#SWAAYthenarrative
BETA
Close

How I Turned $1 Into a $20 Million Business

4min read
Business

My journey has taken a very different path from most business people, because I started with nothing, literally.


I just knew that when I started EarthKind® with a 99 cent package of garden seeds, and a dream, that I would turn it into something special one day.

Now with my company worth over $20M, I can honestly say that I've never done things in the “traditional way." I hoped for a better future, a future where I could make people's lives a little easier through my inventions, while at the same time protecting the planet and families from dangerous pesticides.

I began like many entrepreneurs, especially women —out of necessity. Our family farm was barely making it, and I was fresh out of alternatives. I knew I had to do something, anything, and make it work somehow. Living on the financial edge every day is stressful. All I could think about was when the next (equipment) breakdown was going to be, how we were going to pay for that, and where the money was to pay for sports equipment and school activity fees. Things that many families, especially in rural communities, deal with every day of their lives.

So, I began by using what I had. Being a farm wife, I had the availability of clean, organic soil and water. I bought a book on how to make $10,000 cash off your backyard. I sold produce for cash every Saturday morning. I'd keep all the money and continue to reinvest for our growth. The only money I'd take out was what I'd pay my kids for helping me and for the lot fees at the farmers markets. Believe it or not, it was possible to make $10,000 a year from a parcel of idle land, selling the produce, and living off my harvests throughout the year. In case you are wondering, we lived pretty frugally – we didn't have running water or air conditioning in our farmhouse back then. We lived on $18,500 a year. My kids tell me today they didn't know we were poor. Farmers call this land rich, and cash poor.

I then joined a co-op to grow everlastings on my space. My plan was to turn that $10,000 into $30,000 a year. The co-op failed, and I was stuck with thousands of dollars of dried flowers – with no way to market them in their current form. So, I got creative, and cut them into 1'2" pieces, mixed them with North Dakota wild-crafted yucca and bittersweet, added essential oils for aroma, and marketed them as North Dakota potpourri for $12.50 per bag. People living with allergies and chemical sensitivities loved them! I made the rounds with a tank full of gas and attended regional trade shows. Before long I had over 200 stores continually reordering my beautiful blends. Eventually, the other growers, who'd also misplaced their entrepreneurial dream with the same co-op group, sold me their flowers at a discount once they saw my success. I was making $30,000 a year, just over the SBA noted ceiling of revenue for most small businesses, but I wanted to go bigger. Customers, however, were choosing scented candles over potpourri. I couldn't believe that people would prefer to burn petroleum wax with toxic fragrance, but they did.

Once again, I re-thought, and re-set, my efforts with plan B! I made the conscious effort at this time to commercialize the tractor cab potpourri that I had developed and been using on the farm to keep mice out of our equipment, and that's how my first product, Fresh Cab®, was born. I began giving out samples in the fall of 2002. Knowing farmers the way I did, I knew they were not going to take the time to do anything extra, so I figured if they were tossing a bag of poison in the cab, they might just as well try my non-toxic pouch. The product was working and my early trial customers were happy with Fresh Cab®. It repelled the pests so there were no dead bodies to clean up and it was safe around animals and kids.

I was on my way! Sales began to grow, we picked up more equipment dealers, including our local John Deere, and we were getting noticed and getting press. That turned out to be a double-edged sword. At a local tradeshow, an Environmental Protection Agency representative sought me out to tell me that any product being sold to control pests needs a license, a process that could cost up to $2M. That was a piece of information that rocked my world. How was I going to get EPA approval when I was barely breaking even? There was a fleeting moment when I thought about giving up, but I knew I was on to something— my product had to reach the masses, there was a gap in the market and I firmly believed it was wrong to just keep killing things because it goes against nature. I also knew that even a small percentage of the market could create a healthy business.

It took about four years of back-and-forth with the EPA and around $200,000 to finally get the license. The money came from grants, selling my beloved packhorse and camper, and income from selling produce. It was not an easy time, but in 2007, I was back on track and EarthKind® was officially launched. Later, in 2016, I added a line of “home" products called Stay Away®, so now I covered both the commercial and mass sides of the business.

I have always had the intention, and still do, to build a new kind of company. I truly believe that business can solve some of our most pressing social problems, and be a force for good in the world. When I discovered that there was 80 percent unemployment within the handicapped population, I considered this workforce as a viable option for open positions – and I'm glad I did. Today, approximately 20 percent of our workforce has a disability and we provide those employees with fulfilling long-term jobs that focus on their abilities.

I also made the decision to keep EarthKind® a totally 'Made in America' brand. That plan included sourcing American-grown raw materials from family farms, manufacturing stateside and keeping a low carbon footprint. As I began to scale the business, the bigger chains wanted lower prices and some suggested that I manufacture in China to get the price down. In my mind that defeated the whole purpose of growing a business using U.S. agricultural products that are environmentally friendly. So I took a different approach at the negotiating table and armed myself with research that showed customers would buy our products if they were in their stores. I have stuck to my guns; even turning down Wal-Mart. There's a point where low pricing just erodes the value of the brand and the mission of the company.

Now, the market has finally caught up with my vision. IRI, a Chicago-based market research firm, estimates that year-over-year retail sales for the overall pest-control market — which includes chemical products and devices intended to kill insects and rodents — was almost $800M as of late December 2016, up 5.5 percent from the previous year.

Unlike most of the poison-based products – 90 percent of this sector – 0ur EarthKind® products are safe to use around food, children and pets. Driven by consumer demand in other industries as well, the all-natural category is growing. Sixty-one percent of pest-control users polled prefer to use natural, non-chemical alternatives, according to a recent Mintel Group research report. It's this type of compelling research that wins over big retailers and opens up opportunities to grow as partners. Lowe's is a great example of the type of partnership that is integral to growing my company the way I envision it. They had conducted surveys of their own and found that customers were asking for all-natural options for things like herbicides and pesticides.

They liked what we were doing and are committed to enhancing the economic growth of their diverse and small business suppliers. They love our company culture and our purpose—this is what they have to say about us:

“We partnered with EarthKind® because it provides our customers with natural alternatives in the pest prevention market, and its hiring practices positively impact the communities we serve," Lowe's Director of Corporate Sustainability Chris Cassell said.

I have always thought if I worked hard and worked towards a goal, that eventually success would follow. And to a certain degree, it has. But there is so much more to building a successful company and taking it to a new level than just hard work and innovation – it's all about leadership. Something I read recently really sums this up for me:

“Dynamic leaders do not let a person, company, or disruption come along and recreate their destiny for them—they change with the trends, innovate, and lead their team through the accompanying changes. Dynamic leaders adapt to new technologies and pivot with changing markets and customer attitudes and desires."

I realize I have to be willing to leave my comfortable domain and embrace a new sense of business savvy, tech-savvy, emotional intelligence and cultural fluency. I have to be seen to outwardly do and be all the things I inwardly embrace and believe in.

I'm ready to take my company to the $100M mark, I'm ready to step into my personal power to make that “mind switch" because someone needs to take the lead at making family, pet, and planet friendly pest control effective and affordable.

Our newsletter that womansplains the week
5 Min Read
Business

No Funding Necessary: How I Built My Business In 9 Steps

Organic growth has made all the difference for my company. Since its start in 2010, Fresh n' Lean has delivered more than 7.2 million organic meals that are free of pesticides, hormones, GMOs, and other additives. The business itself has grown organically, too, without the help of any outside capital. Over the past decade, Fresh n' Lean's bootstrapped operation has grown into a 220-employee company with nine-figure revenue.

Here's how I've been able to successfully build my business without taking on a penny of outside funding.


1. A Hard Decision

The decision of whether or not to take on outside capital is a difficult one.

I was lucky— I relied on personal savings to fund Fresh n' Lean at the company's onset. I thought Fresh n' Lean was a meaningful endeavor, and I believed in myself and my vision.

Not every business owner would be financially able to make the same decision I did. Either way, it's important that your company's growth happens gradually and naturally.

2. Start Small

I was an 18-year-old college student when I launched Fresh n' Lean.

I would regularly work upwards of 20 hours a day— cooking dishes, arranging the meals in tupperware containers, handwriting the labels, and personally delivering them to some of our earliest customers.

Pretty soon we were shipping meals nationally, and I began renting a commercial kitchen space.

We generated a ton of enthusiasm from our customers, and that support prooved that we were on to something. But the early days featured lots of trial and error. We made mistakes and learned from them before scaling the business.

3. Rely On Your Network

Fresh n' Lean started with a team of five people. My friends and relatives chipped in, and my brother Thomas joined Fresh n' Lean as co-CEO.

Relying on those close colleagues was so meaningful in helping me get the company off the ground. I often look at Fresh n' Lean's employees as a family, and that mentality was especially true in those early days.

As I ramped up the hiring, my experiences with every aspect of our operation made me sharp at understanding the company's needs— and helped me to hire employees with the right skill set and mentality to drive the company forward.

4. Hold Firm

Fresh n' Lean embodies a lifestyle choice, a chance for everyone in the United States to have access to nourishing meals amid their busy lives.

We probably could have driven more sales by offering non-organic meal options, but I wanted the company to remain true to my mission.

A decade later, I'm so proud to see the impact Fresh n' Lean has made in redefining fast food.

5. Capitalize On Industry Trends

We live in a society of instant gratification— we want everything now, and our world is completely focused on convenience.

When Fresh n' Lean was launched, the idea of receiving ready-to-eat meals on your doorstep was a strange concept. But a decade later, we're used to having everything delivered to our homes. Recognizing and capitalizing on those changing consumer habits was a big part of our growth.

6. Don't Bite Off More Than You Can Chew

For years, I wanted to open our own kitchen facility— it was a top priority.

But building the space was a difficult and extensive process that could have financially devastated us if we attempted it too soon. In those early years, the project would have left the company too vulnerable.

Instead of moving forward with the project, we waited. In the meantime, we continued renting commercial kitchen space. One day a week turned into two, and then three and four, and eventually we were renting the space five days a week.

In time, we had no other options but to build our own kitchen facility— and our restraint before moving forward with that project was crucial, even if it was frustrating for the short-term.

7. Focus On You

As you build your company, it's easy to try to compare it to the growth other companies experience.

But headlines and press releases don't reveal the full story, and outside funding can mask structural and foundational problems. One example is the online ordering and meal delivery service Munchery, which secured more than $125 million from lenders before closing in early 2019.

Every company's story is unique! You can't judge your company's success based on the ups and downs of others. Focus on making your company the best you can.

8. One Thing At A Time

Our meal offerings have expanded through deliberate, strategic planning and extensive customer feedback.

We started with vegan meals and followed with protein-based meals. Other meal plan options, Paleo and Keto, were added to the menu in the past few years.

Building the recipes takes time— we want to be sure to get it right. And our customer feedback ensures that there's built-in interest before rolling out new meal options.

9. Be Resourceful

Building the company without outside capital forced me to be more resourceful. I couldn't throw money at everything I wanted to change— I had to be patient and find alternative solutions.

It's similar, in a way, to cooking a dish without having every ingredient listed in the recipe. You must have the key ingredients! Our executive chef was one of our earliest hires.

But you can adjust and improvise on some of the secondary ingredients, using whatever alternatives you have available and relying on tried-and-true methods to fill in the gaps.

Who knows? Through experimentation, you just might find a better way to cook your dish or guide your company forward.