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Energy is one of the largest industries in the world – and I’m not talking about solar panels and windmills. We live in the golden age of energy products from supplements to mass growth to mass drinks.
One of the principal players is Nutrabolt. Established in 2002, the company is now on the fringe of becoming a brand value a billion dollars, and its recent drink line, C4 Performance Energy, has collaborated with several NBA teams, has already grow to be the fourth best energy drink in the country.
“Energy drinks have been stigmatized for a long time,” says Doss Cunningham, CEO of Nutrabolt and co-founder Entrepreneur. “Many older brands have a reputation that they are not particularly healthy.”
He considers the last boom as an opportunity to remodel the industry and introduce what “Energy Drink 2.0 Landscape” calls. And he established cooperation with one of the best celebrities.
From bootstrap to billions
Cunningham grew up playing sport, but not as much as he would love.
“It was really difficult for me to gain weight,” he said. “It stopped me from playing football.”
From an early age, he developed deep interest in sports nutrition, studying supplements and usually using body weight and protein powders.
Despite his passion, Cunningham didn’t plan to enter a complement company. His goal was to get a financial master and work at the Hedge Fund or Private Equity in New York. It modified when he discovered Nutrabolt.
It was first presented to the company, and at the same time a student at Texas A & M. At that point, Nutrabolt was a startup founded by a former bodybuilder and fitness enthusiast. After hearing about their ideas from his sensitive roommate, Cunningham joined with the founders and joined as a co -founder and CFO/COO, focusing on operations and funds.
Two years later, the duo that brought him on the left, leaving him a de facto leader.
Although the role was not something he planned, Cunningham’s origin prepared him well. Growing up in a working class family, he undertook strange work and even founded firms to finance his sports activities.
“I learned early how to agree,” he says. “So I was excited about this offer.” Not everyone shared his excitement. “They told me:” You have this great education, don’t go to startup, “he shares.
Many didn’t even know what a complementary company was.
“In a sense, I rebelled and decided that when you were young, it’s time to take risks and follow your dreams,” says Cunningham. “So I did it.”
His first movement was to differentiate between Nutrabolt’s strategy. Most brands of supplements entered the market via mass channels, barely developing before selling distributors and online sellers.
“There was no quality of distribution or control,” says Cunningham. Believing that he has a premium product, he selected a closer distribution, cooperating with independent retail sellers and small chains, providing them with geographical exclusivity inside a seven mile radius.
They also sold for a full price on their website, sharing revenues with the seller associated with the customer’s postal code.
“It was about transferring a traditional model, protecting the integrity of the margin, supporting our retail partners and maintaining the premium value of our brand,” says Cunningham.
The approach worked, helping Nutrabolt achieve early profitability without having to lift external capital.
“We fell,” says Cunningham. “We were launched and we didn’t have many financial resources. All our sales came from outgoing connections – just smiling and choosing.”
Part of their strategy consisted of sending free samples, allowing retailers to experience high -hand quality. This value of excellent will and credibility has enabled Nutrabolt to sell products by about 20% above typical category price points.
“The seller was naturally motivated to sell products that earned money, not those in which margins were competed by mass and online discount stores,” says Cunningham. “In our opinion, it was slim, offering a premium product and building a small but powerful team.”
Twenty years later, this strategy paid off – Nutrabolt is on the right track to the eclipse of $ 1 billion in 2025. awarded, Cunningham had help on the way, including one of the largest celebrities in the world.
HART firms
Kevin Hart’s journey to a healthy life began over ten years ago. At that point he worked all the time and realized that his whole success wouldn’t matter if he was not healthy enough to enjoy him.
Recognizing that he didn’t care about himself, he made a fitness priority. It wasn’t just about looking well – it was about well -being. He began working with Celebrity coach Boss Everline, an avid C4 energy consumer.
“He introduced me to their drinks and I immediately felt the difference,” says Hart. “I call it my” juice on go-go “because it closes me.”
As his Fitness Hart travels, he saw the opportunity to make more with C4. “I started talking to the team and general director, conducting real conversations about the brand, the future and how I can be more than a consumer,” he says.
“Everything clicked from there. It is greater than just support. I’m not just a fan anymore; I’m part of the family.”
As mega-customs at the intersection of sport and culture, the partnership of Hart with C4 and Nutrabolt seems organic. “I’ve always been a big fan of sport, so it was a natural fit,” says Hart.
“Regardless of whether I appear in the All-Star game, I watch my eagles win a super bowl, train like an athlete, or talking to garbage, it’s all 100% real. People combine with this because they see it authentic and I really love every minute.”
He introduces the same authenticity to the conference room, working with brands in accordance with his interests and way of pondering.
“It’s about making real movements in spaces that excite me,” he says. “Doss is the best of the best and we have built an amazing relationship. He understands the industry and has a clear vision of the future of the brand – in which I really believe.”