Oct 13, 2026 · 40 min · 11 segments
Send us Fan Mail Season 3 of The Range opens with an honest one. Host Ari Ratner is joined by his Mully's co-founder and longtime friend Chris…
So, so touching on that, what do you think we got right from a business perspective?
I mean, I think our initial, I think our initial plan and budget was pretty good.
I think our-- So I think, I mean, I think we started out with a good framework.
We were appropriately calculated from a risk perspective with respect to the THC component and the states we could sell in.
In hindsight, that, that may not have been a great sales strategy, but from a business perspective, I think it was sound in terms of preventing risk and kind of doing things compliantly and legally.
We set our s- our plan properly, and then, yeah, so tho-those are things I think we do.
... beyond that, sort of like the execution of the sales and marketing strategy and our, our time and, and commitment was a challenge.
And we'll, we'll touch on the time aspect of it, 'cause I think it played a, a big role in, in our decision.
But as you look back and think about, you know, the core belief in Mully's and, and you mentioned it, uh, kind of meeting at the intersection of where the golf game is evolving to, some of the needs of its players a- and a product that services them, was there anything that we got wrong that maybe could have shifted this initial phase of the business?
Yeah, lots of things, right? I mean, the, the time commitment, like I just mentioned, maybe being number one, like appreciating how much t- both, one, how much time we had available, and then two, how much time was required to make it work.
I think the, I think location and kinda like the ability, I do think like being in different parts geographically made it more challenging to, um, collaborate, to keep the pedal to the metal.
So I think that wasn't something that, I don't know if we got it wrong, it was just I didn't appreciate that com- that component of it.
Yeah, I think that, I think that those are the things that I would say we got wrong.
So, so touching on that, what do you think we got right from a business perspective?
I mean, I think our initial, I think our initial plan and budget was pretty good.
I think our-- So I think, I mean, I think we started out with a good framework.
We were appropriately calculated from a risk perspective with respect to the THC component and the states we could sell in.
In hindsight, that, that may not have been a great sales strategy, but from a business perspective, I think it was sound in terms of preventing risk and kind of doing things compliantly and legally.
We set our s- our plan properly, and then, yeah, so tho-those are things I think we do.
... beyond that, sort of like the execution of the sales and marketing strategy and our, our time and, and commitment was a challenge.
And we'll, we'll touch on the time aspect of it, 'cause I think it played a, a big role in, in our decision.
But as you look back and think about, you know, the core belief in Mully's and, and you mentioned it, uh, kind of meeting at the intersection of where the golf game is evolving to, some of the needs of its players a- and a product that services them, was there anything that we got wrong that maybe could have shifted this initial phase of the business?
Yeah, lots of things, right? I mean, the, the time commitment, like I just mentioned, maybe being number one, like appreciating how much t- both, one, how much time we had available, and then two, how much time was required to make it work.
I think the, I think location and kinda like the ability, I do think like being in different parts geographically made it more challenging to, um, collaborate, to keep the pedal to the metal.
So I think that wasn't something that, I don't know if we got it wrong, it was just I didn't appreciate that com- that component of it.
Yeah, I think that, I think that those are the things that I would say we got wrong.
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