Beyond Survival Mode: How Food Entrepreneurs Can Thrive Despite Rising Costs
(Listen on Apple or Spotify. Full transcript below.)
As we face continued economic uncertainty and rising costs in the food industry, many founders are wondering how to protect their businesses.
As one founder recently shared, their packaging costs jumped from $122 to $160 per case—after the tariffs were paused! These unpredictable changes can feel overwhelming, but I want to be clear: this is not a time to "shelter-in-place" with your food business finances.
You can still grow and be profitable.
Consumer Behavior During Economic Downturns
One encouraging fact I've observed through past economic cycles is that consumers don't stop spending altogether during downturns. While they may cut back on big-ticket items, they actually turn to small luxuries—especially specialty food products—as affordable treats.
Artisan jams, fancy peanut butter, small-batch chocolate bars, and premium coffee for home brewing often maintain or even increase in sales during these periods. People still want to treat themselves, and specialty food offers that little moment of joy without breaking the bank.
This means there's still opportunity for growth in your food business, but how you approach it needs to be strategic and may look different than what you planned at the beginning of the year.
Monitoring Your Costs with Precision
With input costs rising unpredictably, it's critical to monitor your COGS more frequently and with greater precision. Many founders look at their input costs when developing a new product and maybe once a year after that. In today's environment, that's not enough.
Track the cost of each component with specificity: How much have your packaging costs increased since your last order? What about ingredients? Processing? How do these changes impact your unit economics?
Set clear margin thresholds that trigger action. For example, if your gross profit margin is currently at 60%, you might decide that if it drops below 55%, you'll implement a price increase or make other strategic changes. Having these guardrails in place helps you make decisions based on data rather than emotion.
Strategic Channel Decisions: A Real-World Example
I'm currently working with a brand that had a distribution-focused growth plan at the beginning of the year. As costs increased, we quickly realized this strategy would require significantly more debt than anticipated to maintain.
Instead of pushing forward blindly with the original plan, we pivoted to focus on:
Driving velocity in existing retail locations rather than opening costly new doors with slotting fees
Growing DTC and direct wholesale channels where margins are healthier
Being more selective about which retail opportunities to pursue, focusing on those without onboarding costs like free fills and slotting fees
This pivot wasn't a retreat—it was a strategic response to changing conditions that protected the brand's financial health while still pursuing growth. We're now analyzing the performance of different channels and making data-driven decisions about where to invest marketing dollars.
Cash Is Queen: Preserving Financial Flexibility
Businesses with cash reserves weather economic uncertainty better. This means being intentional about:
Inventory management: Consider smaller production runs that tie up less cash, even if unit costs are slightly higher
Accounts receivable monitoring: Stay on top of payments, especially from distributors who might take 90+ days to pay
Expense discipline: Only spend on necessities for operating and growing the business
Sales channel growth: The percentage of sales coming from different channels can dramatically impact your overall gross profit margin and cash position.
Tools to Help Navigate Uncertainty
At The Good Food CFO, we've developed several tools to help founders navigate these financial challenges:
Perfect Pricing Calculator: Update your input costs to see how they affect margins across channels
Cash Flow Manager: Project your cash runway and explore scenarios to extend it
Profit Assessment Tool: Identify which levers to pull to improve your gross profit margin and cash flow
Moving Forward with Confidence
While your January growth plans might need adjusting, that's not failure—it's smart food business strategy. Taking a step back to reassess based on new information allows you to move forward with greater confidence.
Remember, all is not lost. There's still opportunity for growth, but how you do it needs to be very strategic. By monitoring costs closely, making data-driven channel decisions, and preserving cash, you can navigate this period of uncertainty successfully.
Want to hear the full conversation about protecting your food business finances in uncertain times? Tune into our latest podcast episode where Chelsea and I dive deeper into specific strategies and share more real-world examples.
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Episode Timeline
00:00 Introduction and Goals
01:21 Economic Uncertainty and Tariffs
06:24 Strategies for Founders During Economic Challenges
12:25 Marketing and Consumer Behavior Insights
18:28 Financial Management and Cost Awareness
24:06 Cash Flow and Business Longevity
30:22 Tools and Resources for Founders
Full Episode Transcript
You're listening to the Good Food CFO podcast. I'm your host, Sara Delevan, joined as always by our producer, Chelsea Stier. What is happening, Chelsea?
Well, you know that we are inching towards our goal of reaching 1 million food founders, our big audacious goal. And I think you also know, and I'll remind everyone listening, that helping us by leaving a rating wherever you listen, a review, especially on Apple, we love Apple reviews, and then following or subscribing to the podcast are the…
biggest ways that you all listening can help us to reach that goal.
Yes. And we're very close to releasing our quarterly report. Yes. Which I'm super excited about and I'm super excited to share the growth that we have been experiencing over the last quarter. Thanks to all of you doing those very things. So thank you. And if you haven't yet, please rate, review, subscribe. It really does mean so much for the podcast and for reaching our goal. So thank you.
in advance or thank you for doing it already. We really appreciate it.
Yeah. Okay. What are we talking about today, Sarah?
Well, I wrote a newsletter recently about the tariffs, the impending tariffs. And in the newsletter, I really talked about what we learned from COVID and how we can take that into this current time, the sort of time of uncertainty, if you will. Because as we record this episode, it is Friday, April 11th, and the tariffs have just gone under like a 90-day pause. Yeah.
Despite that, we see from founders who are taking to Instagram that the costs of products that they purchase are still going up. Benny Blanco, Tortilla's founder, Christopher Hudson, who was recently on the show, he shared, I think it was the cost of bags, went from like $122, let's say $2 per case, up to $160 a case between...
the time that like the tariffs were just about to happen and then after the pause happened. So we can't even really predict like what is going to happen day to day. And so we felt you and I, after having a discussion, that no matter what happens specifically in regard to the tariffs, it feels like a very important time to talk about what to do in a time of economic uncertainty.
Yeah.
both like largely in the world, but also within the food industry and within your individual business.
Yeah, I think it's something that as you shared, right, we've both talked about and I think is really important to continue to drive home kind of the key messages that we share and how they can have an impact on founders bottom line. Yeah.
I think, as I mentioned a moment ago, I'm really appreciating the founders who are showing up in real time and sharing updates of how their costs are changing. I also really appreciate the founders who are sharing how they understand or think that the tariffs will affect their business or how they won't and for what reasons. I also love the insights that other financial experts are sharing online.
Even I, we all can have a very narrow vision of like, how is this going to affect our specific industry in very direct ways? But I think no one knows exactly how the dollars and cents will land. But what we do know is that things are going to get more expensive and it doesn't have to do solely with physical goods, right? Tariffs and even the lack of tariffs as we're seeing can have an impact on everything from distribution
to insurance and everything in between, right? Because it's all connected. So despite all the unknowns, despite the things we think are going to happen or that might happen, this is not a shelter in place moment. It's not about just kind of curling up and trying to survive and make it through whatever this timeframe looks like.
There is still opportunity for growth, how you do it needs to be very strategic. And it might be very different than what you set out to achieve at the beginning of the year. And that's totally okay.
Yeah, it might feel like a bit of whiplash, you know, as you said, we're just in April. So if things are changing that quickly for you in your business, it might, you know, it's okay to take a moment, take a breath, and then get your mindset around what that reset looks like. But as you're saying, and I can't wait to hear more of what you're going to be sharing today, there are things that you can do. And yeah, it's not a moment to just hide your head in the sand. Yeah.
It's also not a moment to just keep pushing forward on a plan that may not make sense.
Yeah, I think that might even be a more important piece of advice. Yeah. Okay. Well, I cannot wait to dive into this. What do you think? We'll take a quick break and come right back. Yeah, let's do it.
I want to take a moment to thank our BABOYOT members whose contributions have supported the continued production of the Good Food CFO podcast. Whether you are a one-time, monthly or annual member, your contributions are helping us to grow our impact and together we are changing the way that food business is done. If you're listening and want to learn more about our BABOYOT membership, how it supports this podcast and our impact and to learn about the exclusive
perks like live Q &As, member events, beta testing new tools, and more, visit the goodfoodcfo.com slash BABOYOT. That's spelled B-A-B-O-Y-O-T. Now back to the show.
So Sarah, as you talked about in the intro, right, of this episode, currently we're not looking at, you know, tariffs across the board as we thought we would a couple of days ago, but we also don't know what's going to happen in the future, right? And as you very astutely pointed out, that doesn't mean that costs aren't already going up anyways, right? So…
I'd love to hear your thoughts on what things founders can do to protect their business, protect their finances, and really set themselves up to, as you said, not just shelter in place, but to be able to move their business forward through this time.
Yeah. The first thing I want to say, Chelsea, is that all is not lost. What we have learned from history, recent and a little bit further back history, is that when there is a recession or a fear of a recession or money tightens for consumers due to layoffs or fear, you know what I mean, around the future,
They do stop making, consumers do stop making big expensive purchases, but they don't completely stop spending. The way that people treat themselves, if you will, is to spend a little bit more on the small things that they enjoy. And we see this quite often in the food space. you know, I referenced
COVID in the newsletter that I wrote about this topic because it was a very recent time and there are some similarities, definitely big differences, but also some similarities. And so I can look back to the data and say, what did we see happen with brands? Yes, during COVID, people were purchasing in different places. I don't know that we're going to see as much direct purchasing from brands as we did during COVID, but I do
predict that people will spend a little bit more money on things like a fancy peanut butter, an artisan jam, a small batch chocolate bar, right? Better coffee at home. You know, maybe you used to go to Starbucks all the time or you used to go – hopefully you'll still go to your local coffee shop but, you know, maybe you're brewing better coffee at home now. Maybe you used to only brew really fancy coffee at home on the weekends and now you're going to start to enjoy it.
know, seven days a week. These little habits are things that we can look to the past and say, this has actually happened when money tightens for people. So what that means for good food brands and founders listening is that it does not, the threat of recession, threat of tariffs, it does not automatically translate into lower sales. And I strongly believe that if you know your customer and you're able to speak to them,
Right? You can continue to speak to them and continue to serve them where they are. I think remembering that at the end of the day, we're all humans. And so how we're individually feeling, translating that into our communications as a founder, as a brand to our customers who are likely feeling the same ways can go a long way. But
Again, all is not lost. We don't have to assume that sales are going to drop dramatically in any specific channel or even across the board.
Yeah. And one thing that I would take away from this is if you are a founder, right, keeping an eye on your sales reports, maybe, you know, as you said, we're not really sure necessarily what channels might be affected or if, you know, somebody is going to shop in one channel versus another. And so maybe you'll see a
downturn in your direct to consumer channel, but then an uptick in another, right? So I would say that overall sales number would be an important thing to keep an eye on. But another question that I have is, you know, is it worth at this point, would you say, investing money into how you're marketing?
Right. As you said that we see that consumers tend to lean towards some of those smaller kind of treat yourself products and that tends to be food related. I mean, I can totally relate to that myself, right? A small little treat. Yeah. But is there, does it make sense to invest money into kind of leaning into that message at this point?
So a couple of things. That's a great question. And I want to go back to the sales, right? I think it's a great idea to pay attention to your sales in each channel because as you just mentioned, maybe we see a dip in direct to consumer sales and maybe that's because you have to pay for shipping when you purchase online, right? Maybe if you sell on Amazon, for example, you don't see a dip. Maybe you see an increase.
the outcomes can be very different for every brand. So paying attention to what is happening in these channels is absolutely something I would say if you're not already doing, do it. Maybe one could hypothesize that like our retail sales will go up because people are shopping where they already shop, right? But now they're grabbing that chocolate treat, for example, or that better coffee when before they didn't buy it or they opted for something.
sort of less special. So I do think paying attention to where people are buying makes, like it should absolutely be done. That bleeds into your marketing question, of course, right? Because understanding where people are shopping and where people aren't is one thing. And you're going to know your brand and your customers the best to start to think about, do I need to run?
promotions or marketing in some way to help continue to drive sales. But that takes me to the second item on my list actually, which is costs will go up. And we're already seeing that even with just the threat of the tariffs, the cost of things were starting to go up. As we're recording, as we said in the intro, it's April 11th, a 90-day pause has happened on many of the tariffs that were going to go into place.
After that announcement was made, costs have gone up even further for some items for founders. So we know that costs are going to go up. We don't know how high, right? And we don't know the rhythm or the reasoning behind it as far as our inputs go. This is going to drive up our cost of goods sold. This could potentially drive up the cost to distribute, right? Freight costs, things of that nature.
that is going to potentially shrink your profit margins. And in the intro where we talked about your plan at the beginning of the year might have been one thing and now it might need to be something completely different, I think that will be based on what are the purchasing trends of my customers that I'm keeping an eye on and also how are these changes affecting my margin.
I will share that I work with a brand that at the beginning of the year, we had created a growth plan. We had COGS of a certain number and we were going into retail. It's a brand that is distributing through both large and regional distributors and they had a distribution focused growth plan. Things have already changed significantly for them.
The conversations over the last two to three weeks have been, what is your comfortability with debt? Because if we stay on this original path, this original plan, the amount of debt needed is going to be much greater. Should we be shifting already our focus to a more D to C and wholesale direct growth plan? Because the margins are greater there.
So, you know, do we want to stay even closer to home than we thought we were going to at the beginning of the year? How do we bring together our marketing team, our ads team, our broker team to make sure that we are all on the same page and that we all understand the criteria for saying yes to a new retailer? To saying, you know, or to saying yes to spending money
Yeah.
on online ads to drive those DTC sales.
The decisions are going to – People don't like it when I say this. We've actually gotten comments on, I think, YouTube in particular and into our Instagram DMs. They don't like it when I say it's going to depend on what is happening in your business. But these are the things you have to be looking at. We're looking at if this brand continues to push in distribution, they are going to have massive negative.
gross profit margins in the channel if they're doing promos, if they're doing ads, if they're doing the things that stores are requiring of them. If we're able to onboard with people who aren't requiring those things, okay, we've got a chance. So now we're analyzing, it's too expensive, it's too cash-intensive, debt-intensive to onboard with stores right now that have free fills, slotting fees, things of that nature. So we're looking at the numbers and we're saying,
No. Instead of growing doors, we're going to grow velocity in the doors we are already in. That's not a bad strategy no matter what, right? We're also going to look to growing that D to C channel and we're going to test out and perform, or sorry, we're going to test the performance of ads. So far in this particular case, they're doing well. And that has to do with the branding and the messaging and all of that. So we may lean into
into that. if your margins are high in distribution and you can still grow there and not have it be a massive impact like the brand I'm describing, then you may choose to continue doing it. What every brand should be doing is running the numbers because while it's not a shelter in place time, it's a do I need to pivot my plan? Do I need to, you
Knowing yeah.
No matter what you're making investments in growth, whether in this case it's distribution or D to C, which one has the greater potential ROI and the least negatively impactful outcome if it doesn't go as planned?
Yeah, I mean, the number one thing you made me think of as you were talking through this and telling that story about your client was like, if I'm a founder right now, today on April 11th, I'm putting out a company wide memo that we are not signing any contracts. We're not going into any distribution like until we've fully reviewed what is going to be required of us. What we're going to, you know, have to invest in that channel.
And determining what is the threshold, I think, is really important too, right? Because is there an opportunity? There's lots of like, I think, Kehi has the like a local at Kehi or like new at Kehi kind of thing, where there's opportunities that are very different than if you're just entering Kehi the typical way. Whole Foods slash Amazon has in their stores the local foraging path, right? Which doesn't have
the onboarding costs that going into Whole Foods, the typical way does, right? So you can take advantage of those things. It's also a great time and opportunity to, as I said, drive velocity in the locations you're already at because then when you're ready to start opening new doors, you've got that data. You have performance information which gives you more leverage when it comes time to negotiate.
If you're a young brand or you don't have a ton of data that you can bring to them and say, listen, people want this product, we're going to make you money, it's much harder to negotiate those fees and costs away. Here's the other reality that I think needs to be said out loud here. We know that Albertsons, for example, has sent out, I'll call it a memo to their brand saying that they will not accept price increases due to tariffs.
except with like, I don't have the quote in front of me, but it's like, know, certain circumstances, like, you know, could be allowed. So we don't know are those certain circumstances like the coffee industry, the chocolate industry that regardless of tariffs, you know, costs are going up, but they're already dictating that they are not going to change their price on shelf. They are not going to pay any more for a brand's product
I shouldn't say that they're not going to increase the price on shelf. They might. erase, like don't erase that from, but erase that from your minds, right? They may increase the price on shelf, but they are not going to increase the price that they are paying to brands, regardless of the fact that with 99.9 % certainty, the costs for all brands products are going to go up. Once again, an example of the industry not being in support of
you know, small brands and really being in it for themselves. But, you know, that's the reality we're living in.
I don't love to hear that. As you've already said, Sarah, running the numbers, running the numbers, running the numbers, right? And any opportunity that you may be thinking about entering, really understanding the true cost to your business. What else should a founder be thinking about in this sense as we go through these uncertain times?
Yeah, I think something that has to happen is paying attention to the cost of your inputs. I think I talk about this in an upcoming episode perhaps, that it's very common for brands to sort of look at their cost of inputs when they're creating a new product. And maybe they look at them once a year. Oftentimes, people don't look at them again, and they feel like they have a sense of how much their costs are going up. But really pay attention to what
is the cost of my bags today versus the last time I ordered them. And with specificity, how is that impacting the unit cost of my product? And determine if a price increase makes sense for your brand and your customers and at what point that increase would need to be made. So for example, let's say you're at a 60 % margin right now and you know that in your business you
Yeah.
you can't go below a 55 % gross product margin or product gross profit margin, I should say, then as you're watching the numbers, if you get to 58, if you get to 57, if you get to 56, you might say, got to pull the trigger on this because it's going to take time to roll out this change. Or you might say, I'm going to allow it to drop below 55. But if it hangs there for X amount of time, then I'm going to increase the price. I think it's good to sort of set
and intention, set a guardrail, and then pay attention to the data because we need your brand to survive these uncertain times. There's a lot of conversation around will brands raise their prices? Will they not? Will they absorb the cost? Can lower cost products, lower price products, I should say, not increase their prices, but a premium product?
could because of who's buying that. But there's so much conversation around now on the internet, for example. The only thing I think of when I hear that conversation is, can the brand survive not increasing their prices? If they don't want to increase their price or they can't because of who their consumer is and how they're positioned in the market, then what can they do? Is it their channel strategy? Is it which products they're selling to whom and where?
what can you do to protect yourself? Because again, while it's not a shelter in place, we have to be really open-minded and thinking about how do I move through this so I can still be successful, not just surviving but thriving on the other side of this. That leads me to the third thing on the list, which is Cash's queen, as I like to say, right?
We know that businesses that have cash on hand are better positioned to weather economic storms. And the longer your cash can last, right, that cash runway, right, the better. So if you've been listening to the podcast for any amount of time, you know that cash, cash on hand, cash runway is directly related to the margins of your products and the gross profit margin of your business. So it starts with...
your product margins, knowing your cogs, keeping an eye on that. It extends to where are we selling our product, what are the margins in that channel, how are things changing, and will result in how much cash you have in your business. At this point in time, the amount of cash that you have is potentially going to be telling in terms of how any potential economic downturn
increase in costs, effects in sales are going to impact your business and its longevity.
Yeah, I would say, you know, I think that this is something that we've talked about many, many times before, right? And how cash, how important cash is to the business. But I think that the point that you're making here, and I think is a very, very important point, is that in times like we find ourselves in now, that is only highlighted bolder.
bigger, more important.
Yeah. I think you should always have somewhat of a cash focused approach to your business, meaning how do we conserve our cash? How do we grow our cash, right? While still growing our business. Owning a business, running a business is inherently risky. I am never suggesting that you don't take risks, right?
Cash is queen. We need cash, especially in times where margins may be decreasing, where sales may be affected in different channels. If your D to C reduces but your retail through distributors grows, that is great because that overall sales and units are staying steady, but the margins are going to be quite different. That percentage of sales and where those sales are coming from
will have an effect on your overall gross profit margin and your cash.
And I would also say when we're talking about cash in your business, and the more cash that you have in your business, the more likely that you are not just to survive, right, but to thrive. Another part of that is, and correct me if I'm wrong, but when we do find ourselves in times like this, in economic, you know, climates like this, taking on debt,
Right, taking on financing only becomes more expensive.
Yeah, yeah. It's currently quite expensive and yes, it definitely could get more expensive for sure. And we also know that there are predatory lenders in the industry, right? I think we talked about it in a recent episode with Christopher Hudson again, bringing him up, but Shopify loans, Stripe loans, things of that nature, they're easy to get because they come with a high price tag. I think taking a cash approach
can look lots of different ways, a cash-focused approach. For example, don't tie up too much cash in inventory. Looking at things through a slightly different lens, you might buy inventory in a certain volume typically, but if that's going to tie up more cash than you feel comfortable with, now maybe you take a couple point hit in your profit margin on your products because it leaves you cash.
in the bank to help operate your business. Only spend on necessities for operating and growing the business. That goes back to reevaluating. Is the growth plan we had in place in January? Does it still make sense for us now since the numbers may have changed or because just things are changing? What can you do differently so you're not sticking your head in the sand and just driving forward but you're really paying attention to everything that's going on?
The last thing I'll say is keep an eye on accounts receivable and get your cash on time. Chelsea, you know that we've got clients that have tens of thousands of dollars outstanding in accounts receivable. Interestingly, much of that is because distributors will take a really long time to pay. That can also impact your strategy. If you're working with distributors,
Yeah.
and you're putting out product and suddenly it's taking you 90 days to get cash from them as opposed to 30 or more. That's not a cash optimized sales strategy. Even thinking through those types of things. I'm laying out a lot here, but I think the overarching message is think about the direction that you're driving your business in. Look at the information.
Yeah.
the numbers, the things that are changing. And it's, guess I'm giving permission, not that you need it, but just in case, to change the focus, to change what you're doing so that you can be successful in what we call uncertain times, right? Where a lot feels out of our control and a lot is out of our control.
Yeah, and I think it's so important, again, to frame what you're saying as, yeah, being okay to change the plan, right? Not a retreat, not a failure, not a, that didn't work out like we thought it was going to. When you can frame it as
I'm going to look at my numbers, I'm going to understand where I'm at with my business, and then I'm going to make an informed choice on what is best for my business, that is empowering. That's not a bad thing. That's not a defeat. That's not a bad change or, you know, that is taking control.
Yeah, absolutely. Absolutely. And I think, Chelsea, it might be a good time to just shout out some of the tools that we have that can help people with this process. So we talk about product margins a lot. Our perfect pricing calculator is designed to help with this. So if you've got changing costs, you can plug your new
product costs into the perfect pricing calculator, you can determine, what are my margins going to be changing to in distribution or my wholesale direct relationships or my, you know, D to C relationships. Maybe you are selling on Amazon or bubble goods or, you know, Mabel and Fair. We also have calculators for those sites and tools as well. So you can just run the numbers and see very clearly for all of your products, how are things changing or where you're at.
as close to real time as humanly possible. I think the cash flow manager or cash flow projector, which is a $15 tool is extremely helpful for just laying the cash out there, seeing how long it can last as of today, right? And ideating around what can I do to make it last longer or what can I do to get more cash in the business, you know what I mean? To protect myself at this point in time.
Then lastly, a tool that we love is that profit assessment. That's a bigger picture view of the business that can help you understand your overall blended gross profit margin, what levers you can pull within the business to increase that percentage, to increase your cash flow. There's a great, I always forget the word, but there's a great chart decision tree that based on your numbers, we walk you through it so that you
can take actionable steps. We make these tools to help make food business finance easier, easier to understand, easier to execute. we hope that you'll visit our website, take advantage of those tools if you haven't already. And it feels like a wild time. I don't want it to feel like a negative downer time. I want people to feel empowered and to truly be empowered in their businesses.
And I want to shout out that all of those tools again are priced under $200.
Yeah. And I want to say also like reach out to us via email, hello at the goodfoodcfo.com. Hop into our DMs on Instagram, comment on YouTube. Like we want to hear from you. We say this a lot now here on the podcast, but we're creating this content for you. So if you need help around a particular topic, if you've got something going on in your business, send us an email. We read everything. We start developing
episodes around the questions and concerns that we get in the inbox. It may not be immediate, but it is coming. We do this to help our listeners, and that is what brings us joy. It's what lights us up. It is why we do this. So, you know, if you can't get into office hours, if you're unable to get those tools or you've already got those tools, but you need a little something, communicate with us. Like, we're here for you. It doesn't have to be a paid transaction.
And when you ask a question to us via email and we can talk about it here on the podcast, we're helping a lot of people. And that's amazing.
Yeah, and I'll reiterate again, right? That email is hello at the goodfoodcfo.com. As you said, Sarah, we'd love to hear from you there. So please do reach out or wherever you might be connected with us, right? Sarah, that's the end of our time today. I want to thank you as always for being our leader through these conversations, our thought leader and helping us to
as we like to say, make food business finances easy.
year. Chelsea, it's my pleasure.
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