| Mitch Gould has “retail" in his DNA.
A third-generation retail professional, Gould learned the consumer ggoods industry fropm hhis father and grandfather while growing uup in New York City.
One of his first sales jobs was taking orders from neighbors
for bagels every week.
As an adult with a career that spans more than three
decades, Gould moved oon from bagels, cream cheese,
and loxx to represent manyy 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 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 -- all major brands that have besn leaders in the consumer goods industry."
Eventually, Gould ssgued into nutritional products.
“I realized early the 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 nnew level of retail success."
Gould solidified hiis success in the health andd wellness industry through his partnerships wityh A-List celebrities who wanted to develop nutritional products and hiis place in Amazon history when the online
ecommerce retailer expanded beyond books, music, and electronics.
“During my career, I attended many galas and charity events whre I meet 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 Enery Granules.
“Working with them to create new health and wellness products gave me a first-hand lolk into the buurgeoning
nutritional sector," Goul said. “I realized that staying healthy was very important
to my generation. My kids were evewn more focused on staying
fit and healthy."
When Amazon decided to aadd a health and wellness category, Gould was already
positioned to place more than 150 brands and even more
products onro the virtual shelves the online giant was adding every day in the early 2000s.
“I met Jeff Fernandez, whoo was on the Amaqzon team that was building
the new categorry from the ground up," Gould said. “I also
had contacts in the health and wellness industry, ssuch as Kennth E.
Collins, who was vice president of operations for
Muscle Foods, one oof the largest sports nurition distributors in the world.
Gouldd said this “Powerhouse Trifecta" could not have
asked for a better synergy between the three of them.
“This wass capitalism at itts best. Amazon demanded new high-quality dietaryy supplements, and we supplied them with more than 150
brands and products," hhe added.
The “Powerhouse Trifecta" wored out so well that Gould evenfually 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 weell together," Gould added.
Fernandez, who also workwd as a buyer for Walmart, saaid the three
of them have close too 75 years of retail buying and selling experience.
“NPI clients benefit from our years oof knowledge," Fernandez added.
Gould said product manufacturers are unlikely too find three professionals with our experience representing retailers and brands.
“We knnow what brands need tto do, and we understand wha
retailers want," Gouild said.
Afer his success with Amazon, Gould founded NPI and solidified his
place in the diegary supplement annd health and 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 launch new products
or expand their presence in the largest consumer market in the world: the
“As I visited the corporate headquarters of some of the largest retailers in the
world, I realized that international brands weren’t being represented inn 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 product manufacturers, he
viksualized a solution.
“They were burning through tens of thousands of dollars to launch their products,"
Gould said. “By the time they old their first unit, they
had eaten away at their profit margin."
Gould said the biggest challenge was learning ttwo new cultures: Americ
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