And how does that shape the organization as folks get the opportunity to be a bit more specialized? Because we can hire the proper people that you need to do things versus trying to just squeeze every drop out of every person that you can.” “Now, we’re at the spot where people need to focus on what they’re good at and you don’t have to do ten different things anymore. “When you’re a startup, everybody’s wearing ten hats,” Cessario said.
Aside from Bertha, Liquid Death has several more new high level hires coming on board in the near future, he said.
#Liquid death beer series#
She said her experience working at a large Fortune 500 company like 7-Eleven will help her to craft a long term strategy for Liquid Death, noting that in the startup space companies typically plan for six to 18 months in advance, compared to large corporations that need to plot out three to five years.Ĭessario added that after the Series C round, Liquid Death is also now in the process of reorganizing its leadership and team structure to better fit a mid-size company. But there’s so much going on that we need some strong strategic thinking on board, as we really think about how we go from where we are now to a $500 million brand or $1 billion dollar brand, and take the smartest path possible in terms of capital and resources and all that good stuff.”īertha said that Liquid Death is scaling “much faster than a traditional business,” suggesting that the three-year-old startup is rising to the operational level of a 10-year-old company. “So far, knock on wood, we have not found a channel that Liquid Death doesn’t work in yet…. “One of our advisors told me ‘Until you find a retail channel that your product doesn’t work in, you’re not moving fast enough,’” Cessario said.
As of January, the brand was available in around 29,000 retail stores nationwide, including Whole Foods and PublixĪccording to Cessario, Liquid Death is now expanding even deeper into the conventional channel, with retailers like Albertsons, Kroger, Target and Walmart, alongside various convenience chains. Last year, the company reported around $45 million in topline revenue, up over 300% year-over-year. So, you know, the inception of how Mike created Liquid Death and the detail and focus of gravitating to that type of customer was at the core of who the 7-Eleven mass consumer is.”īertha’s appointment as SVP of Strategy comes just four months after Liquid Death closed a $75 million Series C funding round intended to support a nationwide expansion. I knew that branding would resonate with the 7-Eleven customer they buy products that are called Bang and Rockstar and Monster and they have similar sized cans and we sold a lot of those products.
“And so I’ve been able to get to know over the years from that angle, and we stayed in touch because I was personally a fan of the brand. “When I ran brands at 7-Eleven, Liquid Death was an emerging high growth business in many of those innovation sets that we were testing in stores,” Bertha said. The experience of seeing Liquid Death’s rapid ascent up the water set led Bertha to join its team and crossover to the brand side of CPG. However, the relationship between her and Liquid Death goes back to around 2019 when the company participated in a 7-Eleven showcase, with the brand having since gone on to expand nationwide in the convenience chain. Bertha, who joined the canned water brand last month, spent over eight years overseeing emerging brands at 7-Eleven and its corporate venture arm 7 Ventures, most recently as VP of growth.
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