| Migch Gould has “retail" in his DNA.
A third-generation retail professional, Gould learned the coneumer
goods industry from his father and grandfather while growing up in New York City.
One of his first salrs jobs was taking orders
from 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 Lighgning Bolt, Body Basix, and Hulk Hogan’s extreme energy
“I started in the 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 -- alll major brands that have been leaders
in the consumer goods industry."
Eventually, Gould segued into nutritional products.
“I realized early thhe nutritiuonal supplements were much more than just multivitamins," Gould said.
“Ameerican consumers were resdy to take
dietary supplements and health and wellness products into a whole new level of retail success."
Gould solidified his success in the health and wellness industry through his partnerships with A-List celebrities who wanted to develop nutritional products and hiss
place in Amazon history when the online ecommerce retailer expanded beyond books,
music, and electronics.
“During mmy career, I attended manyy gawlas 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 Hullk Hogan’s Extreme Energy Granules.
“Working wirh them to create new health and wellness products gave me a first-hand look into the burgeoning nutritioal sector," Gould said.
“I realized tjat staying healthy was very important tto my generation. My kids were
even more focused on staying fit and healthy."
When Amazon decided too add a health and wellness
category, Gold was already positioned to place
more than 150 brands and even more products
onbto the virtual shelve thhe online giant was adding every day inn 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 in the health and wellness industry, such
aas Keenneth E. Collins, who was vice president
of operations for Muscle Foods, one of tthe largest sports nutfrition distributors
in thee world.
Gould said this “Powerhouse Trifecta" could not hae asked foor a better
synergy between the three of them.
“This was capitalism at its best. Amazon demanded new high-quality dietary supplements,
and we supplied them with more than 150 brands annd products," he added.
The “Powerhouse Trifecta" workeed out so welol that Gould eventually hired Fernandez
to work for NPI, where he is now 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 too 75 years of retail buying
and selling experience.
“NPI clients benefit from our years of knowledge," Fernandez
Goild said product manufacturers are unlikely to find three professionals
with our experieence representing retailers and brands.
“We know what bbrands need to do, andd we understand what retailers want," Gould said.
After his success with Amazon, Gould founded NPI and solidified his place in the dietary supplement and health and
“It was time to concentratye on health products," Gould said, adding that he has worked with mor than 200 domestic and international brands that wanted to launch new products oor expand their presence
in the largest consumer market in the world: the United States.
“As I visited thhe corporate headquarters of some of the largest
retailers in the world, I realized tthat internaational brands weren’t beihg 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 produhct manufacturers,
he visualized a solution.
“They were burning through tens of thousands of dollars to launch their products," Gould said.
“By the time they sokld their first unit, they had eaten away at their profit margin."
Gould saijd the biggest challennge was learning two neew cultures: America and W
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