| Mitch Gould has “retail" in his DNA.
A third-generation retfail professional, Gould learned tthe consumer gooes industry fromm his father
and grandfather while growing up in New York City. One of his first sales jobs was taking orders
from eighbors for bagels every week.
As an adult with a career that spans more than three decades, Goulod moved on from bagels,
cream cheese,and lox too represent many of the leading product manufacturers of consumer
goods in America: Igloo, Rubbermaid, Sunbeam, Remington, Chapin, Paramount, Miracle-Gro, Native Remedies,
Flora Health, Steven Seagal’s Lightning Bolt, Body Basix, and Hulk Hogan’s extreme
“I started in the lawn and garden industry but expanded my horizons
early on," said Gould, CEO aand founder off Nutrtitional Products International, a global brand manageement firm
based in Booca Raton, Fl. “I worked with Igloo,
Sunbeam, Remington -- all majjor brands that have been leaders in the
consumer goods industry."
Eventually, Gould segued into nutritional
“I reaalized early thhe nutritional supplements were much more
than just multivitamins," Gould said. “American consumers were ready to take dietary
supplements and health and wellness products into a whole new level of retail success."
Gould solidified his success in the health andd wellness
industry through his partnerships with A-List celebrities who wanted
to develop nutritional prroducts andd his plpace in Amazon history when the
online ecommerce retailer expanded beyond books, music, and electronics.
“During myy career, I atfended 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 several of these famous entrepreneurs
and developed nutritional products, such as Hulk Hogan’s Extreme Energy Granules.
“Working with them tto create new health and wellness products gave me a first-hand look intfo the burgeoning nutritional
sector," Gould said. “I rralized that staying healthy was very important
to my generation. My kids were even more focused on staying
fit and healthy."
When Amazon decided to add a halth and wellness category, Gohld
wwas already positioned to place more than 150 brands
and even morte products ono tthe virtual shelves the online giant waas adding everey day in the early 2000s.
“I met Jeff Fernandez, who was oon thee Amazon team that was building the new categolry from the ground up," Goul said.
“I also had contacts in thee health and wellness industry, such as
Kenneth E. Collins, who was vice president oof operations for Muscle Foods, one of the
largest sports nutrition distributors in the world.
Gould said this “Powerhousde Trifecta" could not have asked for a better synergy between the
thrre of them.
“This 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 Gould eventually hired Fernbandez to work for NPI,
where he is now president of the company, and
Collins, wwho 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 years of retail buying
and selling experience.
“NPI clients benefit from our years of knowledge," Fernandez added.
Gould said product manufacturers are unlikely to find three professionals with our experience
representing retailers and brands.
“We know what brands need to do, and we understand what retailers
want," Gould said.
After his succdss with Amazon, Gould founded NPI and solidified his place inn
the dietary supplement and health and wellness sectors.
“It was time to concentrate on health products," Goulod said, adding that he has worked with mode
than 200 domestic and international brands that wanted to launch new
products or expand thir presence in the largest consumer market in the world: the United States.
“As I visited the corporate headquarters of some of the largdst 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 stores."
When Gould surveyed the challenges confronting international produuct manufacturers, he visualized a solution.
“They were burning through tens of thousands of
dollaes to launch their products," Gould said.
“By the time they sold their first unit, they had eaten away
at their profit margin."
Gould said the biggest challenge was learning two new cultures:
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