Nick Bare

I want to get the packaging, the look and feel in front of a couple hundred, if not a couple thousand people for feedback, go back to the drawing board, make modifications, make sure that we crossed our T's, dotted our I's, feel very confident in the ability of success for this product and

And then from there, it would be finding a local distributor, beverage distributor, ideally partnering with one, two, or a select few retail partners, either convenience or grocer, and then building the brand with those partners before scaling.

Because with retail, it has a huge upside and opportunity if done right.

but there's also a huge risk in liability if done wrong.

Where you go wrong and you earn more towards the side of liability in terms of, or as opposed to opportunity, if you try to get into way too many doors way too fast and your velocity isn't there, meaning your sell-through, how fast and how many products or units you are moving

at a specified rate within that retail store, if you don't have strong velocities, those retail partners will drop you.

And that makes success in the future for retail very challenging.

Very challenging.

So we're in a very slow, deliberate, intentional exploration phase right now for an energy drink.

A carbonated, ready to drink, energy drink, BPN energy drink for a larger retail scale opportunity in the future.

This might be one years, two years, three years plus from now.

If we say yes to it.

But we're being very intentional with it.

Taking it very slow.

And we might do all this work.

We might lock in flavor.

We might lock in formula.

We might lock in packaging, look, feel, branding, trademarks, all of these things.

And then say no.

And part of the no would be driven by data and feedback, but then also just gut intuition.