RXBAR

“RX Bar, a snack bar, raised 10,000 dollars to sell for six hundred million dollars to Kellogg's.”

“We just totally stopped doing investor work and went straight to just actually designing and making the product.”

“RX bars were like really bad on, on plasticizers. So microplastics and RX bars predominantly an agricultural product. It's dates, almonds, eggs. David scores like is super clean. It doesn't have any plasticizers, heavy metals, and that's because of its process…”

“It cost us a dollar. We sold it for two dollars.”

“The product portfolio that we could do was defined by quantifiable whole food ingredients. So our design, that famous design of our X-Bar, really was a constraint on where we could innovate. Because you had to formulate stuff that could be communicated on the …”

“Two million.”

“I also like knew we were close to our ceiling.”

“We did a hundred sixty one million in sales.”

“If we would have raised money and had grow like a balance sheet, I think we would have done stupid shit for sure.”

“Whenever we tried, they wanted two times revenue, one times revenue, and we were profitable, you know, from inception more or less.”

“In the beginning, the first 24 months, like, we didn't do any retail. It wasn't in our cost structure, and we also couldn't manufacture enough.”

“I think probably like 200, but profitable right now for, and especially in Mars portfolio, like they need stuff to get to a billion in revenue. And I think that its position is hard to innovate. You can't go down on price because you're using a whole real food…”

“Like we were 300% year a year for like five years, four years.”