 90% of the people know.

• 54:30Speaker 01

  Yeah, and we built proof of concept and that you could take to the rest of the regions. And we didn't have a marketing team or even a marketing manager for many years after that, so.

• 54:41Guy Raz?

  And you were, Salma, you really began to focus on procurement, on sourcing of ingredients?

• 54:49Speaker 01

  Yeah, I did end-to-end supply chain. So called up the same vendor partners, started to build those relationships. The only difference was that instead of, you know, buying pallets of products, I would be picking up, you know, boxes of raisins, putting it in my car, like, bring it in. So it was just that different scale. But it was incredible how, how much also that community trusted and believed in us that, again, not a lot of sales, not a lot of proof of concept, but really willing to lean in and forget about credit apps. We're like, what do you need? How can we help? That really helped us to kind of get things going, to make sure we have materials.

• 55:28Guy Raz?

  Okay, so you are, by 2015, it sounds like you are distributed across Canada, right? Is that fair to say?

• 55:36Speaker 01

  Yeah, yeah, by 2015, we're pretty much across Canada.

• 55:41Guy Raz?

  I'm curious, I mean, you take the loan out, how long to pay back that bank loan? How long did it take?

• 55:47Speaker 02

  I don't know if we've ever paid anything back because you just grow and you borrow more. So I don't know if we ever, we're never out of debt. We have a much bigger debt today because we keep, manufacturing is a capital intensive, intensive business. So every time we double the business, we essentially have to double our footprint, double the output.

• 56:10Guy Raz?

  And so I guess my question is, did you, did you know you were not going to be profitable for a while?

• 56:16Speaker 02

  Yeah, so it took us a couple of years, but I think we got into profitability pretty quickly because I am a great believer in a healthy gross margin. You got to build whatever one designs, whether it's co-packing, whether it's private label, which is for a retailer, or whether you're doing your own brand, having a strong P and L, a good knowledge of your gross margin and when you can grow into it is really important. And we were, as the volume came in, we were able to get to break even and profitability by maybe 2015. I had to go look back, but it was pretty early.

• 56:55Guy Raz?

  So, all right, so you are, and when do you get into you into the US market and how?

• 57:00Speaker 02

  Interesting, the US, we get in just into the Northeast, one region of Whole Foods, the Northeast region of Whole Foods. So we kind of do a little test first in 2015. With 10 stores, 10 top stores in Manhattan, I hire a merchandiser, I hire a demo crew, and I made sure that when we're listed there, we have great numbers. And so we launched nationally in Whole Foods in 2016.

• 57:31Guy Raz?

  I saw that by 2017, so about three, a little over three years in, you guys are doing about $50 million in sales. So at that point, I mean, you had, you were doing much more business than, than Taste of Nature had been doing when you left.

• 57:49Speaker 02

  Mm-hmm. It's crazy.

• 57:54Speaker 01

  That was not part of the plan.

• 57:57Speaker 02

  Another enabler for us was getting into Costco. I remember I did a road show in the US and we went to see five or six regions. And one of the regions, the Northwest, said, okay, I like, these bites are really cool, but can you put these bites, these pillow packs in a pouch? I don't want it in a box. And so when you're us, when you're able to make 300,000 bars by hand, like, this is a piece of kit, of course I can put it in a pouch. So I'm like, yes, of course I can put it in a pouch. And then I pick up the phone and call Sahwa and Salma and say, hey, we got to put these in a pouch, okay?

• 58:39Speaker 01

  There's the, there's the sibling dynamic right there. So Lima says yes to opportunities and then Sahwa and I are left figuring it out. So it took a lot. Like, some of the things we said yes to, I think, probably retailers went to many other suppliers first and they said no. And they're like, okay, I guess Riverside or Made Good will say yes. And it was just, you know, value packs, six flavor, we had one thing called a pizza box where it had probably 13 different products in it. You know what a nightmare it is in manufacturing to make one SKU that has 13 different products in it? But we did it. We said yes to things, not because it was easy, but because we had to do it. It was the only way.

• 59:26Guy Raz?

  Okay, I want to just be clear. Riverside, of course, is the parent company. Made Good is the main brand. But Riverside would also, I mean, through Riverside, you could also launch other brands, right? Under that, that parent company. And you decided to, I don't know if it was a separate brand or if it was under Made Good, but a new brand called Good2Go, which you launched in 2018. This was, this is the sort of like, it was a part of the keto, I shouldn't say craze because it never became a craze, but I think there was always this assumption, I was keto for a year and I always assumed that this was going to blow up. And it just, it just hasn't. It's really hard. You got to eat a lot of fat, a lot of protein.

• 1:00:11Guy Raz?

  Tell me about this experiment. What was, that idea was to create a totally separate brand that was for people who are keto?

• 1:00:20Speaker 02

  Mm-hmm, yeah. And another, one of the challenges with an entrepreneur, I think that I am, is the shiny object syndrome. It's like, oh, there is an opportunity here. Let's run after it. We can do it. And I think one lesson that I've learned, and it took, it's taken a number of these examples, that we got to be really careful on how we deploy our resources and against but. But Riverside is here so that we can become one day a house of brands. And we are looking for creating that next brand that we want to house under Riverside, and that is intentional.

• 1:01:04Guy Raz?

  Got it, okay. So the Good2Go brand didn't quite take off. I mean, I guess you discontinued it not that long ago, right? And, and I mean, this was out there for, I don't know, six years or so, or a little bit more. What, what was the kind of the signal that told you it's time to kind of sunset this product?

• 1:01:25Speaker 01

  Well, I think we had several signals, maybe we didn't listen to some of them. If I'm going to be perfectly honest.

• 1:01:32Guy Raz?

  Yeah, tell me, yeah.

• 1:01:33Speaker 01

  Because I think we had, earlier on, we had some quality issues with the product, so we had to reformulate. The product in turn, I don't think we put in enough marketing behind it. It wasn't growing, so the product wasn't growing. And it's an opportunity cost. Anytime you are distracted doing something, you're not, we weren't focusing on the, on growing made good.

• 1:01:57Guy Raz?

  Which brings me to another product that you put out, Cookie Pal, which is for pets. I mean, I'm, it's, to me, it's really interesting because I, I love just trying different things, but some other people might say, well, you really want to stay disciplined, like focus on the core thing and really go deep and, you know, build out the brand and the things coming out of that. So tell me about, about the cookie, about the dog treats.

• 1:02:24Speaker 02

  I didn't go to business school, as you can see, I'm, I'm learning everything.

• 1:02:30Speaker 02

  I didn't, they didn't tell me about the focus part, I, or I skipped.

• 1:02:35Guy Raz?

  You got your pet, you love your dog, and you're like, let's make something for the dog.

• 1:02:38Speaker 01

  Actually, he didn't have a pet at that time. It's funny, it's interesting. But Cookie Pal is still alive, so that's a different kind of story.

• 1:02:45Speaker 02

  It's a good business, yeah. It's, what we did is we separated it, so it's got its own team and it's operating independently, so it's not distracting us.

• 1:02:56Speaker 01

  That's right.

• 1:02:57Speaker 02

  Part of the story of Cookie Pal, it, it connects to the saying yes to customers. So at a Costco bar out of Western Canada, she moved her desk from department 12, which was the bar, to the pet side. And she called me and she said, Nima, I see a great opportunity. There aren't any human-grade pet treats. If you can get me something, I will list it here for you.

• 1:03:20Guy Raz?

  Human-grade, I mean, in other words, something that humans could also eat.

• 1:03:23Speaker 02

  Yes, so right now Cookie Pal, you can eat Cookie Pal yourself, or you can give it, and you can give it to your dog.

• 1:03:29Guy Raz?

  I've heard that about like other dog food, that it's human-grade. You know, you can eat this dog food. I just, I have two dogs, I love them. I, even if it's human-grade, I'm just not going to eat it.

• 1:03:39Speaker 01

  Well, you haven't tried Cookie Pal yet, Guy, that's why.

• 1:03:43Guy Raz?

  I haven't. All right, so you've got, you've got that going. And, and I'm, I'm also just kind of curious about,

• 1:03:53Guy Raz?

  you know, some of the, just the, the, as you grow, right? And as you're, you get more sort of awareness around made good products.

• 1:04:03Guy Raz?

  How do you start to think about other skews, other things, right? You've got granola bars and you, then you've got the bites. And then eventually you're going to move to like muffins and cookies and, you know, even now, like snacks, like, not, not Goldfish, but Goldfish-like puffed snacks. So tell me how you start to think about developing new products.

• 1:04:31Speaker 02

  So early on, we didn't have the discipline of marketing and insights and research. So innovation was done by, primarily by me. And my thesis was, oh, Goldfish. Wouldn't it be nice if we did what we did for Chewy granola bars for Goldfish, right? So that was the.

• 1:04:56Guy Raz?

  It was literally, that was it. There was no like market research, no like, uh, a consulting group that came in, it was just a thought.

• 1:05:04Speaker 02

  Yes, and then.

• 1:05:05Guy Raz?

  Okay, I like it.

• 1:05:08Speaker 02

  And then I love equipment. I love machinery, I'm manufacturing guy. So I'm like, oh, I go to Europe, I see this cracker line, it looks so good. I'm like, we'll buy it.

• 1:05:18Guy Raz?

  Machinery can make crackers.

• 1:05:20Speaker 02

  Yes, because you need the machine, we have to make it, we're not co-packing it. That's the thing that makes it difficult. Like every time we have an idea, we have to build the capability from ground up. So that's how it used to be, right? Now we have much smarter, more capable people that are looking at these decisions, like who made these decisions?

• 1:05:45Speaker 01

  Cleaning up.

• 1:05:45Speaker 02

  Cleaning up the mess.

• 1:05:48Guy Raz?

  How much time do you give something before you decide? Or is there a formula, or is it more just intuition? Like, or do you really now use data? I mean, let's say the, you know, the, the, the puffs, the pizza puffs or the cheddar puffs, uh, you know, you put them out there and, and how, how long before you're like, okay, we're good, this is working?

• 1:06:08Speaker 02

  Well, there is the emotional barometer.

• 1:06:12Guy Raz?

  Yes.

• 1:06:13Speaker 02

  And then there's the factual data barometer.

• 1:06:15Guy Raz?

  Which is the one that matters.

• 1:06:17Speaker 02

  Really? Okay.

• 1:06:18Guy Raz?

  Yeah, okay.

• 1:06:20Speaker 01

  We've been going on the latter one for a while, so.

• 1:06:23Speaker 02

  So yes, we are moving from the emotional to the data barometer to make these decisions. So you heard Salma describe the reformulations that we did on the Good2Go product. I'm like, no, we cannot give, we gotta make it better. What can we do? Like, it's just like, I'm not, I'm not letting go. But again, it's another, is it worth the fight? And is the energy that I'm putting against it, can I deploy it against something else that has more potential? And I need to move myself or remove myself and allow others to make those calls.

• 1:07:05Guy Raz?

  Yeah. And I know that there are a couple of things that, that some challenges you guys had run into. There was a drought in 2023, which affected, you know, supply chain, but I want to, I want to jump into something that happened in 2024, which happens to a lot of brands, it's not uncommon.

• 1:07:23Guy Raz?

  You, you've got product on, on, on, on the line and some tiny, you know, piece of machinery breaks off at some point and somebody discovers a little metallic piece in a product, it's a nightmare. Happened to you guys, a tiny little bristle from a brush had gone into a product. And this really, help, help us understand, because you have to recall like two and a half million cases. Help us understand the effects of that on the business. Like what, that's like a huge hit, right?

• 1:07:57Speaker 02

  It was such an incredible learning experience. I am, today, sitting here, I'm grateful it happened. A few things, one is nobody got hurt. And sometimes I wonder, did we overreact? But that's okay, because I'd rather be on the safe side and recall as much product as I'm just, if I'm, if there's a little bit of it, a chance of it not being safe, then we should just call it, right? So those are hard, that's a hard decision. It's not a cheap decision and it could have a lasting impact on the organization. But when you put principles in place, the decision becomes really a black and white decision. Just make the call.

• 1:08:42Speaker 01

  But I think, not that it was easy, but I think once we made that decision, it kind of, there was, I know for me, it was a bit of a relief as well that, okay, we're owning this. Everybody showed up, again, our values at play. I think it was remarkable to see how much everybody cared.

• 1:09:02Guy Raz?

  Yeah.

• 1:09:02Speaker 01

  To show up, it was over Christmas. Christmas was canceled.

• 1:09:07Guy Raz?

  I bet, yeah.

• 1:09:07Speaker 01

  For most of us, no vacations.

• 1:09:10Guy Raz?

  And you got a lot of press attention, which you probably didn't want at the time, around this.

• 1:09:15Speaker 01

  Absolutely. Now, there was a lot of turbulence inside Riverside because we were scrambling. We hadn't done this before.

• 1:09:22Speaker 02

  Yeah, I think the, the silver lining is that our relationship with our customers is so much better. Because every time we go there, they're like, this was the best-in-class recall. If you want to have a recall, this is the way you do it. We.

• 1:09:36Speaker 01

  Call Riverside.

• 1:09:39Speaker 02

  If you want to have a recall, call Riverside.

• 1:09:42Guy Raz?

  Let me ask you about, you know, just kind of overall. I mean, you, you've, you've built this business now hundreds of millions of dollars in sales a year. This is a big brand now. And what, I mean, what's your sense? It's still privately owned, I think you guys own most of it. You did bring in some, I think, one strategic investor at a certain point, if I'm not wrong about that, right?

• 1:10:04Speaker 02

  Correct, yeah.

• 1:10:05Guy Raz?

  But privately owned, and so what's the game plan? I mean,

• 1:10:10Guy Raz?

  what do you think? Is it, is it, do you think you're going to, your kids are going to take over it? Do you think you're going to go public with this? Do you think that one day you're going to sell this to, I don't know, a bigger, like a General Mills or a Unilever or whoever, Mondelez or something like that?

• 1:10:25Speaker 01

  For the last decade, we've been so focused on growing the business that we have not had the luxury to contemplate, okay, what are we doing? Why are we here? What's going to happen? What do we want to do next? I think we're just, I'm speaking for myself, really starting to reflect on what is it, how do I bring value? What is my purpose? Why are we in this business together?

• 1:10:47Speaker 02

  And we don't get calls.

• 1:10:49Speaker 01

  Yeah, Nima gets calls all the time.

• 1:10:51Guy Raz?

  I'm sure.

• 1:10:51Speaker 01

  He has a lot of suitors.

• 1:10:52Guy Raz?

  Right, who want to put in money, maybe private equity or other companies or, right, who want to buy you outright.

• 1:10:59Speaker 02

  Yes, yes. And I'm polite. I like to listen because I say to myself, I don't know what the future is. The way I'm trying to reframe this is that we are caretakers of this business. As long as I don't get distracted with Cookie Pal and Good2Go and stuff like that.

• 1:11:23Speaker 01

  You're getting a little bit better, so keep up the good work, yeah.

• 1:11:27Guy Raz?

  Can you give a rough say, I mean, it's a privately held company, so I can't verify it, but I mean, how much do you do a year roughly?

• 1:11:35Speaker 02

  We're not a billion-dollar brand, we're in the hundreds and.

• 1:11:39Guy Raz?

  Pretty great?

• 1:11:40Speaker 02

  Yeah, it's, it's amazing. And it's Canada, US. In Canada, we're the number two brand. And the US, we are number six and the fastest-growing brand in the category. Whereas, you know, we have ambition to get to number two. I didn't go to business school, but I think I am experiencing the big, the most incredible education one could ever have. To be in my seat or for Salma and Sa, for us to be in our seats, even for our leadership team, like everyone's here because this experience is very unique.

• 1:12:15Speaker 01

  It's unique.

• 1:12:16Guy Raz?

  Yeah. So when you think about the, the journey you took and where you, where you got to today, right? And it all kind of collapsed in 2012 and then you kind of rebirthed this idea, new idea. How much of where you got to now, do you attribute to, to the work and the grind? And how much do you think had to do with, with being lucky? First, first to you, Nima.

• 1:12:38Speaker 02

  I am a little bit of a believer that it's more than luck. I think it's karma or universe, I don't know, it's God, it's not me. Whatever it is, it's not me, but I don't know, luck sounds a little bit. We were blessed with this opportunity. Half of it is that and then half of it is we showed up and took, took advantage of this opportunity that was thrown on our lap.

• 1:13:07Speaker 01

  I'm a believer that everything happens for a reason. In 2012, I didn't know what that reason was and it was scary and it was, I was angry and there was all the emotions, but everything happens for a reason. And I think we're here today, again, not just the three of us. It's everybody else that is either here with us today, not here with us today, that helped us to get to where we are.

• 1:13:32Guy Raz?

  That's Salma and Nima Fotovat, who, along with their sister Saba, are co-founders of Made Good and its parent company, Riverside Foods.

• 1:13:41Guy Raz?

  Hey, thanks so much for listening to the show this week. Please make sure to click the follow button on your podcast app so you never miss a new episode of the show. And if you're interested in ideas, insights and lessons from some of the world's greatest entrepreneurs, please do sign up for my newsletter at guyraz.com or on Substack. This episode was produced by Catherine Cypher with music composed by Ramtin Arablouei. It was edited by Nima Grant with research help from Chris Messini. Our audio engineer was Jimmy Keely. Our production staff also includes Casey Herman, J.C. Howard, Alex Chung, Kerry Thompson, Carla Estvez, Sam Paulson, John Isabella and Elaine Coats. I'm Guy Raz and you've been listening to How I Built This.