Podcast appearances and mentions of peter rahal

RXBAR co-founder Peter Rahal joins Guy on the Advice Line, where they answer questions from three early-stage founders about positioning new products in competitive markets. Plus, Peter's take on getting back in the game with his newest venture, David Protein. First we meet Kristi from Calgary, who's considering digital ads as her women's supplements brand maxes out on organic growth. Then Erik from Los Angeles, who's wondering if Amazon is a necessary channel for his exercise accessories. And April from New York, who's hoping to find the right messaging for her line of cocktail mixers.Thank you to the founders of Inner Wellth, SquatWedgiez, and Cheeky Cocktails for being a part of our show.If you'd like to be featured on a future Advice Line episode, leave us a one-minute message that tells us about your business and a specific question you'd like answered. Send a voice memo to hibt@id.wondery.com or call 1-800-433-1298.And be sure to listen to RXBAR's founding story as told by Peter in a special live episode of How I Built This from 2018.This episode was produced by Chris Maccini with music by Ramtin Arablouei. It was edited by John Isabella. Our audio engineer was Cena Loffredo.You can follow HIBT on X & Instagram and sign up for Guy's free newsletter at guyraz.com.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, we dive into the high-stakes world of entrepreneurship with David Protein Bar founders Peter Rahal and Zach Ranen. After Peter's groundbreaking success in building and selling RXBar for $600 million, he joins forces with Zach—an innovator with a knack for low-carb delights—to redefine the protein bar market. We explore their journeys from startup struggles to multi-million-dollar successes and uncover how they're planning to disrupt an industry ripe for innovation. Join us as we discuss the challenges, strategies, and visionary thinking behind crafting a bar that delivers 28 grams of protein in just 150 calories with zero sugar. Whether you're an entrepreneur, a nutrition enthusiast, or simply curious about the future of healthy snacking, this conversation is packed with insights on scaling businesses, seizing market opportunities, and turning bold ideas into industry dominance.

In this special edition of the podcast, we feature highlights from interviews with seven innovators, leaders and disruptors who joined us on the show during the second half of 2024. Our guests include Ben Goodwin and David Lester, the co-founders of Olipop; Poorvi Patodia, the founder and CEO of Biena; Charles Coristine, the CEO of LesserEvil; Peter Rahal, the co-founder of RXBAR & David; Olivia Ferdi, the co-Founder of Trip; and Justin Rosenberg, the founder and CEO of Honeygrow. Show notes: 0:32: Interview: Ben Goodwin & David Lester, Co-Founders, Olipop – Let's kick things off with Ben Goodwin and David Lester, the co-founders of leading better-for-you soda brand Olipop, In this clip, pulled from an episode published on August 20, Ben and David talk about why marketing doesn't lean heavily into the products' functionality. They also explain why its mission and economic outcome “will forever be entwined” and why hiring talented leaders at the strategic level is “beyond critical.” 11:44: Interview: Poorvi Patodia, Founder & CEO, Biena – Next up we have Poorvia Patodia, the founder and CEO of pioneering chickpea snack brand Biena. In a clip pulled from an episode featured on October 22, Poorvi discusses the “trifecta” of attributes that make for a great brand, how Biena incorporates long-term trends into its innovation strategy and how building to win means learning in small ways. 20:36: Interview: Charles Coristine, CEO, LesserEvil – Let's keep it going with Charles Coristine, the CEO of fast-growing better-for-you snack brand LesserEvil In this clip, from our episode published on July 30, Charles discusses the value of self-manufacturing for end consumers, why he advocates that founders be “super scrappy” and not over-hire, and his belief that being an entrepreneur is “a hero's journey.” 25:44: Interview: Peter Rahal, Co-Founder, RXBAR & David – Next we have Peter Rahal, the co-founder of groundbreaking protein bar brands RXBAR and David. In the following clip, pulled from an episode published on October 15, Peter talks about his obsessive work ethic and leadership style, how to create “the best business strategy” and what he means when he says that happiness is “irrelevant.” 31:29: Interview: Olivia Ferdi, Co-Founder, Trip – We continue with Olivia Ferdi, the co-founder of calming beverage platform Trip. In this clip, pulled from an episode aired on November 5, Olivia explains why she never did a market analysis prior to launching Trip and why being obsessed with the details from the outset gave the brand a foundation for rapid scale and success. 35:57: Interview: Justin Rosenberg, Founder & CEO, Honeygrow – Finally, we hear from Justin Rosenberg, the founder and CEO of Honeygrow, the innovative and rapidly growing fast-casual restaurant chain. In the following clip, pulled from an episode published on December 3, Justin talks about Honeygrow's focus on using “great” ingredients, “the common denominator” among its leadership team, and how consumer feedback influences menu decisions and new product development. Brands in this episode: Olipop, Biena, LesserEvil, RXBAR, David, Trip, Honeygrow

Peter Rahal's new David bar was designed for the Ozempic generation. A portrait of a hungry entrepreneur. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Episode Summary:   In this episode of the Fit2Fat2Fit Experience Podcast, Drew Manning interviews Zach Ranen, co-founder of David Protein, a revolutionary protein bar company. Zach shares his journey from working in finance to pursuing his passion for health, fitness, and nutrition. He dives into the innovative science behind David Protein Bars, which boast the highest protein-to-calorie ratio on the market. With flavors like Cake Batter and Chocolate Chip Cookie Dough, these bars are setting new standards in the industry. They also discuss Zach's collaboration with Peter Rahal, founder of RX Bar, and their shared vision for redefining processed foods. Tune in to discover the inspiring backstory, unique formulation process, and future plans for this groundbreaking product.       Conscious Fitness Retreats:   Join us for the next Conscious Fitness Retreat in February 2025! https://consciousfitnessretreat.com/   SHOW LINKS: • David Protein: https://davidprotein.com/  • 60 Day Keto Jumpstart: https://www.fit2fat2fitprograms.com/offers/ceeAnvjr/checkout • Fit2Fat2Fit Book: https://www.amazon.com/Fit2Fat2Fit-Unexpected-Lessons-Gaining-Purpose/dp/0062194216  • Keto School Program: https://schoolf2.fit2fat2fit.com/f2-web-keto-school • Complete Keto Book: https://www.amazon.com/Complete-Keto-Guide-Transforming-Your/dp/1401956262 • Complete Keto System: https://www.completeketoprogram.com/sales-page • Email Drew: info@fit2fat2fit.com   SHOW HIGHLIGHTS: 0:00-0:22 – Introduction by Drew Manning, host of the Fit2Fat2Fit Experience Podcast. 0:23-1:14 – Overview of David Protein Bars and their innovative protein-to-calorie ratio. 1:15-1:56 – The creation of David Protein Bars and how they differ from traditional bars. 2:11-3:19 – Announcement of Drew's upcoming Conscious Fitness Retreat in Hawaii (February 2025). 4:00-5:00 – Zach's introduction and journey from finance to health and nutrition. 5:01-8:04 – Zach's early career in finance and his pivot to opening a low-carb bakery. 8:05-9:04 – Challenges Zach faced with his bakery and how it shaped his future products. 9:05-12:05 – Meeting Peter Rahal and their decision to tackle the protein bar industry. 12:06-13:26 – Identifying gaps in the protein bar market and consumer behavior insights. 13:27-16:32 – Nutritional challenges of traditional protein bars and how David Protein Bars address them. 16:33-19:35 – Debunking common myths about diets like keto and the importance of caloric balance. 19:36-22:06 – Zach and Peter's complementary skill sets and their creative collaboration. 22:07-25:20 – Ingredient innovation in creating high-protein, low-calorie, palatable bars. 25:21-28:50 – The science behind protein quality (PDCAAS) and David's unique protein blend. 28:51-32:00 – The role of allulose and other low-calorie ingredients in the bar's formulation. 32:01-35:00 – Revolutionizing fat systems in protein bars to minimize calorie impact. 35:01-37:32 – The goal of redefining processed foods into healthier, functional options. 37:33-42:03 – The importance of textural contrast and how David Protein Bars enhance the eating experience. 42:04-46:36 – Zach's favorite flavors, product expansion plans, and market strategy. 46:37-48:44 – Where to find David Protein Bars and final remarks.     You can learn more about what I do on my website: https://fit2fat2fit.com   Listen to my podcast, The Fit2Fat2Fit Experience for more amazing content: Fit2Fat2Fit Experience   Follow me on Social!   • Instagram: @fit2fat2fit • Facebook: @fit2fat2fit • Twitter: @fit2fat2fit • TikTok: @fit2fat2fit

Episode 639: Sam Parr ( https://x.com/theSamParr ) and Shaan Puri ( https://x.com/ShaanVP ) talk to Peter Rahal ( https://x.com/peterrahal ) about starting RXBAR with $10K and selling it for $600M, business ideas he would chase today, plus why he's back with another bar.   — Show Notes:  (0:00) RX Bar's path to $600M (8:32) Branding to solve a problem (14:03) David Protein (16:22) Idea 1: Differentiated vasodilator (27:53) Idea 2: The coffee of sleep (32:28) Idea 3: Continuous Testosterone meter (36:58)Idea 4: New religion  (42:03) Why do this again? (45:28) How to survive the first year after exiting (53:03) How big is David going to get? (56:18) Remote v in-office — Links: • RXBAR - https://www.rxbar.com/ • SCOTT & VICTOR - https://scottandvictor.com/  • David's Protein - https://davidprotein.com/ • Lucy - https://lucy.co/  • Moonbrew - https://moonbrew.co/  • Levels - https://www.levels.com/  — Check Out Shaan's Stuff: Need to hire? You should use the same service Shaan uses to hire developers, designers, & Virtual Assistants → it's called Shepherd (tell ‘em Shaan sent you): https://bit.ly/SupportShepherd — Check Out Sam's Stuff: • Hampton - https://www.joinhampton.com/ • Ideation Bootcamp - https://www.ideationbootcamp.co/ • Copy That - https://copythat.com • Hampton Wealth Survey - https://joinhampton.com/wealth • Sam's List - http://samslist.co/ My First Million is a HubSpot Original Podcast // Brought to you by The HubSpot Podcast Network // Production by Arie Desormeaux // Editing by Ezra Bakker Trupiano

How do you top a $600 million exit? If you're Peter Rahal, you aim for one that's four times bigger. Anything less, he says, would be a failure.  Peter is one of the co-founders of RXBAR, a platform brand of clean ingredient protein snacks created in 2013. Four years after the brand's debut, it was acquired by Kellogg for the aforementioned nine figure sum. Earlier this year, Peter launched David, which is positioned as “a rigorously perfected protein bar.” Each bar contains 28g protein, 150 calories, and 0g sugar and is described as containing the most protein per calorie of any brand in the bar category. The products are sold direct-to-consumer for $15 for a 4-pack of each flavor, which include Blueberry Pie, Chocolate Chip Cookie Dough, Double Fudge Brownie, and Cake Batter. In August the company announced a $10 million seed funding round, led by Peter and includinged Valor Siren Ventures along with longevity expert and bestselling author Dr. Peter Attia and Stanford neuroscientist and podcast host Andrew Huberman.  In an interview framed as a series of true or false questions, Peter discusses his obsessive work ethic and leadership style and reflects on the business strategy and decisions that helped RXBAR scale rapidly, including the impact of investing in high quality packaging design and customer service. He talks about how to create “the best business strategy” and what he means when he says that happiness is “irrelevant.” Show notes: 0:35: Peter Rahal, Co-Founder, RXBAR & David – Peter explains why, despite having an introverted personality, he tries to be visible and accessible as a founder, whether he's become comfortable with success and why he doesn't necessarily believe that RXBAR's success has to do with time and place. He also discusses his disdain for vacations, why he's a proponent of “servant leadership,” why great packaging is the best form of marketing and why investment in customer service will always pay off. Peter also talks about why founders should strive to create accessible and affordable food and why they have to place a target on the bestselling brand in their brand's category and why his investment strategy hinges on a founder's tenacity and mindset. Brands in this episode: RXBAR, David

With Taste Radio's London meetups on the horizon, the hosts have their say on trendy brands, new products and the coming crush of seasonal LTOs. They share their respective takes on David, the high-profile protein bar brand launched by RXBAR co-founder Peter Rahal and whether decaf coffee is about to take off. They also get giddy about green cocktails and a record-breaking advent calendar. Show notes: 0:25: A “Man Cold”? An English Itinerary. Let's Eat David. Welcome Back, Pop. TUR-meric. Jacqui's X-Mas Gift. – John is recovering from a sniffle, but still well enough to take a cross-country day trip. Ray gives a rundown of the hosts' London plans. The Newton crew samples David bars and everyone weighs in on the brand's positioning and potential. Ray congratulates an industry veteran on a “perfect” gig before Mike talks about a turmeric-centric beverage brand and its upcoming package refresh. Jacqui digs on caffeine-free coffee and coffee alternatives and John breaks out an unusual RTD cocktail, while Ray praises Straightaway Cocktails' latest opus. Brands in this episode: Lucky Saint, Trip, Dash, Doughlicious, David, RXBAR, Lemon Perfect, Vita Coco, Jagermeister, Red Bull, Golden Tiger, BodyArmor, Celsius, Olipop, Mud/Wtr, Ryze, Cuppa, Explorer Cold Brew, Gardenista, Nurri, Fancypants, Straightaway Cocktails

Peter Rahal was the cofounder of RXBAR, the protein brand that sold to Kellogg for $600 million in 2017. He is now creating his next big venture - David "The most effective portable protein on this planet." David: https://davidprotein.com/ Instagram: https://www.instagram.com/davidprotein Peter Instagram: https://www.instagram.com/peterrahal?utm_source=ig_web_button_share_sheet&igsh=ZDNlZDc0MzIxNw== Peter LinkedIn: https://www.linkedin.com/in/peter-rahal-037bba43/ ----------- The Shane White Show is now proudly brought you by ROUTINE! Head over to yourroutine.com and try their newest product "Morning Routine". Use code "ShaneWhite30" at checkout for 30% off your first order! Today's episode is brought to you by NeuRoast - Mushroom Coffee! Use Code "ShaneWhite" for 30% off your order from Neuroast.com Sponsor Links: Routine - http://yourroutine.com NeuRoast - https://www.neuroast.com/ ---------- Helpful Links: Instagram:  @shane.m.white Tik Tok: @shane.m.white NoBul Partners: https://nobulpartners.com/

Because I cut my teeth in what most call the “Barnum & Baily Circus” side of ingestible CPG (aka the sports nutrition niche of the supplement industry), I'm very used to founders making “big things coming” proclamations. But that being said, I'm struggling to remember the last time I've felt this much pre-launch wonder/intrigue around a functional CPG product…with many competitors, retailers, and industry colleagues, reaching out to get my thoughts on David protein bars. Some of this could be attributed to that half-year “hype cycle” leaving many to wonder about the product details, but also that this is the categorical “second act” for Peter Rahal…who previously founded RXBAR, that exited to Kellogg's in less than five years for $600 million in 2017. But beyond talking through some of the most interesting moments of that RXBAR wild ride, Peter and I discuss some of the strategic lessons from that successful first “protein bar venture” that became iterative direct applications within the conceptualization of David. Moreover, we talk through how watching the protein bar market staleness of the last handful of years helped reignite that entrepreneurial spark (after trying his hand at being a venture capitalist). Also, Peter and I cover the new strategic approach at David…including which “drivers of demand” are most important, the remix inspiration for its visual identity, and the brand's bold long-term strategic narrative. But these are just some of the interesting topics we chatted about in this episode... FOLLOW ME ON MY SOCIAL MEDIA ACCOUNTS ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LINKEDIN⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YOUTUBE⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TWITTER⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠INSTAGRAM⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠FACEBOOK⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ --- Support this podcast: https://podcasters.spotify.com/pod/show/joshua-schall/support

Joe and Will sit down with Peter Rahal, co-founder of RXBAR, to delve into his journey from a challenging school experience to creating one of the most iconic protein bars on the market. Peter shares how early adversity shaped his relentless drive, the innovative approach behind RXBAR's success, and the pivotal moments that led to a $600 million exit to Kellogg's. Tune in to hear valuable insights on product development, navigating the nutrition bar market, and the importance of embracing failure.Chapters:[00:00:00] Peter Rahal's early challenges[00:03:00] Harnessing adversity[00:08:00] The origin of RXBAR[00:14:00] The importance of product iteration[00:23:00] Scaling without external funding[00:32:00] The legendary rebranding of RXBAR[00:45:00] The decision to sell[01:00:00] Launching David[01:12:00] Rapid fireABOUT THE HOSTS:Will Nitze is the Founder & CEO at IQBAR - America's leading "brain + body" nutrition startup. With minimal funding, Will has taken IQBAR from zero locations and zero in revenue in 2018 to 10,000+ doors and a projected $50 million in sales in 2024.Joe Lemay founded Rocketbook with business partner Jake Epstein. After being featured on “Shark Tank”, where the sharks passed on a chance to invest – Joe would go on to grow Rocketbook and sell it to BIC for 40 million dollars just three years later.Connect with Peter:Website: https://davidprotein.com/Instagram: https://www.instagram.com/peterrahal/?hl=enLinkedIn: https://www.linkedin.com/in/peter-rahal-037bba43/

Jason Fried is the co-founder and CEO of 37signals, the maker of Basecamp and HEY. 37signals is a very different kind of company. With fewer than 80 employees, they have over 100,000 customers, generate tens of millions of dollars in profit each year, and have no investors, board, or any plans to ever raise money or sell the company. In our conversation, we explore a path many tech founders never consider—bootstrapping. We discuss:• Why he and his team prioritize profit above all else• The unexpected challenges with raising venture capital• The “Shape Up” framework for building products• Why, and how, to foster a gut-driven culture• Jason's thoughts on why work should not feel like war• Advice for starting a bootstrapped business• The philosophy behind Once, 37signals's new line of software products—Brought to you by Coda—Meet the evolution of docs | Sidebar—Accelerate your career by surrounding yourself with extraordinary peers | Wix Studio—The web creation platform built for agencies—Find the full transcript at: https://www.lennyspodcast.com/jason-fried-challenges-your-thinking-on-fundraising-goals-growth-and-more/#transcript—Where to find Jason Fried:• X: https://twitter.com/jasonfried• LinkedIn: https://www.linkedin.com/in/jason-fried/• Email: jason@hey.com—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Jason's background(03:49) The success of 37signals(06:46) When raising money makes sense(09:58) The power of small teams(13:55) Defining success and goals(17:08) Playing “infinite games” in life(20:11) Starting a business vs. staying in business(22:13) Lessons from 25 years in business(27:28) Venture scale vs. bootstrapping(30:30) Choosing the right path for your business(33:19) The “Shape Up” framework(37:59) The drawback of promises(39:56) Adopting a new way of working(41:36) The two-week cooldown(43:53) Trusting intuition and gut(46:41) Creating a gut-driven culture(49:44) What Jason looks for in new hires(56:19) Advice on making changes and adapting(01:00:06) What Jason has changed his mind about(01:02:33) Planning in 6-week stretches and figuring it out as you go(01:06:43) Being proud of the work you do(01:09:05) Jason's thoughts on why work should not feel like war(01:11:31) Advice for starting a bootstrapped business(01:14:33) You must be at peace with the worst that can happen(01:15:42) The benefits of bootstrapping(01:19:11) The value of constraints in business(01:22:00) Jason's philosophy: “Just keep making great s**t”(01:23:19) Once, 37signals's new line of software products(01:26:33) The philosophy behind Once(01:35:47) Closing thoughts(01:37:23) Lightning round—Referenced:• 37 Signals: https://www.smartsheet.com/• Basecamp: https://basecamp.com/• Finite and Infinite Games: https://www.amazon.com/Finite-Infinite-Games-James-Carse/dp/1476731713/• Ingram Micro: https://www.ingrammicro.com/• Once: https://once.com/• Basecamp's Shape Up framework: https://basecamp.com/shapeup• Hill charts: https://basecamp.com/features/hill-charts• Jason Fried's quote about long-term business planning: https://medium.com/@farkhan569/unless-you-are-a-fortune-teller-long-term-business-planning-is-a-fantasy-jason-fried-quote-a69e8778e9c4• Brian Chesky's new playbook: https://www.lennyspodcast.com/brian-cheskys-new-playbook/• Matt Mullenweg on X: https://twitter.com/photomatt• Leo Polovets on X: https://twitter.com/lpolovets• HEY: https://www.hey.com/• Redefining success, money, and belonging | Paul Millerd (The Pathless Path): https://www.lennyspodcast.com/redefining-success-money-and-belonging-paul-millerd-the-pathless-path/• It Doesn't Have to Be Crazy at Work: https://www.amazon.com/Doesnt-Have-Be-Crazy-Work/dp/0062874780• Squarespace: https://www.squarespace.com/• Stoic negative visualization: https://dailystoic.com/premortem/• Linear: https://linear.app/• Peter Rahal on LinkedIn: https://www.linkedin.com/in/peter-rahal-037bba43/• RXBAR: https://www.rxbar.com/en_US/home.html• Jason's LinkedIn post: https://www.linkedin.com/posts/jason-fried_just-keep-making-great-s**t-keep-your-costs-activity-7130978623523614720-VBGX/?trk=public_profile• Several Short Sentences About Writing: https://www.amazon.com/Several-Short-Sentences-About-Writing/dp/0307279413• Hell Yeah or No: What's Worth Doing: https://www.amazon.com/Hell-Yeah-No-whats-worth/dp/1988575117/• Home-Made: Contemporary Russian Folk Artifacts: https://www.amazon.com/Home-Made-Contemporary-Russian-Folk-Artifacts/dp/0955006139• Oppenheimer: https://www.oppenheimermovie.com/• Tom Petty's “Crawling Back to You” on Spotify: https://open.spotify.com/track/1JenqZNMU6unIwVWmoP3J0• Poor Charlie's Almanack: The Essential Wit and Wisdom of Charles T. Munger: https://press.stripe.com/poor-charlies-almanack—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

CrossFit and paleo diets lead to the creation of RX Bars. Starting with only $10K, they sold for over $600M. Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not so secret techniques that took famous businesses from mom and pop to major brands. Steven Semple is a marketing consultant, story collector, and storyteller. I'm Steven's sidekick and business partner, Dave Young. Before we get into today's episode word from our sponsor, which is... Well it's us, but we're highlighting ads we've written and produced for our clients, so here's one of those. [BWS Plumbing, Heating & Air Conditioning Ad] Dave Young: Welcome to the Empire Builders Podcast. Dave young here, along with Steven Semple. And Steven, as our listeners may know, we record these in, well, I don't know if they know it or not. We don't sit down once a week and record, we'll record three or four episodes in a row. And we just got done talking about cookies. And now we're talking about another edible product called RXBars. And I'm starting to get hungry. Stephen Semple: So it's going to be an early lunch for you. Is that what we're saying? Dave Young: It might be an early lunch. Yeah. Yeah. So I've seen RXBars. I see them in stores. Wherever your favorite bars are sold, you're going to find these RXBars. What is the story behind the RX brand of bars? Stephen Semple: Well, it's a pretty interesting story. So RX, which is the letter R, the letter X, Bars, they're Dave Young: Prescription like. Stephen Semple: Yeah. Yeah, that's interesting. I hadn't even put that together. So yeah, like prescription, and they're these little energy bars. The business was founded by Peter Rahal and Jared Smith in 2012 in Chicago, and they started with really no money. They invested a few thousand dollars each and no experience. They had no experience manufacturing food. And in 2017, five years after starting, they sold to Kellogg's for $600 million. Dave Young: $600 million. Stephen Semple: $600 million five years after starting. Have I got your attention? Dave Young: What a happy day for those guys. Stephen Semple: Yeah. Yeah. When you look at energy bars, it's also a crazy, crowded space. Go on Amazon. Dave Young: They're everywhere. Stephen Semple: They are everywhere. It seems like there's new ones all the time. So it wasn't like energy bars was like this new thing where there were... No, it was a really, really crowded space. And again, they did this with little money and even less experience. And Peter is an interesting guy. He really struggled as a student and really struggled in business. He's dyslexic, and he was a D student, And he talks about how he worked really hard to get a D. And he found work very hard. And what people don't realize, especially people with severe dyslexia, linear activities are really hard to do. And basically, pretty much every entry-level job is hard. And I heard an interview with him talking about how hard it was to actually even fill out and handle a checkbook because it's this linear activity and anything that's linear is really, really hard. So he even had a really difficult time getting into college. Stephen Semple: Now, his father was in the food business. They had a family wholesaling business, and the initial plan was for Peter to enter the family business. And he started off doing an internship at a food processing plant, Mondie Foods in Belgium. He did that for about a year, and it really didn't work out all that well. And then he went to Lebanon for a time because that was the family heritage, and he wanted to learn more about the family heritage. And when he returned to the US, he learned that the family really didn't want him working in the family business. He really was not cut out for it. Food wholesaling is a very linear business. As he describes it, failing was not foreign to him because of all the struggles h...

Hey, have you subscribed to the bookmark newsletter? A fortnightly email with book reviews and ideas of what you should be reading next. Click here to subscribe.   About the author Guy Raz is an independent producer who has been described by the New York Times as “one of the most popular podcasters in history.” He's the founder and CEO of Built-It Productions and the creator and the creative force behind How I Built This. He's also the former host and co-creator of TED Radio Hour. Guy is also the co-founder of Tinkercast, a children's media company that produces audio podcasts and educational content for kids. Guy co-created and hosts one of those programs, Wow in the World — the number one kids podcast in English. Together, Guy's programs are heard by nearly 19 million listeners a month. Source: https://www.npr.org/people/6597623/guy-raz About the book Based on the highly acclaimed NPR podcast, How I Built This with Guy Raz, this book offers priceless insights and inspiration from the world's top entrepreneurs on how to start, launch, and build a successful venture. Great ideas often come from a simple spark: A soccer player on the New Zealand national team notices all the unused wool his country produces and figures out a way to turn them into shoes (Allbirds). A former Buddhist monk decides the very best way to spread his mindfulness teachings is by launching an app (Headspace). A sandwich cart vendor finds a way to reuse leftover pita bread and turns it into a multimillion-dollar business (Stacy's Pita Chips).   Award-winning journalist and NPR host Guy Raz has interviewed more than 200 highly successful entrepreneurs to uncover amazing true stories like these. In How I Built This, he shares tips for every entrepreneur's journey: from the early days of formulating your idea, to raising money and recruiting employees, to fending off competitors, to finally paying yourself a real salary. This is a must-read for anyone who has ever dreamed of starting their own business or wondered how trailblazing entrepreneurs made their own dreams a reality. Source: amazon.com  Big idea #1 — Dangerous or just scary? Despite the amazing stories of growth and entrepreneurship in the book, it's important to see the underlying theme of calculated risk in many of the stories. Very few of the founders went into create the mega brands that they ended up creating. They started with an idea, they started with an audience and they developed, tested and created. They created a following and then they made steps to growth gradually. Of course there's always exceptions; the people who do make the big, risky leaps. But many of the big leaps in the book are made with a “fully packed parachute”. There's some risk mitigation that has happened. Some people stayed in that full-time or part-time jobs for a long time after the company was successful. They use their own money rather than borrowing. They started and stayed small until growth sustained their next step; the next product line, the next city, or the next bricks and mortar outlet. Now, of course, there's always a point where there is an element of risk. And for every Lisa Price (Carol's Daughter founder) who grew slow and steadily, there's the Airbnb co-founders sat in their tiny apartment eating noodles every night for dinner. But really, they're all human, just like you and me. They're all just normal people who created something and they've all just approached it in a different way. Similarly, they all come from different backgrounds, different upbringings, different levels of luck and privilege and being in the right place and the right time, and have things going for them and others against them. But ultimately, it comes down to this:Failing is scary. Wasting your life is dangerous. Big idea #2 — Find a friend Many of the entrepreneurs in the book found a business partner pretty quickly, if they didn't start with one. This allowed them to spread their particular skills, and tackle different parts of the business. In many cases, someone was the maker and someone else was the marketer. But there was a bit of a recurring theme about the impact on a relationship that a starting a business can have. Steve Huffman and Alexis Ohani, co-founders of Reddit, had been through a hell of a lot by the time they exited after selling to Condé Nast. And by that point, there wasn't actually much of a business partnership or a friendship left. They hadn't had the hard conversations. They didn't set boundaries, discuss roles, and set have the hard talks around decisions. Similarly, Adam and Eric, co-founders of the household cleaning products brand Method, bought totally different skills and styles. One of them was the scientist, the other was the product designer, but they didn't always approach or appreciate each other's differences, or see the differences as strengths. After several years, these differences became a point of tension rather than a point of strength. There are heaps of similar stories in the book from couples who started businesses whose relationship then broke down, friends who started businesses but left the business no longer on talking terms.The similarity is that they grew a business together, but in building the business, they forgot to grow their relationship or friendship along the way. Some of them specifically said that looking back they could see it happening They stopped hanging out, they stopped talking, they stopped having fun together, and all the things that made the relationship work initially and in the early days or before starting the business just stopped happening.  Big idea #3 — The side door There's lots of information in this book about different funding options for a startup, from credit cards to venture capital. But this is really the mechanics of business/startups, which is worth reading if you're interested in those areas. But the one area I did want to call out is this one around going in through the side door. There's this chapter specifically dedicated to this, but also you see this theme coming up a few times in the founders stories. Ultimately, the front door is often very crowded, with your competition, gatekeepers, and also with very high barriers. And even in 2021, for some people, unfortunately, the barriers are still even higher. So often, the side door is actually bigger, less guarded and just generally less crowded. One of the side door examples in the book was Peter Rahal, the founder of RX Bars, a paleo energy bar. When Peter started the business he went into Wholefoods (the holy grail of where to sell such a product) and saw box after box, and bar after bar of similar products. The competition was huge and getting a conversation with a buyer from Wholefoods about yet another another sports bar or another energy bar was just going to be impossible. So instead, he thought about who he was really making the product for. And it was people like him; CrossFitters who eat in a paleo way. So that's how he went on to sell directly into CrossFit gyms/boxes. In this environment he was the only product being sold (so zero competition), and given he was a small business, this niche market was big enough to sustain his business. Plus, these were his people; he understood them and they understood what he was selling. Peter ultimately sold to Kellogg's for $600 million, which goes to show that starting small does not need to mean you stay small. Side doors could include things like how you position your product, who you sell through, the product itself, or access to funding. There's plenty of different ways to think about the side door, but the important thing is that you do think about the side door. Let's connect LinkedIn Instagram   See omnystudio.com/listener for privacy information.

Peter Rahal co-founded RXBar inside of a Chicago CrossFit gym, eventually selling to Kelloggs. He joins us to talk about the original vision of the business, the power of dyslexia, building culture, and the messy process of figuring out what's next.Find us on Social: Ben | PatrickCheck out Peter's investments hereAbout the ShowChasing Excellence is dedicated to dissecting what it means to live a life of excellence, inside the gym and out. New episodes every Tuesday.About BenBen Bergeron is a best-selling author, coach to 7 CrossFit Games champions, and founder of CFNE and CompTrain.About PatrickPatrick Cummings is a long-time CrossFitter, podcaster, and brand coach to gym owners & entrepreneurs.

bengreenfieldfitness.com/psychedelics My guest on today's show, Dr. Matthew W. Johnson, Ph.D., is a professor of psychiatry and behavioral sciences at Johns Hopkins University.     He also happens to be one of the world’s most published scientists on the topic of the effects of psychedelics on humans and has conducted seminal research on the behavioral economics of drug use, addiction, and risk behavior.       The  will help provide the funds—$30 million total—needed to complete the studies required for FDA approval of MDMA-assisted psychotherapy for PTSD. MAPS has already raised $10 million. If another $10 million are raised by September 10th, this will unlock a $10 million challenge pledge that Tim Ferriss has helped put together, alongside PSFC. Half of the pledge comes from the  (), and the rest is split equally between Tim; James Bailey from Bail Capital; Peter Rahal, the founder of RXBAR (); Blake Mycoskie, the founder of TOMS (); and an anonymous donor. This challenge pledge is all or nothing. If MAPS fails to raise $10 million by September 10th, they do not receive the $10 million challenge pledge. There is no partial credit, and there is a real urgency. This $10M challenge pledge was announced in , the founder of . Every dollar matters, so if the spirit moves you, please consider giving what you can . If you can contribute $100,000 or more over two years, please get in touch with Rick and his team by emailing .         In this conversation with Dr. Matt Johnson, you'll discover:         -The major announcement made at Johns Hopkins regarding psychedelic research...14:15           -How to explain the efficacy of psychedelics to "healthy normal" people...19:00               -The gold standard on microdosing for enhanced productivity...23:05               -Matt's response to the suggestion that he's just in it for the drugs...32:40                 -How psychedelics are used to treat addiction to tobacco...38:35               -How to handle participants who experience anxiety during the session...53:07               -The dark side of MDMA and other psychedelics...1:04:30               Episode sponsors: Kion Aminos, Organifi Gold, Joovv, Water and Wellness         bengreenfieldfitness.com/psychedelics

Finally, peace and quiet! I’m home alone, in my robe with my favorite beverage... coffee. I read a great article on the medium app called “what really happens when you become an overnight millionaire” by Stephanie Clifford (Sorry Stephanie, I misquoted you on this episode. I gave credit to your photographer for writing your article. My bad). This is a story about the founder of RX bars, Peter Rahal. It shed some light on something I fantasize about often, having a lot of money, and the reality of, having a lot of money. I often think that outside things are going to change the way I feel inside. Logically, I know this is not true however, I do it all the time. I think if I had enough money, all my problems would go away. Yet, I equally fantasize about giving all the money away, spending it on dumb shiz and digging myself into debt! Ultimately, the feelings this drums up for me is what’s at the root of everything, self-worth, insecurity and fear. If I do not address these feelings on a regular basis, nothing I change on the outside will fix me or how I feel. And even it does for a bit, “that feeling” will not last for any significant period of time. The other thing I cover is, a few thoughts on making it cool to have a counselor, life coach, therapist or mentor that you use to be better and do better. If you have any questions or would like me to cover a particular topic, drop me a comment or send me an email at k.preston.moore@gmail.com.

RXBAR was started in 2013 by co-founders (and friends), Peter Rahal and Jared Smith. They were looking for a “clean” protein bar that fit their CrossFit lifestyle. When they couldn’t find it, they created one in their kitchen.  On today’s podcast episode, you’ll hear from the RXBAR President, Jim Murray. He discusses how the company’s culture and being nimble, innovative, and simple are some of their keys to success. He shares more about how RXBAR has expanded into new categories (nut butters, kid snacks, and oats), and how, as a company, they have been committed to understanding customer feedback from the beginning. Jim gives his best advice for entrepreneurs and shares his food industry vision. Show Resources: Discover RXBAR products HERE. FOLLOW RXBAR on Instagram. Like RXBAR on Facebook HERE. FOLLOW RXBAR on Twitter. Discover DELIGHTED BY Desserts ​HERE. FOLLOW​ DELIGHTED BY Desserts.  

Huron founder and CEO Matt Mullenax is hoping to build a big business around body wash. “For us, the broader mission is A+ personal care for guys everywhere — not just guys in New York or guys in the Bay Area or guys in Los Angeles,” he said. The startup has raised $1 million in seed funding from RXBAR founders Peter Rahal and Jared Smith, CXT Investments, and Lean Luxe founder M. Paul Munford.

This episode features one of America’s most profound entrepreneurs of the past decade, Peter Rahal. Peter founded RxBar, an iconic protein bar known for its delicious, organic ingredients and sleek, eye-catching packaging. RxBar is recognized as one of the fastest growing snack brands to date. Listen as Jeff and Peter deep dive into how his homemade snack and brand footprint caught the attention of one of the largest snack manufacturers in the world. Learn more about your ad-choices at https://news.iheart.com/podcast-advertisers

Peter Rahal is the cofounder and founding CEO of RXBAR. He bootstrapped the company from 0 to hundreds of millions in revenue and hundreds of employees only taking a loan from his father. Rahal sold the company five years later to Kellogg for $600 million.

Peter Rahal is the cofounder and founding CEO of RXBAR. He bootstrapped the company from 0 to hundreds of millions in revenue and hundreds of employees only taking a loan from his father. Rahal sold the company five years later to Kellogg for $600 million.

Peter Rahal, co-founder of RXBAR tells us how the nutrition bar made its swift ascent from idea to a brand so appealing that Kellogg had to buy it for $600 million four years later. Continue reading →

In 2013, Peter Rahal was obsessed with CrossFit, but noticed it didn't sell any snacks to align with its pro-paleo philosophy. So instead of joining his family's business, Rahal Foods, he recruited his friend Jared Smith to start making their own protein bar. They made the first RXBAR in a Cuisinart in Peter's parents' home in suburban Chicago. By 2016, RXBAR was doing over $36 million in sales, and in November 2017, the founders sold the company to Kellogg's for $600 million. Recorded live in Chicago.

Nothing says 4th of July like BBQ, fireworks and a special edition of Taste Radio. In this episode we highlight the insights and business lessons from four remarkable leaders who joined us on the podcast in the first half of 2018:JUST founder and CEO Josh Tetrick offered his take on systemic problems within the current food system and the singular operating principle that drives JUST’s mission. REBBL CEO Sheryl O’Loughlin spoke about the role of empathy and compassion in building successful teams and relationships, and why expressing vulnerability is a critical component of leadership. We also listened as Jagermeister CEO Jeff Popkin explained the importance of being authentic and transparent with consumers, and RXBAR co-founder and CEO Peter Rahal discussed the steps leading up to a major turning point for the brand -- one that is often credited for its remarkable success. Show notes: 2:11: You’ve Got Mail -- The hosts respond to emails sent in by Taste Radio listeners and answer questions about upcycling food waste and working with manufacturing/co-packing partners. 9:50: Josh Tetrick, Founder/CEO, JUST -- Formerly known as Hampton Creek, JUST merges biotechnology and plant-based ingredients to create environmentally friendly foods, and is best known for its vegan mayo and cookie dough. The company recently introduced a vegan scrambled egg product and is currently working on lab-grown and plant-based meat. Tetrick originally joined us in Episode 95. 20:18: Sheryl O'Loughlin, CEO, REBBL -- Throughout her 25-year career as an entrepreneur and executive, O'Loughlin has been known a passionate leader with a deep commitment to social responsibility. Prior to joining REBBL, she led Clif Bar as its CEO for nearly 10 years and later co-founded and helmed organic baby food company Plum Organics. O'Loughlin was originally featured in Episode 97. 30:35: Jeff Popkin, CEO, Mast-Jagermeister -- With over two decades of experience in the beverage business, Popkin has been at the forefront of several emerging drink trends having held key leadership roles at Red Bull and Vita Coco. Popkin, who was originally featured in Episode 102, is currently the CEO of Mast-Jaegermeister U.S. 35:52: Peter Rahal, Co-Founder/CEO, RXBAR -- Launched in 2013, RxBar quickly became one of the fastest growing nutrition bar brands in the US, with net sales of approximately $120 million in 2017. RXBAR was famously acquire last year by the Kellogg Co. for $600 million. Rahal originally joined us in Episode 109. Brands in this episode: WTRMLN WTR, Misfit Juicery, JUST, REBBL, Clif Bar, Plum Organics, Jagermeister, Red Bull, Vita Coco, RXBAR

Here’s a hypothetical question: What if we were to tell you that one could start a food company and in less than five years sell it for $600 million? Would that be something you’d be interested in? (That was a rhetorical question.) As unlikely as it sounds, that’s exactly what happened to Peter Rahal, the co-founder and CEO of RXBAR. Launched in 2013, RXBAR, which markets clean label protein bars, quickly became one of the fastest growing snack brands in the U.S. The company had net sales of approximately $120 million in 2017 and in October was acquired by the Kellogg Company for the aforementioned $600 million. We recently sat down with Rahal to discuss the incredible growth of RXBAR, including the decision that sparked a major turning point for the brand, and how being “miserably uncomfortable for the past five years” has helped him grow as a leader. Here’s another hypothetical question: what if you could buy a countertop appliance that would enable you to make RXBARs at home? How about one that could make your favorite style of beer? Well, you’re in luck! That’s if you want the magic beer machine, not the protein bar one; that doesn’t exist…. yet. Founded in 2010, PicoBrew is a fast-growing maker of automatic brewing appliances designed for small craft beer producers and homebrewers. Co-founder and CEO Bill Mitchell joined us for an interview about how the appliances are disrupting the beer industry’s traditional three-tier system, the company’s long-term vision is and how he expects it to evolve and expand into other beverage categories. Now, how about a snack with that homebrewed beverage? Consider AvoLuv, a new brand of chips made from avocados. Founder and CEO Eric Healy spoke with us about the development and business strategy behind AvoLuv and what he’s looking for from investors -- all included in the latest edition of Elevator Talk. Show notes: 2:35: Trendspotting In South America -- Project NOSH editor Carol Ortenberg recently returned from a trip to Chile and Argentina and shared her thoughts on food culture, interesting ingredients, and novel brands in the two countries. The hosts also chat about recent visits to BevNET HQ from the founders of Ruby Rockets and Nitro Beverage Co. and encourage other brand owners to make a trip to see us. 9:58: Interview: Peter Rahal, Co-Founder/CEO, RXBAR -- Six months after the sale of RXBAR, Peter Rahal spoke with Project NOSH editor Carol Ortenberg about the launch and rapid development of the company. Among topics of discussion: how Rahal, a self-described introvert, was forced into uncomfortable situations that eventually made him a better leader; how the brand’s revamp was a “leap of faith” and why Rahal believed that the company “couldn’t play the same game, from a design perspective, as everyone else,” and “needed to take a risk.” 39:13: Interview: Bill Mitchell, Co-Founder/CEO, PicoBrew -- In its eight years on the market, PicoBrew has has attracted significant interest from consumers, professional brewers and investors, having raised $20 million from 50 funding partners, including Zx Ventures, the global incubation arm of Anheuser-Busch InBev. Mitchell sat down with Brewbound editor Chris Furnari and discussed the company’s origins and business strategy, including how it plans to disrupt the market for hyperlocal craft beer. 1:04:39: Elevator Talk: Eric Healy, Founder/CEO, AvoLuv -- We met Eric Healy at Natural Products Expo West 2018, where the founder and CEO spoke with us about his avocado-based snack brand AvoLuv and the innovation behind its unique products. Brands in this episode: The Not Company, RxBar, Coronado Brewing Co., Rogue Ales, Avoluv

(This episode has some explicit language)   Peter Rahal, co-founder and CEO of RXBAR, didn’t set out to build a multi-million-dollar company. But he had goals, both large and small. Practically speaking, he wanted a clean, healthy protein bar to fuel his workouts. On a bigger scale, he sought freedom and fulfillment. “Prior to working at RXBAR, I'd always had a normal job. I felt really handcuffed and I wasn't in a position to be successful,” Rahal told me on this week’s episode of #WeGotGoals. “And so a goal for me early on was always to really flourish and have freedom and achieve success for myself.” Those dual quests took him and co-founder Jared Smith farther than they could have imagined. In 2012, they began pressing dates, almonds, and egg whites into bars in Rahal’s parents’ basement. From the beginning, they established high standards and lofty values. The product had to be excellent. The process, collaborative. And even as they glimpsed glimmers of progress, they stayed humble, knowing they didn’t have all the answers. Those years weren’t easy. In fact, the pair suffered. “It was miserable,” he says, “pressing bars with your thumbs in your parents’ basement when you’re 26 and while your friends are doing great things and having dinner in the city.” But Rahal likens the experience to a grueling fitness routine. “The hardest workouts are where you stimulate the most growth from,” he says. “And work is the same thing. The most discomfort you have, the harder it is, the more you grow.” And grow they did. Rahal remembers telling Smith early on that if they did things right, this could be a $10 million business. Last year, Kellogg bought RXBAR—which now sells 120 million bars per year—for $600 million. Rahal and Smith stayed on to lead what is now a standalone unit in the larger company, a critical component of the deal, he says. “We were looking for the right muscle, and to protect our people and our culture. So those are kind of two objectives or goals that we were looking for in a partner. Kellogg fit that perfectly and now we have resources to continue to achieve our business objectives.” Armed with Kellogg’s expertise in areas like international distribution, contract negotiation, and performance management, RXBAR will continue its ambitious quest to transform the way food is made and delivered. That starts with shifting the corporate approach, Rahal says. Even big companies can innovate and relentlessly drive to improve. Employees who are valued and respected can truly achieve their potential. Systems codify these values, ensuring businesses continue to serve the right people in the right way. For those of us not in the food industry, who just buy bars at the store or the gym—we’ll see the results on the shelves: “More access to food that’s better for you, that's delicious, that saves you time and that you can trust,” he says. And of course, as the RXBAR package famously proclaims, “No B.S.” And is Rahal now free? Well, yes and no, he says—in fact, he’s not quite sure of the answer. What he does know is that he’s found a deeper satisfaction and a whole new set of priorities, ones he feels he can pursue to truly leave a legacy. Listen to this week’s episode to hear more about what freedom means to Rahal, the reason his partnership with Smith works, and a little bit—but not TOO much—about what it takes to get hired as part of the RXBAR team. If you like what you hear, subscribe where ever you get your podcasts and leave us a rating or a review on Apple Podcasts. And if this post or anything else we’ve created impacted your life, please support our Kickstarter. --- Transcript: JAC: Hey, goal getters, it's Jeana Anderson Cohen from aSweatlife.com, and if you've been listening to #WeGotGoals over the last month, you know that we've been running our Kickstarter. And right now we have just five days to fund our big dream for $20,000 to help grow our ambassadorship to reach women across the country. We’re helping them set big, hairy audacious goals and form a network to achieve them. If you want to help out, check the link in our show notes or go to aSweatLife.com. Here's the episode. JAC: Welcome to #WeGot Goals, a podcast by aSweatlife.com on which we talk to high achievers about their goals. I'm Jeana Anderson Cohen; with me, I have Cindy Kuzma and Kristen Geil. CK: Good morning, Jeana. KG: Hi Jeana. JAC. Hi Ladies. So Cindy, this week you talk to Peter from RXBAR. CK: I did. I spoke with Peter Rahal. He is the co-founder and CEO of RXBAR and he is a very focused, intense, high achieving person and it was great to kind of crack his code just a little bit. JAC: One of the things that I found super interesting was sort of the driving force behind his goals: freedom. Can you talk to me a little bit about how freedom has shaped what he's done through his life and where it's taken him? CK: Yes. He started RXBAR, not necessarily because he wanted to be an entrepreneur, but because he saw a problem that needed to be solved and also because he felt trapped in a job he didn't love, under leadership he didn't respect and he just really wanted to break free. What was interesting, and you'll hear this toward the end of the interview, was kind of how that has played out for him. He doesn't necessarily feel free, but he maybe has a little bit of a new definition of freedom or a new thing that he's seeking in its place. So a pretty interesting to hear how that all unfolded. KG On the podcast recently we did a live recording with Julia and Lauren who are the co-founders of Stylisted. You spoke with Peter about his co-founder. Jared. One of the things I was interested to hear about was how these two different co-founders might approach goal setting similarly or differently. For example, Julia and Lauren spoke about the importance of having the same long-term vision and goals for the company, but at the same time celebrating the little wins and the small goals that you achieve along the way. Did Peter talk about how he and Jared have any approaches to setting goals as partners and working towards them together? CK: Yeah, so like Julia and Laura and Peter and Jared were friends first and Peter talks about how important it is to have that rapport with someone that you're starting a business with. That way you can kind of tell early on when something is amiss and you can take steps to work it out before it becomes an actual problem. He said they've also worked hard not to fight about things like titles or things that were insignificant. They kind of set their egos aside and really focused on what they thought was best for the business and yeah, in terms of setting goals for the business, it's interesting. They didn't really have specific goals in terms of the money that they wanted to make or units sold or anything like that. They really just looked at making the best product that they could to fill this hole in the market and then when they got to a bigger place, finding the best people to help support them in those goals. That's really what carried them to a level of success beyond what they even could have imagined. JAC: Well, I've certainly loved watching the story of RXBAR unfold and especially with this acquisition by Kellogg recently, so excited to hear this interview. So here is Cindy with Peter. CK: This is Cindy Kuzma and I'm here with Peter who is the CEO and the co-founder of RXBAR. Peter, thank you so much for joining us here today on the #WeGotGoals podcast. PR: Thank you, Cindy. I appreciate you coming to our office. CK: It's great to be here and great to see so many people working hard. I'm wondering, Peter, I want to ask about your goals, but I'd first love to hear a little bit about what your day to day is like here at RXBAR. PR: So my day to day first, I'm not like a routine person. I like to think of myself as highly adaptable and I always start each week with like what's the most important thing I need to accomplish. I'm really motivated by accomplishment, so like what I need to, what do I need to get done this week? So I really think about my year through weeks, everything's through weeks and I accomplish as much as possible in each week. So that's like the first half of the week, Monday, Tuesday, Wednesday is very structured in terms of like what am I looking at, what's important, regular information. And then Thursday, Friday is typically like, I like think of the Wild West where I tried to leave it open and react to and be able to get some work done. CK: I like that. It sounds like you have a nice blend of a very loose structure that you work within that helps you stay somewhat organized, but then you really leave room for creativity and inspiration and doing the work. PR: I think I’m very unorganized, but yet organized if that like there's a paradox or I don't know what the right word is, but … CK: Well, it seems to be working for you. You've accomplished some pretty big things in the past five years or so. Our big question on #WeGotGoals always is what is one big goal that you've accomplished that you're particularly proud of, why was it so meaningful to you and how did you get there? PR: So goals, I guess, goal I had early on in my life, I guess career. I've always wanted freedom. I guess the outcome I wanted was always to be successful and I really wanted to be free. Not freedom in the sense of do whatever I want, but like to be able to make decisions and grow. They have kind of kind of control of my own fate. And so prior to working at RXBAR, I'd always had a normal job and whatnot and I felt really handcuffed and I wasn't in a position to be successful. And so a goal for me early on was always to like really flourish and have freedom and achieve success for myself and I guess I didn't know what that looked like. So it was really just discovering that in my early twenties and then I guess I found it with creating, creating the company with Jared, my co-founder. CK: So you didn't really know what freedom would look like. I mean, how did you sort of take the steps to uncover that? PR: I guess early on, early on in my life, I've always rejected poor leadership and I mis-associated with authority. Like I've always like, oh, I don't like authority, but actually I just didn't like, I shunned bad leadership and I never really had great leadership in my work experience. So that's where I felt like it didn't have freedom, right? Like I needed freedom to think, to grow, to challenge, to do. So creative freedom, work freedom, not go do whatever you want type of thing, but like to be challenged to think differently, you know, to define your own path. CK: So that's a really interesting insight. That freedom maybe was freedom, not from any leadership at freedom from poor leadership. PR: Yeah, for sure. Good leadership allows that, allows an individual to flourish and grow. I never had that, so I was yearning that ability and I didn't realize that until I started working here and moved into like a leadership position that like that's what I was really seeking and yearning early on. CK: So, I mean, you have grown in the company and by leaps and bounds in the past five years and when you were started making the bars in your parents basement, right? And now you're part of a huge national company and you're selling a 120 million plus bars a year. Are those goals that you could have even foreseen back when you first started out? PR: No, absolutely not. So I mean those were like outcomes we never planned. Jared and I were never like, oh, we're gonna build the business to sell it or like having an outcome like that or whatever achieve that. We were, our goal was to make the best product possible, our goal was to make the best company possible. And those were some of our how our approach was and those are really like our strategies and what happened is that great company, those great products, the financial financial performance and those things were really all outcomes of that. So no, and to be honest, I remember sitting back with Jared like really early on and being like, you know, if we do this right, this is a $10 million business and you know, I'd be lying to you if I said how we had planned all this out. We got lucky and we've, we've, we had the right values guiding us and we did what was important. CK: So talk to me about some of those values. What do you think were the important step are the important values that took you from a to b to Z. PR: That's a good question. So I guess the values that were most where I would say like humility, both we like to think of as emotionally and intellectually like, right. We didn't have all the answers. We knew we didn't have all the answers. We stayed curious. We asked for help. And then for Hared and I are working together as co-founders, we never fought over titles, we never fought over responsibility. We did what was in the best interest of the company early on. So that requires a lot of, you know, you have to free yourself of your pride and arrogance. So that was really important early on you see a lot of people fighting over this and that. And like I always say, like if Jared and I were building a house, we never fought over the color of the house, you know what I mean? It was just like we went. So humility is number one and it's both emotionally and intellectually. PR: And then second is excellence. Just like constant improvement and entrepreneurial, like a real entrepreneurial mindset and growth mindset of like, this can get better. We've got to figure it out because you think about a company, all it is, is a group of people that are formed in teams that have to make decisions and those decisions usually are around problems, right? Or opportunity or problem, whatever way you want to look at it. And so doing that really, really well is important, people decisions and problems. So that, um, and then other one is like tenacity too, I don't know if that's an actual value, just grit, but like it was miserable like pressing bars with your thumbs in your parents basement when you're 26 and while your friends are doing great things and having dinner in the city, whatever it is. You can't, you know, it takes a lot of grit. And there wasn't like, you know, you look at the company today and it's like, ‘Oh, it's great. You guys are successful.’ It wasn't like that a while ago and it was actually quite miserable and Jared and I  actually suffered a lot in a good way. I think suffering is good, but so you have to prepared to suffer in a good way. CK: Knowing that you sort of had this idea that maybe you hadn't experienced good leadership before. Did you have other examples of leaders that you've found along the way who kind of helped shape this as you went along? PR: Not necessarily like I'm never had great, I never really experienced great leadership. I've experienced great parenting. I have amazing parents and that is a form of leadership I'd argue, but I know I never, I never had it. When I played sports I had a coach that like was involved in practice run with us. Like was a great leader and I mean it was amazing how it worked, but I know I never had anyone, like oh, that's what great leadership looks like. I didn't realize what it was until like in action here in this company. Like I realized how important it was. So. No, but I know, I know, I yearned it. I yearned it. I never necessarily had it I would say and I didn't know what it looked like either. CK: What's an example of kind of what it looks like now on a day to day basis here and how do you, how do you kind of know that you're here exemplifying it? PR: So I, I think presence is super important. So being available, being around flying in and solving problems, you know what I mean? Like if there's an issue going in and helping fix it. Um, so like, can I call it, like I think of it as like reactionary, reactionary leadership support is super important so you're there and you react to the problem and go down to help fix it. And then also being super proactive in terms of breaking down potential barriers. So you're being there, you're having the vision to help break down a potential problem so it doesn't happen. So that, that's great leadership. PR: Yeah, I mean that, I mean for us, the way we lay out the way we meet, I mean we've systemized that really through our structures. So example, if like a service call comes in and there's an issue like in I can tell, I can hear the, someone struggling with a customer, I can go in and like pick it up and help. Like that's great leadership. Presence is important, is really important. Being consistent, you know what I mean? Like not coming in moody, not, not really self regulating yourself is important. So how you show up consistently articulating the vision and where we're going and why we're going. We're making value-based decisions so being consistent with decision making, not just like arbitrarily, right? So those are all things that are important and being approachable, you know, and also there's another like knowing the business too, like I think there's a level, like a lot of times you hear EQ and like these softer skills are really important and they are absolutely empathy, understanding the business and just everyone's position and situation, but actually like having knowledge and actually experiencing and be able to like tactically help out. I think it's really important and having knowledge of the business uh, is important because imagine if someone came in from here to be a leader here but like didn't know shit about the food business, you know, it'd be hard for them to have credibility. And that's the advantage I have as a founder. Like shit I've came from the beginning, I have this knowledge from experience, like it's really helpful for people. So I think that's important too. CK:  I'd imagine that gets challenging to stay on top of as you grow, and I mean how many people work here now? PR:  I think a hundred 10? CK: How do you kind of keep tabs on that and keep in—it sounds like some of just jumping in and solving the problems and keeps you connected to the front line. Right. What else? PR: Well, that’s, I mean, we’re 110. So I've, I've read a lot and like I know we're on the inflection point where like, I know everyone's name, right? And now we're going to be like 140, 150, 200. At some point that's not scalable, right? Like we exceed every, every individual's capacity to know everyone's name and who they are and how they work, etc. So here it right now sub 120, whatever, it’s easy. I know everyone's name, I know how they work, I know their personality type, I know. PR: But in a year that's going to be totally different. So I, I'm actually, I don't know the answer, but uh, you know, for me it's not necessarily about me knowing it's really about our leadership here in the different teams and the groups of teams and how they work and what is the leadership look like on those teams. So scaling, like what we do in systemizing it so it permeates the whole organization. CK: So as you've grown, how important would you say that the type of people that you've hired has been to your ongoing success? PR: We have the best. The amount of people we’ve accumulated is unbelievable. So I say like where like one of the companies we're in, the people business, the company's responsibility to, to ensure every individual’s achieving their goal and flourishing. So that's probably the most important thing we do is hire people; I’ve said that. We have a good process and a lot of our success actually all of our success is due to the fact that we've been able to build an awesome team. PR: So we at the highest level, like I said, we're a group of people who make decisions and solve problems. Like we are in the people business, the highest level. At the end of the day one of the things we do is make a bar and we make food and we do other things. Um, but that Is what business we're actually in. Ao it's the most important thing. Any business that involves people. CK: What would you say is kind of different about your process or superior about your process for finding these people. PR: We have a very, we have a culture that people were, where the company is aligned on. We’ve defined the competencies that are great with individuals. The question is like, what competencies do individuals possess that make them successful and flourish? So we asked that question and we've really laid it out there and we, you know, we look through those in candidates and also like it's important I think, I don't know other companies like this is the biggest company I've ever worked for. So I don't know what it looks like in other places, but you know, everyone, you know, It's not like P&O or HR does the hiring. It's, it's a very cross-functional process. Our goal is to hire the best people and make sure they're, they're in a position to be successful. And then we put a, a soft process around it. CK: So any tips on what those competencies are for people who might be looking? PR: something that's. I don't want to like you, you have a lot of people listen to this and I don't want to tip our hands. CK: You don't have to give out trade secrets. That's ok. PR: Yeah. Just know that like we want our job is to make sure anyone who has it sits here and is a part of the team is in a position to flourish and achieve what they want to achieve and that's what we look for and that's the most important thing. There is no, lIke if that's not there, then it—you're just going to leave. You know what I mean? So it's actually a, it's a very mutual process. We're not just doing this for us, it's actually like in the interest of the candidate. You know what I mean? CK: That's always, I think as it, you know, when you're a job seeker, that's a really nice feeling have when you enter into an interview and feel like it is a mutual search. PR: To be ultimately successful. I believe it has to be. But at the same time, if there's an individual doesn't know what they want to achieve, that's ok, that's the right answer. They don't have the goal, right, like what their career goal is. It's ok, we can, as long as you have the right mindset and approach, you can discover it and that's our job then for you, to discover your passions and what are you good at. So that's a lot of times younger candidates don't know what the hell they want, which is totally normal. You know what I mean? I don't think anyone coming out of school is like, oh I want to be this. They just want to join a great team and great company and really learn and grow. CK: What has this process been like with a partner? PR: Kellogg? CK: Well, I mean, even to start—starting the company with Jared. How do you two balance each other out? PR: It's been, It's been good. So I always think of like Jared and I are like totally different birds. You know what I mean? Like, so that helps. Like we're—one of our values is collaboration and that's like we not I, right? And not seeking credit. So our relationship is like super collaborative. If you look up any personality test we’re literally the opposite ends and he has more of a financial background and he values stability where I'm more commercial facing and value action. So we're like total yin and yang. So like in the beginning when we first started, I'm remember like, we've been incorporating a company, this is a long time ago. And we're going over like, what is your role? What's our role? You know what I mean? Sometimes it's an uncomfortable conversation. PR: It was like, ok, well you should be the CEO and I should be the CFO. And like that was from the get go really easy. So the role and responsibilities is very natural for us. So It's been amazing. And we wouldn't be here today If we didn't have that balance. For example, when a task, when it was just us and when a task came through, it was very obvious who did what. So yeah, it's been everything in, you know, I don't know what other co-founder relationships are like, but I imagine if you get to like people with the same, two types of birds that are the same, there's holes In the business and things fall through the crack. Where for us it was, we move faster. We didn't fight. I don't think we had one fight. CK: That’s pretty amazing. PR: I mean we've had disagreements but not like an actual like fight. Conflict is normal but not like bad conflict or like ugly conflict. CK: Can you pinpoint any ways that communicated effectively that have prevented that. Or is it just the personality? PR: The advantages that Jared and I have—is when you hire a, like when you work with friends, like you see this a lot with businesses early on, like where they’re, like friends starting it together, you know what I mean? And the reason why is because we have rapport. I've known him since first grade. He's known me since first grade. He knows when I'm pissed. I know when he's upset. So it actually causes us, the rapport and history we have together causes that causes us address things earlier rather than them just boiling or whatever. Like, I didn’t know you were pissed, I couldn't tell like, well no I can actually, I can smell, I can smell when he's pissed off or upset or disappointed. PR: He can smell when I’m—you know what I mean? It's more than. It's like this feeling, this intuition and instincts that you have just because you have rapport with is another human for so long. So that's a huge advantage we've had. And that's why you see like early businesses like you think about, it's all friends usually starting it because you can't be like, hey, want to. Like you can't go to the market place and be like, hey, you want to start this business with me? I don't know you. You want to start this? I don't fucking trust you. I trust Jared, he trusts me. We’re aligned. And you think about the values of our company really stem from our relationship because those are the two people that are at the two inputs that effect how we work here early on. It's shaped it in a totally different way because you know, the next new people come shapes it in a good way. Right? CK: That's another huge phase that you're in now. So how—you're set up as kind of as a company within Kellogg, is that right? PR: Yeah. So like a standalone business, a different business unit in a way. CK: Was that kind of an important goal to you when pursuing this kind of a deal? PR: Yeah, for sure it was table-stakes. Because people use the word exit—like we never actually exited, you know what I mean? As shareholders, we show sold their shares. But um, so for us we were looking for the right, the right muscle, and to protect our people and our culture. So those are kind of two objectives or goals that we were looking for in a partner. And Kellogg fit that perfectly and now we have resources to continue to achieve our business objectives and, and flourish as a company. CK: So the resources is obviously that's a, that's a big change. I mean, what else has changed so far? What else do you predict will change? PR: So change. As a company, we’ve changed a lot and that's just the nature of, of a, of a business. So it's all been good change. I would say in terms of, as it relates to Kellogg and being owned by them. They're, I wouldn't say there's any significant change. It's all good stuff in the sense that like, you know, we have some things we're navigating through in terms of some legal stuff for, not legal but like contracts that we need their expertise. Like, talk about performance management or like how to operate or how to manage channel conflict as we grow. Like there's a lot of expertise that we have in internationally, the global expansion, like that's something we wouldn't really be able to do on her own very quickly. And so with their leadership and their expertise and access, we've been able to move that up on the calendar significantly and go after new opportunities like that. PR: So there's been a bunch of good stuff. But like as a company, I wouldn't say we've changed our, there's been any change. Um, so the, the thing is, I always tell our team this, like we're gonna grow to, you know, we're gonna grow the business to 200 people and whatever—hopefully, you know, 400 people in a billion in revenue in these are things we want to achieve. We're going to change, like, you know what I mean? Change is a good thing and we, we have to fix our processes or improve our processes or whatever and let's not associate any sort of negative part of our size. Like, right, we're growing, we're getting bigger and there's some compromises that come with that. Meaning not everyone has all the information sometimes. That's part of it. Like I can't know what's going on in the social calendar. I just can’t. And mis-associating that change with new ownership or anything. Like that's, there's, we're growing and that's part of the, it's part of the territory. And um, we have to adapt in an intelligent way. CK: Right, so there’s changes that just come from growth and there’s changes that come from the partnership from the acquisition. PR: But like those changes are just things … ike there's really no changes so far. So it's all opportunity to be honest. CK So the second big question that we typically ask on #WeGotGoals is about a goal you have for the future and how you plan to get there. PR: As a company? CK: Well, I mean that's up to you. You can answer it as a company or you can answer it as an individual. PR: Yeah, I mean I think one of our goals is to really change and influence our legacy in the food business and really set the new standard for how food is designed, marketed and done. And so I really like remove the bullshit in big CPG and really restore confidence in different stakeholders from farmers, brokers, distributors, customers, consumers, et cetera. So we always pioneer our own path and, and so I guess the goal longer term or to really leave the impacting legacy on food and how things are done. CK: And CPG? PR:  Consumer packaged goods. So it's a monsters industry in a good way. It's huge. Everything. everyone needs food. CK: That's a pretty ambitious goal to change the way the food system works. I mean, what do you think are the biggest problems and how do you think you can have an impact on them? PR: Like one of the biggest ones is like, you know, as you get bigger, you, why can't big companies innovate in a, in an authentic and effective way? So that's one problem we approach and also how organizations are built or you know, it's totally different today. So I think organizationally through different design and tactics and systemizing things, you can change it in serving, ensuring, making value based decisions in ensuring you're serving the right people in the right way and not not, you know, I think there's a great quote, I actually think it's a Martha Stewart, but power—someone's character is best measured when you give them power and influence. Um, So like when you get powerful and in positions of influence, like how do you treat people is a real test of how you work. CK: And you mentioned that kind of no BS, which I know is on your label and something that, I mean from a consumer perspective, like what do these, what might these changes look like and what does that no BS mean. PR: No BS really just means, like, nonsense. It's not so literal, just like nonsense, like bad, like overly marketed to, gimmicky stuff. So it's across the board, across the business and of course in the products like right, we don't want nonsense ingredients or nonsense stuff, so that's how we, how we think about it. CK: So what can people who are out there buying RXBARs now, like what kind of change my base fee in the long term in the food system, if you are successful? PR: More access to food that like it's better for you, that's delicious. It saves you time that you can trust. So that's how I would think about it or how we think about it. CK: Back to thinking about your corporate path and your, your journey again from the basement to do this nice office to what I understand is going to be in an even bigger office coming soon. When you think back on your journey and if you—I’m sure you often give advice to other entrepreneurs, if you have one or two key pieces of advice that you'd offer people, what might they be? PR: Oh, there's a lot, there's so much, and it’s so situational. A motto I always live by is like, do what's effective and what feels good for me. That’s like, for me, important. There's a ton. Be proactive, not reactive. And like solve a problem, right? I feel like at least in entrepreneurship, a lot of like—Jared and I did this because we saw a gap in the market, like a problem. Like there wasn't a product that fit our needs. It wasn't like—we didn't focus on the outcome, we're not, you know, we were like, oh, we want to start a business and grow a business and do that. It was like, well, here's this opportunity that there's problem in the marketplace and do that. So that, that's important. You know, in a lot of people, like on the surface you're like, oh I want to have a nice business. I'm going to be an entrepreneur one day, like I never, we never were like, oh, we're going to be an entrepreneur one day it was just like, hey, there's this product we didn't, um, we want to make. And like, knowing what's important, doing what's important is important. CK: Like you said, maybe be willing to suffer a little bit along the way. PR: Yeah, suffering’s good. Pain’s good. As long as you learn from. CK: One of those things like, in fitness as in life PR: Well, yeah, think about fitness—there’s actually great parallels. So think about fitness, the most painful brutal workouts, not overused of course, but like the hardest workouts are where you stimulate the most growth from, you know. And work is the same thing. The most discomfort you have, the harder it is, the more you grow. And that's what I tell people, like I've been miserably uncomfortable since the day I started this. Vulnerable and uncomfortable. But that's part of growth and it's not. There's a stupid analogy, but I like to think about it—you know when you like wake up in the morning and you're in bed and it’s like so comfortable, especially in the winter here in Chicago, like. You never, if you take the sheets off, it's like oh, it's freezing and it's uncomfortable. You can just like stay in bed. That’s comfort, is just staying there. But like ripping the sheets off, being cold. Like that’s how you get going and that's how you start. You don't want to just stay in bed all day. CK: Just get out there, get started. Excellent advice. You mentioned early on that one of your goals was freedom. Do you think you have it? PR: That’s such a good question. No, I feel like a slave, but I do have creative freedom, but I'm a servant a hundred percent, but I like that. CK: So do you think your idea of what freedom is has just changed. PR: Yeah. Yeah. I don't have absolute freedom. I guess I need to define what freedom is. I mean, I love my job. It's not a, it's not even a job. It's like what I do. I, you know, I guess to give context, when I was prior to working at RXBAR, I was in a miserable spot, like I didn't like my job. I wasn't successful, I was insecure, I didn't have any confidence and I, I wanted to be successful. I wanted freedom to pursue my talent, whatever I was good at and, and grow and so I guess I needed to do to find what freedom meant. But back to your original question today am I free? No, I'm a servant to the company and I'm not free on paper, I guess. I don't know, that's a great question. I need to reflect on this. I don't have the answer. CK: Yeah, maybe you’re a servant, but a happier one. A servant to a good master. PR: I think what gives humans such satisfaction in serving others actually like for me, like watching all these people grow and achieve their goals is like—I’m high as a kite. Like there's nothing more gratifying than watching someone change and grow and achieve their goals and the way I try to do that is through serving them and serving their interests and whatnot. So I guess my priorities have shifted. Like my original goal was get out of misery and find something that I was good at and be successful and that's what I kind of maybe me my freedom. And now my goals are, or what makes me happy and goals are different. CK: Peter, I can’t thank you enough for joining me. PR: Thank you. No, I appreciate your time and I'm always here. CK: This podcast is produced by me, Cindy Kuzma, and it's another thing that's better with friends, so please share it with yours. You can subscribe wherever you get your podcasts. And while you're there, if you could leave us a rating or review, especially if you're an iTunes or Apple Podcasts, we would really appreciate it. Special thanks to J. Many for our theme music; to our guest this week, Peter Rahal; and to Tech Nexus, as always, for the recording studio.

"All great food companies started in someone's kitchen." Peter Rahal Co-Founder and CEO of RX Bar recently sold to Kellogg's for $600Million is interviewed by David Cogan Host of Eliances Heroes show broadcast on am and fm network channels and syndicated online. www.rxbar.com www.eliances.com 

"All great food companies started in someone's kitchen." Peter Rahal Co-Founder and CEO of RX Bar recently sold to Kellogg's for $600Million is interviewed by David Cogan Host of Eliances Heroes show broadcast on am and fm network channels and syndicated online. www.rxbar.com www.eliances.com 

Peter Rahal and Jenna discuss how the nature of RXBAR's product influences their culture — the constraints are a mindset — and why every team member makes bars. We chat about your values as your constitution and how to turn them from principles into practice. Peter walks us through the company's founding days from making bars in his parents' kitchen to running the business from his cell phone for 18 months and feeling miserably uncomfortable clawing for growth as a CPG brand. We also dive deep into EQ, including understanding your team's leadership and communication styles, what motivates them, and making gratitude a cornerstone of your internal and external culture with a “Gratitude Dashboard.”

They’re the bar brand everyone is talking about. RXBAR make whole food, minimally processed protein bars that taste great and are made with only a handful of ingredients. Their bars are also famous for emphasizing what’s NOT in them - No Dairy. No Soy. No Gluten. No B.S. And they are killing it. Less than five years after launching the brand from their kitchen, founders Peter Rahal and Jared Smith recently announced a $600 million acquisition by Kellogg. How’d they do it? We’ve got co-founder and CEO Peter Rahal to clue us in. In this episode you’ll learn the following three takeaways: Prove your concept. The RX story isn’t about accepting a huge sum of money, like the headlines might imply. It’s about NOT taking money. It’s about going out there and selling bars. Peter explains this mindset and how it’s shaped his outlook.   Look inward to find your brand identity. Peter and the RX team intentionally didn’t look at the marketplace for inspiration for the brand and product. He explains why they did that and how that became their big advantage. Simple sells. This is a brand that made their ingredient list their marketing campaign. We’ll hear from Peter about the thought process behind that decision.  Jump to Peter tells us how his dyslexia shaped his personality, and how the dyslexic mind can be an advantage in business. 3:50 Peter describes the early days hatching the RX brand - and making hundreds of RXBARS in his parents’ kitchen with co-founder Jared Smith. 6:50 Peter tells a great story about the moment he and Jared knew they had a hit on their hands. 8:30 Peter explains why he didn’t raise money until he could prove there was a demand for his product. 9:55 Peter tells us what it’s like building a business with his childhood best friend. 12:33 Peter describes the history of RXBAR’s simple packaging, and the thinking behind the simplicity of their brand. 14:28 Peter tells us why you shouldn’t look to the market for inspiration, and why he’s ultimately in the people business. 16:30 Links RXBar https://www.rxbar.com/ RX on instagram https://www.instagram.com/rxbar/ RX on Facebook https://www.facebook.com/RXBAR/ Peter on LinkedIn https://www.linkedin.com/in/peter-rahal-037bba43/ Have an idea for the show? Drop us a line! Brandbuilder@snacknation.com.  Brand Builder is presented by SnackNation.

To start from scratch is never easy, but Peter Rahal, co-founder of RxBar didn’t know any other way to do it. He and his team manufacture whole food protein bars with a “No B.S” value proposition since the base of the bar only includes whole food ingredients like egg whites, almonds, cashews, and dates. They sell more than 175,000 bars per month and can be found in Trader Joe’s across the country as well as Wegmans Grocery, Whole Foods and many more. Today’s you’ll hear Peter’s success story - from apartment workshop to national distribution. Here’s a glimpse of what you’ll learn: [0:09] Jeremy’s introduction to this episode featuring Peter Rahal. [1:42] Starting out in an apartment and no office. [7:50] How Peter and his partner started the business with no cash. [14:04] Selling products door to door at Crossfit gyms: Here’s the sales pitch. [17:10] How the business was started while Peter was working a full time job. [20:20] Peter’s family heritage of entrepreneurism. [22:40] Building the team over time. [23:43] The growth of company culture from the beginning until now. [29:54] Why the name “RxBar?” [32:10] Shooting for ONE key performance indicator. [37:48] Helpful mindsets for working with big chain stores like Trader Joe’s. [43:50] The low point Peter had in his business success. [45:50] Peter’s proudest moments: seeing his team happy. In this episode… If you want to be inspired by a story of a guy whose business was started entirely from scratch, Peter Rahal is the guy. This conversation uncovers his story and reveals how hustle, hard work, and a commitment to excellence with no compromise built RxBar into the national brand it is. When Peter and his partner started RxBar the two of them were creating the products in their apartment, packaging each bar themselves, and selling them door to door at Crossfit gyms throughout Chicago. Very few business founders are willing to put in that kind of hustle to make their business successful, so if you want to learn what it takes to make a tough business a success, you’ve got to hear Peter’s story. As the RxBar team has grown over the years they’ve added many products and flavors to their lineup and quality has always been at the top of their priority list. They only use natural ingredients and every product has to taste delicious or they won’t produce it. You can hear how Peter Rahal and his team consistently crank out products of that caliber on this episode. Team culture is important to Peter Rahal. He says that his proudest moments are when he walks into the office or manufacturing facility and sees that his team is doing well and everyone is happy. That’s what he wants and he strives to ensure it’s the case, day in and day out. He and his team of 29 employees have come a long way since Peter and his partner started from scratch in their apartment years ago. RxBar is sold across the United States in many stores - Trader Joe’s, Whole Foods, and others. Peter Rahal, co-founder of RxBar is proud of their success and says that anyone who makes it to the level they have has got to take their relationships with large retailers seriously. You’ve got to see the retailer as a part of your team - and yourself as part of their team. Do everything you can to help the retailer be successful and you will be successful as a result. You can hear Peter’s entire story on this episode of Inspired Insider. Resources Mentioned on this episode www.RxBar.com Sponsor for this episode Our sponsor today is www.Rise25.com where entrepreneurs of 6,7, and 8 figure businesses come together live and in person every few months to solve their biggest business challenges through this high-level Mastermind group. Each member leaves each week with lifelong friendships and actionable steps to take their business to the next level. Check out Rise25.com - a group run by myself and cofounder John Corcoran. Rise 25 is application only.

Learn about how RXBAR filled a whole in a market that didn't seem to exist, and how they went from making bars in their parents' basements to being distributed in national grocery chains.

Peter Rahal Cofounder of RxBar understands the need to overcome anxiety. His company manufactures whole food protein bars with a “No B.S” value proposition since the base of the bar only includes whole food ingredients like egg whites, almonds, cashews, and dates. They sell more than 175,000 bars per month and can be found in Trader Joe’s across the country as well as wegmans grocery, whole foods and many more. Find out more about his experience with anxiety as it relates to life and business. Here’s a glimpse of what you’ll learn: [0:10] Jeremy’s introduction of this episode with Peter Rahal. [1:25] What has been Peter’s lowest point in business? [3:21] Peter’s proudest moments in business. is episode… Overcoming anxiety is something we all have to learn. On this episode, Peter Rahal shares a particular moment in his business where the stresses of his personal life crashed in while huge business difficulties were happening at the same time. What would you do if you were in the midst of a product recall - actually buying back your product from your distributors - when you got the call that your father had suffered a heart attack? That’s the situation Peter Rahal faced at his “lowest point” in business. You can hear how he weathered the storm on this episode. When Peter Rahal was leading his team through the voluntary recall of some of their products and he received the news that his father had suffered a heart attack, it was particularly difficult because his father was one of the reasons for his business start. The combination of the two issues - life crisis and business crisis - made the season particularly difficult. If you want to become adept at overcoming anxiety you’ve got to learn to roll with the situations that come into your life. Peter Rahal’s experience when he got the news of his father’s heart attack caused him to recognize the need for a different response than most people typically to have. You can hear how Peter describes the challenge, on this episode. Resources Mentioned on this episode www.RxBar.com - Peter’s company Sponsors for this episode Our sponsor today is www.Rise25.com where entrepreneurs of 6,7, and 8 figure businesses come together live and in person every few months to solve their biggest business challenges through this high-level Mastermind group. Each member leaves each week with lifelong friendships and actionable steps to take their business to the next level. Check out Rise25.com - a group run by myself and cofounder John Corcoran. Rise 25 is application only.