Dan Fleyshman

Also, if you, again, Walmart is an example, Costco, Target, similar concepts. They run like an actual machine morning, noon, and night. When you think about it, they're doing millions and millions and millions of dollars a day in revenue. Some of them doing that tens of millions a day in revenue.

If your truck is not at the bay and they have like 70 bays or 100 bays, if your truck is the wrong bay, you don't get to get delivered. Or you got to pay a fee for them to like replace you, a misplacement fee. So if you're a bay 70 and you're supposed to be a bay 72,

If your truck is not at the bay and they have like 70 bays or 100 bays, if your truck is the wrong bay, you don't get to get delivered. Or you got to pay a fee for them to like replace you, a misplacement fee. So if you're a bay 70 and you're supposed to be a bay 72,

Right. So in my beverage days, I had 43 distributors. We're in 55,000 stores. Average distributor was shipping to 1,200 to 2,400 stores per distributor. Half of them were Budweiser. Sorry, half of them were Budweiser. The rest were Coors Miller Pepsi and then Southern Wine Spirits. I had to travel to all 43 distributors. I had to nurture them.

Right. So in my beverage days, I had 43 distributors. We're in 55,000 stores. Average distributor was shipping to 1,200 to 2,400 stores per distributor. Half of them were Budweiser. Sorry, half of them were Budweiser. The rest were Coors Miller Pepsi and then Southern Wine Spirits. I had to travel to all 43 distributors. I had to nurture them.

I was doing what's called ride-alongs where let's say Ashley was working at Budweiser. I would get in the truck with like an actual semi truck, like Budweiser truck. And I would go in there at six in the morning and drive with them till 4 p.m. and go visit 20, 25, 30, 40 stores in one day just to make that sales rep like me.

I was doing what's called ride-alongs where let's say Ashley was working at Budweiser. I would get in the truck with like an actual semi truck, like Budweiser truck. And I would go in there at six in the morning and drive with them till 4 p.m. and go visit 20, 25, 30, 40 stores in one day just to make that sales rep like me.

Right. And here's why. Budweiser is there to sell Budweiser. That's their main job. But it's kind of easy for them because they don't have to even ask the retailer. They can just place the products into the cooler and then charge them later. But lots of brands want Budweiser to distribute them.

Right. And here's why. Budweiser is there to sell Budweiser. That's their main job. But it's kind of easy for them because they don't have to even ask the retailer. They can just place the products into the cooler and then charge them later. But lots of brands want Budweiser to distribute them.

Milk, water, soda, energy, every juice, every category wants Budweiser to distribute them because Budweiser is in a gazillion stores. Why would that sales driver care about my energy drink compared to the other 30, 40, 50, 60, 70, 80, and 90, 100 brands that are inside that same Budweiser warehouse? The relationship that Ashley just talked about. Yeah.

Milk, water, soda, energy, every juice, every category wants Budweiser to distribute them because Budweiser is in a gazillion stores. Why would that sales driver care about my energy drink compared to the other 30, 40, 50, 60, 70, 80, and 90, 100 brands that are inside that same Budweiser warehouse? The relationship that Ashley just talked about. Yeah.

So over the last three years, I've been investing a lot in food and beverage brands and consumer products because they have interesting multiples when they exit.

So over the last three years, I've been investing a lot in food and beverage brands and consumer products because they have interesting multiples when they exit.

When you get it right, when you get Spudzino 20,000 stores, you stand out versus the hundreds of other brands, thousands of other brands that are only in X amount of stores or not in any stores because it's hard, especially to get into at scale at 20,000 stores. Why do you like the food and beverage space? Why do you like this, the CPG world?

When you get it right, when you get Spudzino 20,000 stores, you stand out versus the hundreds of other brands, thousands of other brands that are only in X amount of stores or not in any stores because it's hard, especially to get into at scale at 20,000 stores. Why do you like the food and beverage space? Why do you like this, the CPG world?

I'm going to give you guys a fun fact. The reason that you see a lot of food and beverage brands get acquired is because for a large company, like the really big ones that you see, Procter & Gamble, Budweiser, Pepsi, Coca-Cola, Sprite, those type of brands that you see all of a sudden, like, why did that company buy our X bar for $640 million or $600 million?

I'm going to give you guys a fun fact. The reason that you see a lot of food and beverage brands get acquired is because for a large company, like the really big ones that you see, Procter & Gamble, Budweiser, Pepsi, Coca-Cola, Sprite, those type of brands that you see all of a sudden, like, why did that company buy our X bar for $640 million or $600 million?

Why did they buy that snack company for $120 million, et cetera? Here's why. For a large conglomerate, it takes them on average $75 million to start this brand.

Why did they buy that snack company for $120 million, et cetera? Here's why. For a large conglomerate, it takes them on average $75 million to start this brand.

It takes them two years and $75 million if they want to start their own version of Sprinkles Cupcake Cups. So they would much rather buy them for anywhere from $50 to $200 million, save themselves two years, and they already know that it's almost free for them to buy. What do I mean by that? Let's say Budweiser buys Sprinkles Cupcake Cups. You're like, that doesn't make sense.