| Mitch Gould has “retail" in his DNA.
A third-generation retail professional, Gould learned the consumer goods industry from
hiss father and grandfather while growing up in Neew
York City. One of his first sales jobs was taking orders from neighbors for
bagels every week.
As an adult with a career tnat spans more than three decades, Gould moved on from bagels,
cream cheese, and lox to represent many of the
lerading product manufacturers oof consumer goods in America: Igloo, Rubbermaid,
Sunbeam, Remington, Chapin, Paramount, Miracle-Gro, Natiuve Remedies, Flora Health, Steven Seagal’s Lightning Bolt,Body Basix, and
Hulk Hogan’s extreme energy granules.
“I staarted in tthe lawn and garden industry but expanded
my horizons early on," said Gould, CEO and founder of Nutritional Products International,
a global brand management firm based in Boca Raton, Fl.
“I worked with Igloo, Sunbeam, Remington -- all
major brands that have been leaders in the consumer goods industry."
Eventually, Gould segued into nutritional products.
“I realized early the nutritional supplements were much more than just multivitamins," Gould
said. “American consumers were ready to taake dietary supplemwnts and health and wellness products into
a whhole new level of retail success."
Gould solidified his success in the health and wellness industry through his partnerships with A-List
celebrities who wannted to develop nutritional products and his plsce in Amazon history when thee onlinne ecommerce retailer expanded beyond books,
music, and electronics.
“During my career, I attended many galas and charity events where I met different celebrities, such as Hulk Hogan and Chuck Liddel," Gould
said, adding that he eventually partnered with sevewral of these famous entrepreneurs and developed nutritional products, such as Hulk Hogan’s Etreme Energy
“Working with them to create nnew healpth and wellness products gave me a first-hand look innto
the burgeoning nutritioal sector," Gould said. “I realized that
staying healthy was vey important to my generation. My
kids wer even more focused on staying fit annd
When Amazon dexided to add a health and wellness category,
Goul was already positioned to place morfe than 150 brands and
even more products onto the virtual shwlves the online giant was adding every
day in the early 2000s.
“I mmet Jeff Fernandez, who was onn the Amazon team that was building the new categorry frtom the
ground up," Gould said. “I also had contacts in the health and wellness industry, such as Kenneth E.
Collins, who was vice president off operations for Muscle Foods,
one oof the largest sports nutrition distributors in the world.
Gould said this “Powerhouse Trifecta" could not have
asked for a better synergy between the three of them.
“Thhis was capitalism at its best. Amazon demanded new high-quality dietary supplements, and we
supplied them with more than 150 brands and products," he added.
The “Powerhouse Trifecta" worked out so well that Goulpd eventually
hired Fenandez to work for NPI, where he is noww president of the company,
and Collins, who is the new executive vice president of NPI.
“We work well together," Gould added.
Fernandez, who also worked as a buyer for Walmart, said the three of
them have close to 75 yearss of retail buying and selling experience.
“NPI clients benefit from our years of knowledge,
" Fernandez added.
Gould said product manufacturers arre unlikely to find three professionals with
our experience representing retailers and brands.
“We know what brands need to do, and we understand whaat retailers want," Gould said.
After his success with Amazon, Gould founded
NPI and solidified his place in the dietary supplement and heath
annd wellness sectors.
“It was time to concentrate on health products," Gould said,
adding that he has worked with more than 200 domestic and international brands that wanted to lauunch
new products or expand their presence in tthe largest consumer market in thhe world: the United States.
“As I visited the corpoate headquarters of some of
the largest retailers in the world, I realized that
international brands weren’t being represented
in American stores," Gould said. “I realized these companies,
especially the international brands, struggled to gain a foothold in American retail
When Gould surveyed the chawllenges confronting international product manufacturers,
he visualized a solution.
“They were burning through tens of thousands of dollars to launch their products," Gould said.
“By the time they sold their first unit,they had eaten away at their profit
Goulld said the biggest challenge was learning two new cultures: Am
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