In short
CPG Week Podcast Summary
Episode Title
How to Empower Your Workforce And Foster The "Concept of Mattering"
Episode Description In this episode, the Nosh team discusses several key topics in the consumer packaged goods (CPG) industry, including:
- THC-infused snack knockoffs
- CPG products linked to popular entertainment properties, such as Barbie and Yellowstone
- The World Health Organization's (WHO) ruling on the artificial sweetener aspartame
Additionally, the episode features an interview with the co-founders of Every Body Eat, Trish Thomas and Nichole Wilson, discussing their inclusive innovation strategy and the "concept of mattering."
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Key Discussion Topics
- THC-Infused Snack Knockoffs
- The FDA and FTC have sent cease and desist orders to companies producing THC-infused snacks mimicking popular products like Oreos and Doritos (e.g., Trips Ahoy and Stoney O's).
- Concerns over the marketing of these products, particularly regarding their packaging's similarity to non-intoxicating snacks.
- CPG and Entertainment Collaborations
- The Nosh team discusses the trend of CPG products capitalizing on popular entertainment properties such as Yellowstone and Barbie.
- Jeff and Lukas share their views and engage in a light-hearted debate about the authenticity and effectiveness of these marketing strategies.
- WHO's Ruling on Aspartame
- WHO's confusing stance classifying aspartame as "possibly carcinogenic," while the FDA asserts it is safe within recommended limits.
- Discussion on the implications for companies producing sugar-free products and how consumer perceptions may change.
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Featured Interview
Every Body Eat
- Guests: Trish Thomas (CEO) and Nichole Wilson (President)
Key Takeaways
- Inclusive Innovation: Every Body Eat aims to create allergen-friendly snacks that everyone can enjoy, rather than merely catering to specific dietary needs. They focus on making delicious food that happens to be free from the top 14 allergens.
- Concept of Mattering: The concept is central to their business model, emphasizing that every team member's input is valued. This approach enhances efficiency and reduces production costs by empowering employees to contribute ideas and solutions.
- Hiring Practices: The company intentionally hires from distressed neighborhoods, providing opportunities for individuals often overlooked in the job market. This has created a stable workforce with improved employee retention.
- Production Model: Every Body Eat's unique model promotes inclusivity in the workplace, ensuring all employees share a common space regardless of their roles. This structure fosters a sense of community and shared purpose.
Quotes
- "The team who understands that they matter... take our cost of manufactured goods down 50% in the span of a year because they know that they're the ones that do it." - Nichole Wilson
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Conclusion This episode of the Nosh Podcast offers insights into the evolving landscape of the CPG industry through discussions on controversial marketing practices, health regulations, and an inspiring interview with the founders of Every Body Eat. Their commitment to inclusive innovation and the concept of mattering serves as a model for other brands in creating a responsible and empowering workplace.
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About the NOSH Podcast The NOSH Podcast delves into the natural, organic, sustainable, and healthy food sectors, highlighting news, trends, and key players in the packaged food industry. New episodes are released weekly.
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Written by AI. May contain mistakes. Listen to the episode to check what was said.
Transcript
Automatic transcript. May contain errors.0:00This week on the Nosh Podcast, why the FDA and FTC are targeting a new category of snacks, What hit TV show is coming to store shelves? The latest from the WHO regarding sweetener aspartame and how to make an allergen-friendly brand appeal to all.
0:27Hi everyone, I'm your host, Carol Ortenberg. On the Nosh Podcast, we go inside the business of natural, organic, sustainable, and healthy food. Today, we're going to talk about classic dishes from our neighbors in the North, what snacks the FDA is saying we should just say no to, and industry response to the latest findings surrounding aspartame. Then, in an interview with the founders of allergen-friendly brand Everybody Eat, we'll hear how inclusivity has become the guiding principle of both the company's snack products and production model. Joining us today is reporter Lucas Southerd. Shalom You stole Jeff's greeting from last week Lucas Did he do Shalom last week?
1:11Oh man I didn't even think I thought that was being really clever I don't own Shalom any more than you own Shalom Well my Shalom was actually peace whereas your Shalom was hello and then next week someone can do Shalom as goodbye Don't you go telling me what my Shalom was Well as you may have gathered Editor-in-Chief Jeff Kleinman also joining us today. Hi, I'm so thrilled to be here. Thrilled to have you, Jeff. You sound really thrilled, by the way. Well, you know, I was until it became apparent that shalom is up for grabs. It became a shalom-off? Yeah, totally. Until it became something that only one person can participate in.
1:57It takes two to have peace. That's actually really true. Jeff, that was deep. Yeah, it was very philosophical. You can also have peace with yourself, I suppose, which would be one. But it takes two for hello or goodbye. Oh. You stunned us into silence with that deep thought, Jeff. I really don't want to talk about Shalom anymore. Carol, you just got back from a trip to our neighbors in the north, one of my favorite places in pretty much the whole world. Can you tell us a little bit about Montreal? Yes. Quick weekend getaway. Didn't get a poutine, which was depressing, but I did bring back some cheese curds as well as one of my favorites, ketchup-flavored snacks, as well as all-dressed-flavored snacks.
2:51I don't know why all-dressed does not exist in the U.S. It feels like it just fills up some leftover seasonings that co-packers have that they can throw together. and it's, I mean, it's, what is it? Barbecue, vinegar, sour cream and onion. I don't even know if anyone knows the recipe. It's just like whatever's left over thrown on a chip. So it's like a gorilla fart, but for the snack chips. I'm just not even approaching that one. Lucas, can you explain? I got nothing either, Carol. I'm with you on this. You don't know what a gorilla fart is? No. No. I'm sure you're about to tell me. So you want to clear the drunks out of the bar.
3:35You take the bottom of every bottle and whatever's been spilled in the well. Oh, yeah. We call that fallen soldier when I was in college. Yeah. Yeah. You just get them gone, man, with a gorilla fart. Carol, did you bring home any of those really bad bagels that they make up there? Oh, those are fighting words. I brought home two dozen of them, Lucas. I will be honest. I have a favorite bakery now. I think St. Viator wins. I don't know what you're talking about with your gross New York bagels that are like spongy and yucky. I like mine toasted from the fire, little chewy. I will come to blows over Montreal bagels.
4:18Sorry. Is Joe Beef in Montreal or is he? It is. It is. Is that still a thing? Is that still like one of the restaurants to go to? I went to one of Joe Beef's sister restaurants, which I appreciated. Alana Beef.
4:37Nailed it. Josie Beef. Josephine's Beef. I appreciated it because it was known for its - Eliza Beef. We're going to go all day, Carol, so just keep trying. I appreciated it because it was known for its cider beer wine list. And you literally walked past the daycare that shared a building with it to get to the restaurant. And I was like, oh, this makes sense. You can day drink and then pick up your toddler. Lucas, is this something sounding familiar? Would you take advantage of that? Hell yeah. I mean, any parent of young kids will tell you that one of the best places to bring your child when you don't have nothing better to do.
5:19and you need to kill time is like a beer garden because the kids can usually kind of run wild a little bit. Nobody really cares. It's outside that they can be loud and you can get a little lubricated and, you know, it's not a big deal. Lucas, you mentioned getting lubricated. I know you were taken by some FDA warning letters that were sent out last week. Yeah. I mean, this is something that I think we've maybe touched on before, but it's been going on for a while. And it's this idea of like THC companies making edibles into basically stoner favorites. And so the FDA, I was going to say like the FDNY for some reason, but the FTC and the FDA actually jointly basically told a bunch of THC companies to cease and desist making their THC products that are basically, I'm trying to think of the right word.
6:23knockoffs of popular snack food knockoffs yes like Doritos and Oreos and they all had some like cool names that you looked up for me Carol Pot Tarts Trips Ahoy, Stoney O's Stoney O's is the one that stuck out in my head the packaging looked pretty similar as well for a lot of them yeah this is something that's been around for a couple of years like people have definitely been worried they've been worried about about gummies that look too much like gummy bears as well. You know, the thing that comes to my mind is that recent Supreme Court ruling for Brown Foreman over the dog toy that was in the shape of and language of a Jack Daniels bottle.
7:11So, you know, maybe there's also a catnip issue out there somewhere. I think there's been some cease and desist orders, But I felt like there were so many different brands making these products. It seemed difficult to, it seemed like whack-a-mole. You hit one and another one popped up. For years, these dispensaries have had these kinds of products. And, you know, hopefully they won't be quite as stupid about it now. But see, I don't know if this is really going to make that big of a difference. because all these companies have to work at this point independently of each other on a state-by-state basis in how our somewhat ridiculous cannabis laws are put in place right now.
7:58And so I just feel like there's not a whole lot of risk to the brands themselves to produce these products, at least in the short term, until either the company or the FDA comes and says, hey quit doing it in the meantime they're probably printing money of you know dope ropes of the dope ropes that they're you know that they're selling is that like a like a nerd rope of i i think that's what that one was i i think i think that people are going to be as you know pretty protective of their high c trademark and they're going to let the fda know and look the first brand that gets slapped with a fine is going to be a lesson and the second brand that gets shut down is really going to send the fear of of regulatory action through the rest of them i mean they're they're i i think that they've gotta be careful and be smart enough not to kill the golden goose particularly when they're trying to to show that they're responsible enough to get The banking rules changed around marijuana.
9:11So, I mean, one would hope. And like, you know, I say this as someone who thinks this stuff's hysterical, but I just – I think the creativity can go in a different direction. It's not even really that creative. I mean, the names are kind of fun. They're fun to say, but it's not really that creative. I always just think, and I think we've talked about this before. Or if the whole bag of Doritos are THC Doritos, like how many chips gets you stoned? And in the course of eating a bag of chips, you're not going to feel the effects of what you've eaten. So like, how do you regulate that? You know, like there's, I mean, I guess it's like eating, you know, cannabis chocolate bars or something.
9:52You just have to kind of use at your own discretion. But it seems like these are kind of strange products to like the ketchup, the THC ketchup that we had and that we were talking about a while ago. So how do you dose yourself with something like that? Yeah, well, that's the problem with Lays, right, is nobody can eat just one. Exactly. So you're going to eat the whole bag, and then you realize that the bag is like 500 milligrams of THC, and you're like, well, I'm in for a wild ride. Yeah, it could be a couple of days. Better go to Denco at Fenway. Once you pot, you can't stop. That's what I was going to say.
10:26If you guys were going to start a THC-laced snack, what would it be? oh that's a really good question actually someone just started putting mine out there's a there's a company here that started making ice cubes and i i have always been an advocate of taking some of the higher dosage liquids and freezing them so you can use them as a cube in a nice cocktail okay I get it now ice is your favorite snack that seems like a strange choice I like to chew on ice as my snack on a diet or something I mean I would say and this is a kind of weird one but I'm a big fan of a good meat stick so I would maybe do like a THC like you know jerky or you know chomps you know partnership it wouldn't be cultured meat or plant based meat knowing where your interests lie.
11:28Just give me some good old-fashioned grass-fed beef. Maybe if I'm feeling a little fancy, maybe some bison meat or something like that, you know? My dad on this trip gave me some gator sticks. Were they from real gator? Yeah, did they have weed in them? They did not have weed, sorry. He gave me some meat snacks that were made out of gator. This is his high, I love you, honey, I missed you. Have some gator jerks. Good old Doc Ortenberg, always loaded down with the meat snacks at the ready. It seems like I might actually like your dad a lot. This is intriguing to me. He pulled out a gator meat snacks, a Louisiana New Orleans hand pie, and some zaps.
12:15I think it was like jalapeno spicy Cajun cheese curls. So he really came armed with everything you could need for a great weekend or a stomach ache. Your choice. They all sound good. So I'm with your dad. I can't wait to meet him. It's no weed Dorito, Lucas. But last week, Food Story Brands announced a new line of Yellowstone-themed meat snacks, breakfast items, coffee, and seasonings. Jeff, you were our barometer of authenticity for the Millie Bobby Brown coffee. What do you think of this mashup? Well, I mean, Four Sixes Ranch is doing all kinds of partnerships. And, you know, in fact, I think they were talking about actually sending out steaks from the Four Sixes Ranch as well as sort of a high-end meat partnership.
13:10I think as long as you're sticking with cowboy stuff, you're probably in pretty good shape there. You know, the other one is that I thought was pretty interesting and authentic, although like Yellowstone, you run the problem of being maybe a little spread too thin, is Snoop Dogg's ice cream, Dr. Bombay. Another food product from everyone's favorite L.A. rapper. Yeah, everyone's favorite skinny L.A. rapper. That probably fits in better with the weed snacks than Food Story brands, going to be honest. I don't know. I mean, you have some nice - He's got a weed brand, I'm assuming, right? Snoop Dogg?
13:54Yeah. That'd be ridiculous for an option. Or Taylor Sheridan? Both, I suppose, but I was really thinking Snoop Dogg. It's like four sixes clover. Taylor Sheridan strikes me as he has a cigar brand or something like that, or maybe a bourbon come in. But, well, I mean, they are making booze. They're making, they've got a beer. They've got RTD cocktails. So, you know, I don't think it's wrong when you have a platform like that to try and extend it in a bunch of different directions. You don't know where your hit's going to be. But again, I do think it makes sense because it's something that really emanates from the actual product and people making it.
14:41The question is, are we going to get cottage cheese, Yellowstone cottage cheese? Because the actor who plays Tate Dutton is the son of Good Culture CEO Jesse Merrill. So is it, you know, maybe that's coming down the line, Jeff. Maybe, but Yellowstone, they'd probably run into trouble with Breakstone. Oh, there we go. I thought you were going to say something along the lines of cottage cheese because it's like a cottage in the Western. I was sure that somewhere in Carol's mind there is an association between life on the plains and cottages. Yeah, that was where my head went. No, it was more straightforward.
15:22They seem like they have a built-in partnership. Jesse told me he keeps asking his son to like hold up some cottage cheese just on his Instagram or TikTok or whatever social media. I don't think Jesse can afford his kid. Jeez whiz, Jeff. That was a good joke. The real question, though, is Barbie versus Yellowstone. Who's winning on co-branded products? Because I think it might be team Barbie. I'm team Snoop. You're still team Snoop. You know, that guy is unstoppable. Let me tell you, there's a cowgirl Barbie, right? But there's no cowgirl Snoop. Snoop's an iconoclast. So instead of like Barbieheimer, it's like Barbie Stone?
16:07Barbie Stone. Yellow Barbie? I don't know how you combine those two. What I'm surprised is why haven't we seen a crossover? I don't know how you do it in CPG, but for the bear i mean that's seems kind of like an obvious one they're like yeah it's an interesting meal plan or something or frozen entrees i don't know like you know or just is there part of the dsm-5 that has that level of dysfunction that everyone in the bear has and it's that you know and it's actually named for them but everyone's writing about these italian beef sandwiches now. It's like the bear invented this sandwich. I mean.
16:52Does anyone make that as a frozen product? I'm surprised we haven't seen that like called out by brands that their, what is it, shaved beef would be good in that type of product. Don't they make that from a big cut and slice it, Lucas? Don't they sort of braise a tough cut for a long time? I would imagine they would probably use like a part of the round, like the top round or something. One of the leaner cuts that you don't really want an actual thick piece because it's too chewy because it's too lean. Is this different than like debris on a po' boy sandwich, which is like the little bits that fall off a roast and sit in the broth?
17:32No, and it's like not a whole lot different than like a Philly cheesesteak. They're just putting like cheese whiz on it. Philly cheesesteak is different because they're actually cooking on the griddle. but one's a dry cook and one's a wet cook. I get it. There are small differences, but I would say - That's a big difference. It's not that big of a difference. When was the last time you wet cooked a burger, champ? To be fair, I Googled Italian beef sandwich, a recipe, and it's basically you're making a pot roast. You're roasting a beef. You're cutting it thin. So you're not actually boiling anything.
18:08You're just taking juices. You're braising it though. as someone who's watched the bear they're sticking that thing in a big thing of juices right it's cooking in liquid well i mean that's that's the bear's version maybe that's the secret sauce but you know this this recipe is yeah it's i guess it's kind of yeah okay it's a braise i'm sorry i didn't quite hear you well i i read the first part and it said like you know brown it on every single and then it's like, oh, add in the stock and deglaze with red wine. Okay, it's a price. Okay, I stand corrected. I stand corrected. You're right. You're right.
18:47But you're not. Who's right? You're right. I said you're right. I'm sorry, the listeners at home might not know my name.
18:56Jeffrey Kleinman, editor in chief of BevNet, is right about what he thinks an Italian beef sandwich is, although he has never cooked one himself. Now you're just making statements you can't back up, Lucas. Do you know that for a fact? I don't know. Jeff, have you ever cooked one? Well, I've certainly made a sandwich out of leftover pot roast, which came with its own delicious sauce. I don't know if the Italians of Chicago would really consider that, you know, an authentic version of an Italian beef sandwich. Guys, I'm going to have to stop this debate for a little bit to discuss a different debate.
19:36Last week, the World Health Organization finally settled the question of if aspartame should be classified as a carcinogen. They came back with a somewhat confusing response that one committee said the sweetener was possibly carcinogenic to humans, and another committee found that the evidence of an association between aspartame consumption and cancer in humans was not convincing. Meanwhile, then the FDA was sad it was left out of the fray, so it jumped in. And in response to the WHO news said it had also reviewed the scientific evidence and found that within the recommended limits for aspartame, the sweetener was fine.
20:22Jeff, Lucas, I hesitate in asking what your opinion is on this debate and discussion, but what do you guys think? I think that in light of our discussion of Italian beef sandwiches, consumption of an Italian beef sandwich a day is probably more likely to give you cancer than consumption of a Diet Coke a day. I mean, look, what you got is people saying could do it, but you need to take in a lot of it, you know, so much more than most normal people do. But it's not a great thing to have. But it's, you know, a lot that you got to have. There's like 14 Diet Cokes for 130 pound person. And I mean, and yes, aspartame appears in a lot of stuff, but it's one of these things where people want to have healthy diets.
21:22And there are so many things that are linked to cancer, bacon, processed meats. One thing that they've identified is hot liquids. Really? What? Yes. I missed that one. Yeah, well, you got to look. So does coffee and tea fall into that category? You got to look at the WHO rulings on these things, the classifications on these things. I drink a lot of hot beverages, I guess. I know. I got to watch it. I got to cut back. You're doomed. Wait, what about an Italian beef sub? Hot liquid. Hot liquid. It does have hot liquid. We've determined that. And red meat. Oh. I have to say that I'm kind of with Jeff on this.
22:06I'm also kind of like the whole idea seems kind of strange to me that we're making a big deal over this. Like, it's probably not good for you. Is it going to give you cancer if you have a Diet Coke a day? It seems very unlikely. But like, should you be having a Diet Coke a day? Probably not. But Lucas, don't tell me that. You're a Diet Coke person. Oh, love a good Diet Coke. Really? God, the taste just kills me. Give me that real Coke. Give me that real fake sugar. I want the real fake sugar, not the fake fake sugar. With your Italian beef. With my Italian beef. So, look, we're having fun with it, but there was a lot of money and a lot of fear riding on this, simply because, A, people have been drinking a lot of Diet Coke for a lot of years, and we're certainly seeing increases in cancer rates across the board, and there's a lot of money in the products that use aspartame.
23:17But the sort of double message coming out of the two WHO agencies that are giving this information out kind of undercut the message around is a carcinogen. And I think it's hard for the consumer to know what they should be doing unless they're kind of tired and they won't have a Diet Coke to perk up. What should brands be doing? It's a good question. We saw a good number of brands when this was in the offing, when this piece of research was in the offing, starting to move away from aspartame or saying that they didn't use aspartame. Now, there are natural sweeteners, and I think people tend to lean into that.
24:18But I don't think aspartame is such a popular sweetener that people are saying made with aspartame, like they used to say made with Splenda. it's never been something that people want to lean into on the whole i i think it's going to go brand by brand there are certainly people who are so aware of the carcinogens that they may or may not consume that they're going to be looking for aspartame and sort of nixing it as a component of their diet. But I don't know that brands on the whole are going to run from it, particularly if it's such an important part of their ingredient set. I'm also not sure if that consumer is drinking Diet Coke to begin with.
25:15Maybe, maybe not. But I mean, there's certainly, you know, look, there could be a small market in people who don't want soda with aspartame, who only wants soda with a natural sweetener. So that person is really sitting there going, I told you so, and enjoying a Zevia right now. Or an Olipop. Or an Olipop. I think it goes hand in hand with sort of ongoing discussion of ultra-processed foods right now and people wanting to know, you know, what's in their food, how it was put together, as if a six-page long ingredient panel doesn't tell you. But people are worried about artificiality and being able to point to anything that they might be able to link, no matter how tenuously, to a disease that we all fear, is something that manufacturers are afraid of and that consumers are eager to find.
26:23Jeff, some really great points there. We'll have to continue to watch how this situation evolves. But with that, I think it's time to turn to today's interview. Lucas, who are we going to hear from? I talked with the founders of Everybody Eat. They told me about how the brand set out to make better tasting, allergen-friendly snacks. And in turn, they created basically a model of inclusivity in CPG for their fundraising or from everything from fundraising to their hiring practices to their production model. So it was a very interesting conversation. That sounds super exciting, Lucas. Let's get to it.
27:04Hi, everyone. I'm here today with the co-founders of Everybody Eat. I've got Trish Thomas, who's the CEO. Hi, Lucas. And the president, Nicole Wilson. Hey, Lucas. Thanks for having us. So explain to me a little bit about what you both have described to me as like inclusive innovation in running a CPG food company, because I think that's a little different than being branded as a allergen-free brand or a brand that's catering to a specific dietary need. One of the founding principles is that we're not trying to just cater to a specific dietary need. We're trying to make great tasting food that is clean and craveable that everybody wants to eat, regardless of dietary restriction or preference.
27:55And that is really different than trying to be an allergen-free brand. So we're actually a brand that means delicious food that just happens to be free from risks of the top 14 allergens and corn. And that is really a disruptive thought and thinking. But when you look at the problem globally, the bonding over food is the one thing that every culture in the world has in common. And when a special diet enters the family, that bonding gets blown apart and it gets replaced with like emotional and social isolation, shame, all kinds of negative stuff. And, you know, I just wanted to eat. Right. So I can't eat gluten, dairy, soy, corn or egg to manage some autoimmune diseases.
28:48but it was after doing the consumer research when we heard kids especially talking about how they didn't want to sit at the nut-free table they didn't want to sit at the peanut-free table they want to didn't want to eat weird stuff they wanted to be just like everybody else that really changed everything and we were like okay we're in the business of making great tasting food everybody can eat regardless of dietary restrictions or preferences and that is that That is very different than how most people approach allergen-free food. So, Nicole, what do you think is the secret sauce there? I think it's the philosophy of food and innovation.
29:27And we talk about shared love. We talk about with our philosophy toward innovation and how we think about food. And the core tenet is shared love. And so when we look at innovation and launching products and thinking about our own portfolio, we start with a universe of beautiful ingredients and build delicious tasting food, as opposed to another philosophy, which is find a food that you like, take out all of the stuff that folks can't eat or may be allergic to, and then you're left with a product that feels like something's missing. And for us, we think that's where the food, it feels like it's made with love, because it is by our team.
30:08But also we think about building up, not taking away. Building up is an interesting way of describing it. How do you kind of build that strategy around both flavor as well as marketing? We went into it saying we can versus, oh, these are all the things we can't do, right? And it's also, that's a game changer because what we found is we interviewed a lot of food scientists early on and they'd be like, oh, you can't do it. We have big food companies say, oh, you can't do it. There's no way you're going to make food that tastes good without all those ingredients. There's no way you can ever manufacture this without a risk of corn.
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30:49And so we just say, okay, all right, good. But that's not the way we look at problems. We say, this is what we are going to do. And then we lean into it. And the one cardinal rule is that flavor has to come first, which you would hope would be the rule on any kind of food product. But when you have a special diet, the first thing that goes is flavor. and for most people that have a special diet have issues with more than one food. So something might be gluten-free or peanut-free or dairy-free, but then it contains sesame or it contains nuts or it contains gluten. And it's the combinations of those foods that is the killer that people really struggle with to eat because it's never just either or.
31:33It's usually many. So that's the roadmap. It's not more complicated than that. I would imagine that there is some challenges that come with being in the category that you are. And I'd be interested to hear how you all avoid kind of being pigeonholed by retailers or distributors into that is a whole aisle that's just for gluten-free and dietary restrictions that someone like myself probably would normally avoid. Is there a way that you all kind of massage that relationship or those relationships in order to allow everybody to eat to have more visibility in a store or more find new retail locations?
32:21Well, luckily, we don't have to do the work. The numbers do it for us. But the information is really in the data. Wegmans started us in their allergen-free aisle. and what they learned was that the consumers with food allergies didn't want to shop in the allergen-free aisle. They wanted to shop in the same aisle as everybody else. So I think as more and more retailers realize people want choices in every category that they can eat and they don't want to be treated like the difficult people that have to go to the special person's aisle, that evolution seems to be taking care of itself. I don't know, Nicole, what do you think?
32:59Well, I think there's a couple of things we did intentionally in the beginning. And one is if you look at our packaging, it isn't blasted all over the packaging that it's allergen friendly. There's a bar at the bottom or a band at the bottom that tells you that. And we know that our consumers who have special diets will seek us out. But 70 % of our consumers last time we did, we checked don't have a special diet. And so the first is we don't shout it from the rooftops on our packaging. And then second, one of our strategies is demoing. When folks taste our products, they come back and they come back for more.
33:38There's a couple other elements about the company that I've found particularly interesting, one of which is representative right here. So as being a woman-led, BIPOC-founded brand, how has that been utilized by you both in your own ways as an advantage and as a strength of the brand, whereas a lot of times people quote it as being a challenge? So I think that there are a few. I think that one is realizing that being women led and being Black owned is a strength in the first place. I think it's coming from that abundance mindset, as opposed to a scarcity mindset in the first place. And so knowing that that is part of our superpower, I think that for us, sometimes just the sheer shock value of who we are when we show up in a room is enough to create ripples that sometimes unsettle the folks across the table.
34:42And then that becomes an advantage. But I will tell you, we are the folks who walk into the room and make sure that we know our business cold. We know our numbers cold. And that for us, it's been an opportunity to galvanize other women and people of color around our brand to be part of our ecosystem. And in that way, we've been able to lift all boats. And so our ownership is not only our own, but also our investors. And we were intentional about raising funds from women, many of whom are investing for the first time on their own, to be part of this ecosystem. And so that has been a strength because when you sort of raise the flag and say, all right, ladies, women, we are galvanizing around this effort.
35:32I will tell you the help that comes in droves is unlike anything that you've ever seen. And I would say that as we look to build our team, we were intentional about building a team that is women led, people of color, that being able to be a mirror for the folks who we were bringing in has also really helped as we look at stabilizing our workforce and retaining and recruiting really, really great people. We didn't just set out to build a brand. We set out to fulfill a promise to create a world where everybody feels included. And the first way we did it was with the food, right? That we are going to make great tasting, clean and craveable food that everybody could eat that just happens to be free from any risks of the top 14 allergens in corn.
36:24and how we do it is we're going to build a hundred million dollar company that just happens to be co-founded by women and 85 of our team are people of color but what we didn't do was wear it on our sleeve and we still don't and i think that the difference comes in that we never talk about what we're spouse what we're about to do except that i'm going on record on the hundred million dollar thing there, Lucas. But we like to talk about it as we did after we did it. The one time where it really became an issue is that, you know, we launched on March 1st, 2020. And then on March 11th, 2020, we shut everything down, moved 900 cases in my living room and said, Oh my God, what have we done?
37:08But, but we had, our families had really put up all the money up until then. right? So we had risked our houses, our everything. And so we went out in the middle of COVID that June and we said we were going to raise$500 ,000 from outside investors. And people said that they were coming in, but nobody was writing checks. And finally, we had one lead investor that had sort of been following us for a year or more. And they called and said, you know, what do you guys need. And I said, well, I don't know. We have all these people that say they want to come in, but nobody's sending the money. And I said, I'll call you back in a couple hours.
37:49Well, by three o 'clock that afternoon, we had oversubscribed the round to$800 ,000. And we said we would take it to a million and a half by that Saturday morning at about 9am. We had about a million too. And I called Nicole and I said, I think we have a really big problem. them. She's like, what? I said, all of our investors are Caucasian men. Now I have no issue with Caucasian men. I haven't had six sons and a husband, but I was like, this is not going to work. So we made a conscious choice in the same way we made a conscious choice to not put corn in our food because it's not labeled as an allergen, but it is an emerging problem for people to then go out and try to diversify our cap table and create an inclusive cap table.
38:39And we've continued to do so. So probably making sure that our equity ownership is majority women held while we scale is going to be the biggest challenge we face as we grow as a business, because the products are going to sell themselves, but the capital structures are not traditionally in place to help women or minority or disadvantaged businesses, as they're called, when they scale. And that's when your certification, your MBE certification, your WBE certification can become a real advantage when you can sell to the larger stores of the world, Target, Walmart, Costco, Sam's Club, and help them check their ESG box.
39:27I think that the way to look at it is not about what color or demographic any investor is, is that are they an investor that can add value to your business? Are they a real partner that can help you grow? Because the challenge that a lot of companies get into is that they're just trying to raise money from anybody because raising money is so hard, but taking money from people where you can't articulate to yourselves and your other stakeholders on how every single individual adds value to the business is just a recipe for disaster. But we have not gone out necessarily and pursued funds that are just prioritizing women or minority led businesses.
40:18That isn't actually our capital strategy. Our strategy is to put the right investors around the table that can help us build a business by bringing different kinds of expertise or relationship. I mean, I think what I'd add is it's really about alignment of values as well. I think that when you look at the core of the business, it's not, if you start with an alignment of values, whether that's around how you treat your people, whether it's around the highest quality food and ingredients, whether it's around maintaining the highest standards in manufacturing, because you are, in fact, a dedicated allergen-free facility.
40:55If those are the key tenants that you can align with your investors on, then operationalizing that into existence in a way that is ethical and moral and you can feel good about becomes easier. And so when we talk about these strategic investors, it is just as important that their values are as aligned as the expertise that they bring. Because as you become larger, that's where the chasm starts to happen. And Peter Drucker says culture eats strategy for breakfast. It's the same in startups. And that culture is the ecosystem you build around your startup and your team that becomes part of your journey going forward.
41:37So I agree. I agree with Trish 100%. I mean, it is it is about being strategic and a key part of that dimension is is values. a big part of what you both have told me in terms of you know the value proposition for the brand kind of one of the core principles of the brand is is your manufacturing um structure and you both have kind of touched on a little bit or alluded to it in our conversation so far but i'd love for you all to explain how your production model is unique and how it is at times kind of become one of the biggest strengths of the brand itself. So I think that this is a great point, Lucas.
42:28And this is another one of those where we were intentional about making a choice and really walked in that choice and then found out later on that we'd created a model as opposed to saying, here's our model and there you go. As we were trying to articulate to share with others what was working, we looked down and said, this is actually kind of a blueprint. But it was, you know, once again, starting out with something incredible and then having it turn into something that actually has structure. And so for us, we were intentional about our team and creating our team. And so I worked in impact investing just at the same time as we were launching and working on the brand.
43:13And what I noticed about some of the different nonprofits that had an employment piece to it is that the struggle at the site meetings every Friday when we talked about what was going well, what was not going well, was that the problem was the employers, not the participants or the employees. And so as employers were trying to employ folks from distressed neighborhoods or young people who were in anti-gun violence organizations or living in disinvested neighborhoods in the south and west sides of Chicago, there was a disconnect in how to employ that workforce. And so as I saw that, I thought, there's a better way to do this.
43:58And I think I know what it is. And so Trish and I, we talked through it, you know, and we talk about our leadership team really leveraging our own privilege and service of our team. So we created a pipeline that early on brought employees from the most distressed neighborhoods in the southwest sides of Chicago and many who had been chronically unemployed and 65 or 70 % of whom had been involved in the criminal justice system. And so this is the group that folks say, oh, needs a second chance, when in fact, this is the group that actually needed the first chance. And so we've been able to do that.
44:37And we've been able to do it in a way where we've been able to stabilize our workforce from a financial, a health, and also a mental health standpoint. So really being able to build these ecosystems of support, and there wasn't any specific program that we put in place. It was just knowing who you're hiring, understanding what we call the life that's going on out there, and then standing across from the human, you know, across from you and realizing that there are employee, employer appropriate ways to help meet the needs and stabilize the team. And so that went from everything of having lunch on Fridays, because we know that more than half of our population at the time was food insecure.
45:29It went from being able to hop on the phone when you realize that they were talking to a leasing company for a car with an interest rate of 24 or 27%. And then they think they're going to be speaking with an hourly worker and pushing them into this interest rate. Instead, they end up on the phone with me, a Stanford MBA. And now we're talking about predatory lending practices and I'm calling and hollering for a manager. And so the results of that is the interest rate comes way down, but not down to nothing because our team was struggling with financial management. My background is a finance and investment banker.
46:11And so I was like, oh, nobody's gonna be walking around here without really understanding how to budget and operationalizing a budget. And then a lot of our team wasn't bankable. Put them in the front seat of the car, took them to Bank of America where I bank, scheduled their appointments with them, said, these are what you need to be looking for in an account and help them become bankable. And so when you start to do that with a team over time, they start to stabilize. And we saw health stabilize as they learned more about allergen-free eating and they learned more about connections with their own bodies and how they were feeling when they were eating certain foods, they started learning, you know what, I may actually have an issue with dairy.
46:53I may have an issue with gluten and started to eat in a way that just made them feel better. And so once we started noticing that PTO was went from 10 % vacation and 90 % sick time to flipping that to 90 % vacation and 10 % sick time and having team members where, over 50 % of our team has been with us for over a year, 20 % for over two years, we now have a powerful competitive advantage and a stabilized workforce and food manufacturing where turnover is through the roof. And so for us, people say, oh, it sounds like what you're doing is charity or it's goodwill. No, it is good business because that's the team who understands that they matter, understands that good ideas come from anywhere and sees their ideas become best practice and take our cost of goods manufactured down 50 % in the span of a year because they know that they're the ones that do it.
47:53I think one or both of you described it to me once as like the concept of mattering. And I love that phrasing because it does kind of take that story away from being a almost like a charity case like oh you know we're just we're doing we're doing something good so we can we can blast it to the world as opposed to saying no we do this because it's actually better for the business as a whole you can see it was april 2021 when our team got that they mattered and and why i know that is because when we didn't introduce any new technology our manufacturing process was manual. And all of a sudden our cost of goods manufactured started dropping.
48:38And why it started dropping is because of the work, Nicole and Kia, our production manager, and we had someone else who was a baking expert come in and just start showing the team small things that we could do that would make big results, right? It's not a new concept, small changes over time. And, and all of a sudden they felt safe saying, well, if we do that, what about we do this? And, and they were heard and people took their ideas seriously and they were empowered to enact change. So, so I think that mattering, I don't know if it's ever going to be anything that's on a corporate document because it's really a way of being.
49:22And the flip side of that is you have to not be afraid to get dirty, right? I don't think anyone should ever work for us if they're not literally willing to clean the bathroom if it's dirty. Because that's the game, right? You know, you did kind of tease the new production facility. I'd love to know just a little bit if you're at Liberty USA, why move into a new facility? Where was the growth needed? What opportunity does this fill for you? Oh, I'm laughing only because we've known it. We've known that we needed a bit bigger facility from before we even started. We went out in 2019 and tried to raise about$5 million to build like a real food factory, 20 ,000 square foot mid-scale manufacturing facility.
50:11We knew how much it was going to cost. Granted, we hadn't made anything yet or sold anything yet. So people looked at me like I was a little crazy, but we always knew that manufacturing was going to be the bottleneck because there's a lack of contract manufacturers out there that are actually free from the top 14 allergens in corn. And when you look at the data, 50 % of the entrepreneurs in the free from food space quit. And it's because they don't have access to good manufacturing. So we started out at a thousand square foot space that we built. And we worked on that in 2019, opened at March 1st, 2020, shut it down March 11th, reopened it in May of 2020.
50:51And we had outgrown that space by August of that year. So we've literally been selling every single thing we could possibly make since August of 2020. Like our warehouse is empty all the time. And it's funny because I can't even get samples because I'm like, can we, do we have any samples? I'm like, no, we have one box left. It went on that order. I was like, okay. And so we're, we're running two shifts in what is still a pretty manual process, um, with the highest manufacturing control. So we not only needed space, we needed space to install animation, to put in more ovens, warehousing, expand our product lines, be able to do things efficiently.
51:40And so finding the right space has been harder than launching a food company in a pandemic. So we've evaluated 55 different sites in the Chicagoland area and New York, upper New York. And we've done deep diligence on five of them. And we have finally landed on a site that's actually in Evanston, which is just north of Chicago, where we were founded, right by Northwestern University. And we're moving into a former car dealership. And before, car dealerships are great places for mid-scale food manufacturing. They have floor drains. They have enough power. They have high ceilings. They're clean. There's no risk of listeria.
52:22Who would have thought? You know, this is news to me. Yeah, you got to think out of the box here. But our new space is going to be like a physical embodiment of our brand. Everything will be clean and craveable and it'll be highly inclusive. And we've made some decisions with the physical layout that other people just wouldn't make. For example, there isn't a break room for the production team. There is a room with a lot of tables that can be used as a workspace or a lunch space or a break space. But there's no line drawn in the sand that says this space is for the people doing this kind of job.
53:03And this space is for the people doing this kind of job. It is a space where everybody can eat or everybody can meet or everybody can talk. It's been it's been a pleasure talking to you both. and some really interesting and exciting stuff happening. So look forward to hearing more and seeing the product on the shelves. Thank you, Lucas. That wraps up our episode of the Nosh Podcast. We hope you'll subscribe, leave a review, and continue to tune in next week on your podcast platform of choice.
From the publisher
This week on the NOSH Podcast, Nosh editor Carol Ortenberg, Editor-in-Chief Jeff Klineman and reporter Lukas Southard sat down to talk about THC-infused snack brand knockoffs, CPG food products cashing in on popular entertainment properties (IE Barbie and Yellowstone) and the WHO's ruling on artificial sweetener aspartame.
In the featured interview, Lukas speaks with Every Body Eat co-founders Trish Thomas and Nichole Wilson about how they strategize using inclusive innovation and how the strength of the business comes from its use of the "concept of mattering" in its production stream.
In this episode:
2:23 - Carol tells Jeff and Lukas what she picked up at the local grocery stores and ate while visiting Montreal. (Spoiler: There are words exchanged about bagels)
5:40 - The team discusses why products such as Trips Ahoy and Stoneos have found themselves in hot water with the FTC and FDA.
12:33 - Carol asks Jeff and Lukas about what they think of the recent CPG foods capitalizing on trending television show Yellowstone and movie release Barbie. Jeff and Lukas have a beef about a popular TV show's signature dish.
19:30 - Jeff explains the potential impact WHO's ruling on aspartame and why it might change the strategy for companies who already make or intend to release sugar-free products in the future.
27:05 - In the interview, Lukas sits down with the co-founders of allergen-friendly brand Every Body Eat to talk. CEO Trish Thomas and President Nichole Wilson explain how they define inclusive innovation and how they approach in-store growth
33:38 - Thomas and Wilson discuss how they prioritize being female founders and a Black-owned business when seeking investment.
41:50 - The two women share details about Every Body Eat's production model and how the "concept of mattering" is used to empower their workforce.
"The team who understands that they matter understands that good ideas come from anywhere and sees their ideas become best practice. And [they] take our cost of manufactured goods down 50% in the span of a year, because they know that they're the ones that do it.""
-Nichole Wilson, co-founder and president of Every Body Eat
About the NOSH Podcast
The staff of NOSH.com takes listeners inside the business of natural, organic, sustainable and healthy food during the NOSH Podcast. Using interviews and discussion, the team illuminates the news, brands, people, trends, and money affecting the world of packaged food.
New episodes are released every week. Send us comments and suggestions anytime to podcast@nosh.com.



