Supermarkets are overflowing with junk food, much of it cleverly disguised as health food. Society often falls victim to corporate interests and regulatory loopholes that allow questionable products to remain on the market. For example, I recently saw a bag of candy with a warning label as severe as that of a pack of cigarettes, cautioning that it could negatively affect a child’s behavior and overall mood. And yet, the regulatory authorities permit its sale while also approving its placement in stores.
On the other hand, if I were to sell a product at my juice bar derived from a plant—say, prickly pear—that had even a slight potential side effect, it would likely draw immediate scrutiny from authorities. This discrepancy highlights the significant advantage ultra-processed foods have over fresh, natural health products.
Take alcohol, for instance: it is linked to addiction, reckless behavior, and even cancer in any amount consumed, yet it is widely available. Meanwhile, fresh juice faces heavy regulation, often pushing it out of supermarkets altogether.
Despite these challenges, my partners and I have a clear vision for the future. With the knowledge and experience gained over the years, we are excited to introduce goodsugar products into supermarkets aisle by aisle. We aim to create curiosity with a name like “goodsugar,” prompting customers to ask, “What does that mean?” This will provide an opportunity to educate people that carbohydrates from fruits and vegetables, when unrefined, are indeed essential for the body.
We plan to expand beyond juice, creating products for the bakery, snack aisle, frozen food section, and eventually dominating the juice refrigerator. Our first store has already proven to be a tremendous success, validating our business model and fueling our ambition.
Our goal is to open 15-20 retail locations in the tristate area, each replicating the proven model of our flagship store on E. 69th St. One valuable lesson from my previous company is to stay focused on what works. Refinements are fine, but it’s crucial to preserve the core elements that made the original model successful.
The success of my first juice company was built on exceptional products and relentless attention to detail. My team and I learned what worked and what didn’t through hands-on experience. While we achieved significant milestones, one challenge we faced was sharing control with partners who sometimes had misaligned priorities. This occasionally led to differing opinions on key decisions.
For example, our third store was a shining success, generating over $4 million annually with profit margins of 20-25%. However, instead of replicating this winning formula, we expanded too quickly, prioritizing the quantity of new locations over their quality. Many of these stores were opened in suboptimal locations, breaking the golden rule of retail: “location, location, location.” As a result, we diluted the model’s strengths. At the time, I felt pressure to follow the strategy of rapid expansion, even though it wasn’t the right move.
Another key lesson is that the product must remain extraordinary. At our first company, we offered a product so unique it was difficult to replicate. Unfortunately, instead of continually investing in product quality, we focused too heavily on same-store sales growth. This led to compromises, as cost-cutting measures were introduced to prioritize short-term profitability over long-term sustainability.
After my exit in 2019, the company chose to high-pressure pasteurize (HPP) its juices to reduce waste and extend shelf life. While this may have addressed operational inefficiencies, the resulting changes in taste and quality diminished the appeal of the product, in my opinion.
At goodsugar, we’ve worked hard to regain lost ground in this category. By eliminating waste entirely, we’ve restored juice to a core part of our business, now contributing 25% of our total sales.
Through experience, we’ve learned that rapid expansion—such as opening 35 stores in 12 months—inevitably strains cash flow, operations, and infrastructure. That’s why our new approach emphasizes disciplined growth. We’re building one store at a time, preserving the integrity of our product and prioritizing customer trust and loyalty.
The only way to grow sustainably is by achieving economies of scale, improving offerings, driving innovation, and increasing sales while maintaining quality. In addition to expanding our retail footprint, we are building a strong consumer packaged goods (CPG) division. By developing a supermarket presence alongside our stores, we’ll create diversified revenue streams and position the company for long-term success. Supermarkets also represent a critical exit strategy, helping us enhance the company’s valuation as we hit key milestones.
Phase-by-Phase Strategy
Phase 1 was about creating the brand identity, establishing our menu, and opening our first store. This initial phase took place during COVID, when we also focused on differentiating this business from my previous venture. For example, we eliminated single-use plastics and returned to the successful strategies of Store Number 3 from my prior experience. We spent two years developing these ideas through a pop-up store and test kitchen, working with a small team of four to establish the menu and innovate in food and bakery categories.
Every product—approximately 100 SKUs—was either a brand-new idea or a reimagining of what had previously worked. Two standout categories emerged: juice shots and a gluten-free, no-refined-sugar bakery. These products allow customers to engage with goodsugar at lower price points (under $5), making our offerings more accessible. Juice shots provide immediate effectiveness, while bakery items are both fun and delicious.
Phase 2 was about proving the business model. We demonstrated that our model could generate 20-25% EBITDA while maintaining product quality and customer loyalty.
Phase 3 is where we are now: preparing to open Store Two. This phase is about scaling slowly and strategically while continuing to innovate and refine our approach.
Through this journey, we’ve learned invaluable lessons about disciplined growth, the importance of location, and the unwavering commitment to product integrity. Our model is now robust, capable of withstanding economic challenges while staying true to our mission.
Our vision remains ambitious, but our execution is deliberate. We are excited to grow goodsugar into a trusted brand that redefines how people think about health and wellness—one store, one product, and one step at a time.