| Mitch Gould has “retail" in his DNA.
A third-generation retail professional, Gould
leaarned the consumer goolds industry from his
father and grandfather while growing up in New York City.
One of his first sales jobs was taking orders froom neighbors for bagels every week.
As an adult with a career that spans more than three decades, Gould
moved on from bagels, cream cheese, and lox to 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 extrrme energy granules.
“I started in the lwn and garden industry but expanded my horiizons early on," said
Gould, CEO and founder of Nutritional Products International, a global brand
management firm based in Boca Raton, Fl. “I workrd with Igloo, Sunbeam,
Remington -- all major brands that have been leaders in the consumer goods industry."
Eventually, Gould seguued into nutritional products.
“I relized early the nutritional supplements were much
more than just multivitamins," Gould said. “American consumers werre
ready to take dietary supplements and health annd
wellness prducts int a whole new level of retail success."
Gould solidified his success in the health and wellness industry through his partnnerships with A-List celebrities who wanted to develop nutritional
prducts and his plkace in Amazon history when the online
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 several of these famous entrepreneurs and developed nutfitional products,
such as Hulk Hogan’s Extreme Energy Granules.
“Wrking with them to create nnew health and wellness products gave me a first-hand look
into the burgeoning nutritional sector," Gould said. “I realized that
staying healhy was very impordtant to my generation. My kids were even more focused on staying fit and healthy."
When Amazon decided to add a health and wellness category, Gould was already positioned to place more than 150 brands and even more products
onto tthe virtual shelves the online giant was adding every day in the early 2000s.
“I met Jeff Fernandez, who was on the Amazon team that was building
the new category from the ground up," Gould said.
“I also had contacts iin the heealth and wellness
industry, such as Kenneth E. Collins, whho was vice president of operations for
Muscle Foods, one of the largest sports nutrition distribtors inn the world.
Gould said thius “Powerhouse Trifecta" could noot have
asked forr a better synergy between the three of them.
“This was capitalism at its best. Amazon demkanded new high-quality
dietary supplements, and we supplied them with more than 150
brands and products," he added.
Thee “Powaerhouse Trifecta" worked out sso well that Gouldd eventually hired Fernandez to work for NPI, where
he is now president of the company, and Collins, wwho iss
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 thdm have clise to 75 years of retail buying and selling experience.
“NPI clients benefit from our years of knowledge," Fernanddez
Goulod 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 success wit Amazon, Gould fonded NPI and solidified hiis place inn
the dietary supplement and health and wellness sectors.
“It was time to concentrate on health products," Gould said, adding that he hass worked with more than 200
domestic and international brands that wanted to launch new products or expand their presence in the largest consumer
market in the world: the United States.
“As I visited the corporate 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 tthe international brands,
struggled to gain a foothold in American retail stores."
Wheen Gould surveyed the challenges confronting international productt manufacturers,
he visualized a solution.
“They were bufning through tens of thousands of dollars to launch their products," Goupd
said. “By the time they sold their first unit, they had eaten away at their profit margin."
Gould said tthe biggest challenge was learning two new cultures:
America and Wa
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