Can you walk us through your career journey and what ultimately brought you to Once Upon a Farm?

Yeah, you know, I feel so fortunate when I look back and it was I say it's completely unplanned.

In many ways, I said yes to really wonderful opportunities, mentors, companies, health, wellness, and you mentioned this in the intro purpose driven brands, I've always been drawn to and with that that stemmed from me starting in adidas i ended up actually having my own company for a while managing personal brands long before wow it became yes of athletes and others in the spotlight which actually was a really great setup for working with founders who are now right personalities and brand pillars and icons themselves I also have always been drawn to lifestyle brands, brands that consumers obsess over.

One of the tipping points for me was having my two kids.

You start to think differently within the wellness space.

Food was always something that I knew and saw as fuel and so important.

And I got a chance to talk to John Foraker.

It really starts

in

pet food, like I know Jen and John and Cassandra thought it would be so much earlier, easier early on.

And I got a chance, you know, I reflected with John on this topic recently, and it was a lot of no's.

It was way more no's and or yeses and failures with our top retail partners than I thought or remembered.

And every single one of those failures and successes like led to learnings.

The belief system was there.

Like we are so lucky that Target, Walmart, like they really did try everything.

How are you as a company working to close those gaps and participate in sort of making children's food more nutritious at a systemic level? Yeah.

So what were some of the learnings from those early pilots? You know, what wasn't working that you realized you had to iterate on?

You know, I think when you do this, each retail store is set up differently, right? And that's even within one retailer.

So it's their electrical setups.

There are merchandising needs.

You're talking about product that has shorter shelf lives than shelf stable product.

Like we would say, you know, you need to have someone actually servicing this area of the store much more frequently than the company is set up for.

So there's investments on both sides.

Talk to me a little bit about how the coolers play into how you talk about yourselves and what the vision of the company is.