Recipe for Greatness
Recipe for Greatness
How Phizz is Leading the UK's Hydration, Vitamin and Electrolyte Boom | Dan Cray
Daniel Cray, an Australian entrepreneur and CEO of Phizz, pivoted from advertising to create a revolutionary three-in-one hydration, vitamin and electrolyte tablet that's now one of the UK's fastest-growing wellness brands. He shares his journey from bootstrapping with three friends to leading a category-defining company used by Premier League teams and travellers worldwide.
• After discovering travellers lose up to six litres of water during flights, Dan identified hydration's broader impact beyond just athletic performance
• Partnered with a neuroscientist co-founder to develop a scientifically-backed formula that enhances brain performance through proper electrolyte balance
• Initially secured partnerships with Emirates Airlines, W Hotels and Premier League teams to build credibility while bootstrapping
• Made the bold decision to relocate from Australia to London despite having no UK connections or secured funding
• Transformed from a £250,000 revenue business to nearly £10 million by transitioning from brand partnerships to retail distribution
• Maintained scientific integrity by including glucose in their formula despite "sugar-free" trends, as it's essential for optimal hydration
• Successfully positioning Phizz as a category leader in "hydration enhancers" – creating an entirely new retail category in UK stores
• Recently expanded into Middle East and European markets with plans for continued international growth
Check out Phizz in major UK retailers including Boots, Tesco, Waitrose, Sainsbury's, or online with Amazon.
Three, two, one, zero and liftoff, liftoff, liftoff. Hello and welcome to the Recipe for Greatness podcast. I'm your host, jay Greenwood, and in this podcast we interview the founders behind some of the best food and drink and nutrition brands in the UK to tease out the knowledge and skills that they've used to grow their business. Today's guest is Daniel Cray, an Australian entrepreneur who's lived everywhere, from Hong Kong to London, and left a career in advertising to solve a personal problem he faced while constantly flying. He's the CEO of Fizz, a three-in-one hydration, vitamin and electrolyte tablet that was founded by Dan and three friends. Fizz is used by everyone, from premier league teams to long-haul travelers. What started as a bootstrapped idea is now one of the UK's fastest-growing wellness brands, and Fizz is leading the electrolyte and hydration boom in the UK.
Speaker 1:Dan, welcome to the podcast. Thank you, jay. So I wanted to jump in and start with Samara a little bit differently and actually ask about that. You've travelled a lot. You've lived in many places Hong Kong, beijing, australia, now London. How do you think the constant move has shaped your worldwide view and maybe, your ability to take risks?
Speaker 2:You have done your homework, not just on the business, on me. I think moving around a lot, particularly as a young kid, sets a bit of a framework that life can be built anywhere. So you know, and my parents did this with three kids under the age of five to begin with, so I think that in itself has always been a bit of inspiration to you can tackle a lot and you can explore whilst you do it. So, yes, it's kind of put me in a good headspace to think about doing a lot of travel to see the world.
Speaker 1:And then also when it came to Fizz you know we were based in australia at the time we decided to launch fizz here in the uk, despite having not lived here since I was about nine I wanted to jump into that moment when you started thinking about fizz and I'm curious about that sort of inflection point where it went from an interesting idea to right, I'm quitting my job and we're actually gonna move the whole business operation from where I live now in australia to london. Can you talk me through that moment where that sort of I guess that light switch where it went right, let's just actually do this?
Speaker 2:I guess the the genesis of the idea came from flying long haul and you discover you lose up to six liters of water in a flight, which is is not the only contribution but one of the major contributions to jet lag. At the time I was working with some pro sports teams from a comms perspective and I noticed they weren't actually using sports drinks but they were using gastro medication to recover or to perform for me and co-founders into how hydration and electrolytes impact everything, not just from muscle performance, but you know, whether that's energy focus, decision making, immune defense, you know. And then we kind of pulled out that thread of that's not just athletic performance, that's benefits that could help anyone, not just an athlete. And we ended up linking with a co-founder who's a neuroscientist and that became the beginning of fizz in terms of concept as to we're packing up life and moving across an ocean.
Speaker 2:It was, I guess, that you know, go big or go home attitude that we just had a moment around on a weekend and, um, we just sort of looked at each other and said, you know, we, we're actually going to do this. Um and um, you know, three of us could get british passports and, uh, the uk just seemed a much bigger, more exciting opportunity. I mean, it's probably a bit naive to think that you should move country and start a new business and not and not and cut off your salary at the same time. But I don't know you could. Historically none of it made sense. Right like on paper it doesn't really make sense. But hey it, it's worked out.
Speaker 1:And I want to dig into. You mentioned one of the co-founders, paul, who was the background. He had a PhD. How did you convince him to sort of take his time away from whatever he was doing or whatever opportunities he had to actually focus on this idea? Was it the pitch or was it just because you were friends and he was doing you guys a favor?
Speaker 2:How did you convince him to get involved? Okay, so we we knew two scientists at the time. Paul was one of them and we basically went to him with the original idea of we want to create a hybrid between a multivitamin and an electrolyte tablet, but nobody in the world seems to make this so scientifically. How the hell would we go about doing this? Um, and so he was initially more of a sounding board as opposed to chasing a co-founder. But very quickly, um, from speaking with him, we became a bit of a mission to say, okay, well, we need you as a part of this team because obviously we will back ourselves in to try and create a brand, but in terms of a formulation and a product and have that credibility, we're way out of our depth. So paul went from soundboard to co-founder quite quickly, and at the time he was working on his fellowship in nyu and, um, you know, it turns out like knowing a neuroscientist this is before you know, you've got your huberman lab types. Neuroscientist becomes kind of second breath in terms of well-being.
Speaker 2:At the time that that sort of association wasn't there. But, um, the electrolytes impact brain performance massively. So paul was very familiar with not just how important they were, but actually creating and utilizing them from his own um research and processes over at nyu. So, um, he was the ideal person to work with and has been ever since. So he still runs a research lab at Bristol University where he's a senior lecturer. So he's not exclusively focused to us. He's got a whole academic life. That, you know, takes a large chunk of his time, but he is on hand with the team at Fizz. He's on Slack, you know. You could Slack him now and you'll get a response, probably the next hour or so.
Speaker 1:So he's integral awesome and I want to talk about sort of the initial formation of the team, because there's then there's four of you, essentially co-founders. How did you guys work together in a collaborative way and I guess maybe not getting each other's way, or was it more just everyone just doing a bit of everything at the start? Did you think, right, we need to divide roles and you need to do this.
Speaker 2:I need to do that yeah, I think we could have been better at that from day one. Um, I think we had the enthusiasm, the passion, um, and we had, we had an idea. But we all came, I guess, from not dissimilar backgrounds. There's some nuances there, you know, like maybe myself was more lent towards creativity and new business from having worked with an account director and an ad agency, which you know inherently isn't a sales role, but you are spending a lot of time making sure you've got the next clients as well as your current clients. Um, whereas Rory was in immediate buying, so his literacy around numbers and commercials were stronger than mine, so we did, I think you know, probably a few weeks in to having moved to London, we sort of got to a point where, okay, well, let's actually define this a little clearer. So initially I was looking after sales and marketing and Rory was ops and finance and John was wearing that CEO hat.
Speaker 1:And then I want to talk about sort of the first initial sales. Um, what was the first sort of like product created? When did it first sell? How did you get that first sale for you, for you guys?
Speaker 2:uh okay. So way back in end of 2015 we've uh, we've launched um. We've finally got product, which felt like an eternity of going through r&d. Um, we'd actually made a sale to Uber head office before we even had a product, so maybe that counts as the first sale, but definitely did it as soon as they paid us. And that was the thing of like you're moving to London, you've turned off the salary tap from your job and then you're waiting for something to sell and it is much motivated to try and sell something so you can have a bit of money come into the bank as much as anything else. Um, but that was in terms of first customers, like that was more or less the.
Speaker 2:The space that we focused in on was, um, more commercial relationships. So we we were focused on, you know, like I said before with bringing bringing Paul into the team, on gaining credibility. We gained scientific credibility with him quite quickly, but what we didn't have was, I guess, that consumer trust and we were self-funded so we had no money. So the strategy became who could we sell to that would simultaneously keep the lights on in the kitchen that we're working in and then also give us the exposure and credibility of working with cool brands. So within six months we gained listings with Emirates Airlines, w Hotels we'd sold to Premier League football teams, and so those, I guess the partnerships, are not just drive revenue, they're building a huge credibility box because you wouldn't know who Fizz was back then.
Speaker 2:But you know and trust an Emirates airline.
Speaker 1:Yeah, because when I was doing my research it seemed like the initial stage was sort of brand partnerships was the key growth of what you guys were focusing on. So I guess, were there a specific way you looked at potential partners, Did you try to identify who would be the right ones? And then, I guess, once you identified them, how did you go about pitching them on this new startup that they hadn't heard of, to give you guys a chance?
Speaker 2:Here at Physic, we really focus on improving hydration habits for better daily performance. Hydration habits for better daily performance. However, there is inevitably a lot of usage occasions that are going to draw you into this space. First, historically, sport is an obvious one for people. Sport and fitness, you go okay, right. Athletic performance, better hydration, better electrolytes equals better athletic output. We just gridded off a few more usage occasions around travel sports, off a few more usage occasions around travel sports and a few other areas that we then shortlisted places, whether that was a hotel, an airline, um, a particular shop that we thought we could sell to um, and that became the framework for how we were approaching that.
Speaker 2:Um, we were in the pitch process thereafter. Um, I think again that attitude of go big or go home like we, we'd go straight to ceo. So we, we put it, we. There's very little nepotism. Like people have asked, oh, you know. So, like when you got here, like who did you know? You must have known. It was like we didn't know anyone. But you know, again, coming from that advertising background from me, john Rory, winning new business, like you have to, you have to be able to tell a story and you need to find the right person. Who's the decision maker? So we were not too bad at either of those, although when we look back on what we had compared to what we have now, yeah, we've. We've stepped on a lot, but we made it.
Speaker 1:We made it work and I'm curious that sort of how much as well sort of finding the right people have helped, because I I've listened to some of the story. There was um a leicester city, um leicester city physio called yasmin and so she sort of then sort of maybe pointed you towards the sports route, or was that always key, like how important was it getting those people to help open the doors, or was it more just, you know you were already heading for those doors anyway, the game changer to the business has been people, right?
Speaker 2:So, like, if you look at the CVs of myself and co-founders and you sort of put Paul to one side because that's from science, you're not questioning that, but we didn't have FMTG retail experience, we didn't have any in the uk either. Um. So when it came to 2020, at the close of 2020, when we'd raised our first cap, raise um, one of the first priorities was to bring in people around around us who knew what they were doing and had some experience. Because, yes, we had the idea, yes, we had the passion, but, you know, it's a bit of a kind of wash yourself with cold water, like, okay, well, if we really want to be on a pathway to becoming a household name, it's probably not just going to happen with us. And so, yeah, people have made all the difference and you know that's. I myself am like. You know, I'm the CEO of a great growing business, but I have an incredible leadership team around me across all the key departments who, you know, run their ship and run their ship well.
Speaker 1:I want to talk about a few sort of, I guess, inflection points, chaos points that happened and I want to talk about maybe, uh, the first shipment went wrong with um, all the um, like the caps were incorrect or something. So I guess what's in that moment? What sort of did you? How did you stay calm? I guess is one of them, but then also, what did that teach you in that process of, I guess, any lessons learned from that period?
Speaker 2:okay, I think I'm quite different now to what I was back then and, like I said, impatient at least six month process, waiting for something to sell. You get to the warehouse feeling like a kid at Christmas, waiting to unwrap your presents, which they are wrapped on pallets, and you sort of tear into it and you pull one out and it looks incredible, except for, instead of a nice yellow cap that should match the body of the tube, it's white and so you kind of have this hmm, moment of that. Doesn't look like it's supposed to, but we were nobodies. We were the smallest customer this laboratory had ever had and we picked up the phone to them and there was a hundred thousand um tubes that were there.
Speaker 1:That's it's a lot of pallets.
Speaker 2:It's a lot of pallets and we picked up those same guys and they're swiss as well. So, you know, everything is very, you know, articulate and um, prestigious and absolutely on on time, on on the money. And then we, just, we had three things to do we had to make a product, we had to make a packaging and then we had to have something to sell and we, we weren't happy with it. So we, yeah, we, I don't know, we were a bit emotive perhaps, but, um, we got them to collect and recap all of them, which I think was a win. And, um, you know, part of what makes the brand iconic today is that logo stacked in between color. And, uh, yeah, we, we had that vision from the get-go. As much as the front of the package has changed, um, quite a lot here and there, but that that stacked um logo with the color either side of it has been consistent. So, yeah, we stuck to our guns and made a swiss lab reclaim all the the tubes amazing.
Speaker 1:And one other story that I found really interesting was um, this newspaper article the the miracle hangover cure. Now, was that sort of articulated by you guys sort of a pr stunt, or was it just completely unexpected? How did you manage the sort of onslaught of orders and interest after that?
Speaker 2:orders and interest after that. No, I mean is, and hydration strategies are very impactful towards hangovers. Put it that way, we did not, um, overtly plan and market this to be the hangover cure. Um, however, when a journalist gets their hands on something and has a personal experience with it, you can't really control the narrative thereafter, and you know that was definitely to our benefit. Being a homepage and front page newspaper story in the Daily Mail was quite game changing, and we talked about Santa before and, yeah, our kitchen became Santa's workshop of sacks and sacks of Royal Mail bags filled, filled with fears that we were self-packing ourselves at that point.
Speaker 1:Um, uh, you know, our website just went bonkers for about a week I now want to sort of transition to sort of there's a, I think before we jumped on, you sort of mentioned it. There's sort of two, I guess, two books you can call it on fears, one sort of pre raising money and then one after raising money. So I guess, looking back, you waited quite a while to raise money, bootstrapped it all from the on-start, and then you sort of then transitioned to right, we want to grow, let's raise some money. When you're looking back, do you wish you'd maybe raised money earlier, or are you sort of glad you kind of got those roots in of bootstrapping and the sort of operational efficiency in place?
Speaker 2:yeah, it's. It's always one of those things in hindsight, you would potentially do a lot of things differently, but would it lead you to be as successful as you are now? Um, or could you fast track it? Um, we, you know we are, we are a nine-year-old business and, um, we self-funded the first five years and I think we were quite pleased with ourselves in that we'd, you know, paid ourselves a salary. We were, you know, a break-even business. We were selling to some great brands around the world of you know, whether it's a four seasons hotel, a w hotel, an airline here, sports team there, um, but we weren't really on a pathway to someone like yourself knowing who we are, um, like you would not have heard. I would have been surprised if you'd heard of fizz back in um, you know, 2018, 2019, um, and so we decided we would take that early brand equity that we built into a cap raise process and with the purpose of trying to tackle the retail world and really, you know, hockey sticking, the business size in terms of what it could achieve in terms of consumer sales.
Speaker 2:Um, so that has been, yeah, like you say, two different books. So the first book has very much been how do we make the product, what will the brand be? And even then thereafter the brand is continually evolving. And what can we do as founders? And then that's a whole story in itself is the cap raise process, a co-founder in Rory getting very ill and having to move back to Australia to focus on his health recovery to there after having closed around and looked at bringing in support structures around me, taking on the CEO hat for the first time and looking to build effectively what we've done is gone from at that point 250,000 pound revenue business to where we will land this year at about just shy of 10. And so I don't think you can rewrite history because I don't think we'd be here without it. But it's two very different periods of a business story for sure.
Speaker 1:Yeah, it sounds like a real transitional period and I guess one thing that really transitioned was the strategy, because you guys were so successful at these brand partnerships, partnering with these great companies and then shifting to retail. Reflecting about how did you find that shift from those partnerships to actually direct retail Was it an easier sell because you had the stuff in the background? Or how did you find getting into those retailers and those listings?
Speaker 2:we believed in not just the product but the category. So, um, at the time, hydration in itself was not seen as a destination in the shops. Um, but we, we had firm belief that outside of the sporting environment, hydration and electrolytes were going to play a big role in the UK wellbeing market and there were some proof points in international markets to showcase the potential. And I think that's definitely some advice, I'd say is like when you can look more to the lens of what the category is doing or could do, how you'll be incremental as opposed to just tasting better or being lower calorie or what have you as to a product benefit. But what shift can you make in the category and how can you be incremental?
Speaker 2:We, I think, landed upon that space a little bit by chance of being highly innovative in the product itself and what we're pitching. But now we've just hired in a category manager. And it's a strange thing to be in as a business where we're definitely a challenger brand but we're also the category leader. So for our size and being a challenger, it feels a bit of a strange move to be hiring a category manager. But we want to grow fast and we want to grow the category fast, so that's what we've done.
Speaker 1:And also you mentioned there sort of Rory who unfortunately you know he got on well and he stepped away, and so did at the time one of the other co-founders, John. How did that shift your thinking about growth and ambition and maybe even success, with sort of all that period of sort of you know your co-founders sort of leaving and then just you sort of being left alone to sort of operate this? How did you sort of how did your mind shift, change during that period?
Speaker 2:very difficult period, um, starting something with two guys, um, who, you will, I was living with as well, um, and we're still very close. We're really good mates. Um rory dealt an incredibly difficult set of cards personally to his health, um, and um john having another business interest that you know was his mainstay. Um, it's a big shift. I mean, I was sales and marketing at the time and then shifted into that CEO seat. It's difficult not to have imposter syndrome and I think I'm still dealing with that every other week and I think what gets you through it is OK.
Speaker 2:Yes, the level of success that we've had is great, but you can't help but think, oh well, maybe if someone with more experience sat in that chair, they have done that faster or done that better, and I think you just have to accept that. And I think our success comes from our team. So I get to set the rhythm a bit, I get to be the rudder, I get to architect, but it's the credit to the rest of the team as to how we're gaining these listings or distribution counts, like you know. So I think my biggest task now is to make sure the team has what they need to succeed this year, next and the years after. And I think if you polled the co-founders, who are still on the board of the business I've not been fired yet. I think they're happy, but I do take that on. I now have to represent their interests without them having the day-to-day impact that they used to, so that in itself is another pressure. But they're very good, they're very supportive and they're still very good sounding boards for me.
Speaker 1:And I think during that period I sort of read that I think you mentioned sort of pre sort of COVID. It was like 250k revenue and I think that year, I think after sort of you raised funds, the company grew like 9000%. That year, what was that like? Or 900% maybe maybe my numbers are wrong, but what was it like. Or 900, maybe I may be in my numbers wrong, but what was it like for you sort of going from you know co-founders to bounce off and then basically you almost in this like rocket ship growth for that year it must have been a crazy year balancing how, how do I be a leader, how do I sort of like work the team, but then also how do I keep this, this company, actually alive and like on the rails yes, it was a.
Speaker 2:It was. 2021 was a crazy year. We we jumped from 250 000 to one just shy of 1.2 million um, and that came from. You know that, that emergence into the retail, retail market, for sure, um, and it was sainsbury's who gave us the chance to crack into that, crack onto shelves. Rather, they have an initiative called the Future Brands Program where they mark up and coming or would do well startups and they nurture you into a distribution level and they give you some marketing support along that journey. So we went into a pitch process to get into that and were accepted and that really was the beginning of a lot of change within the business, because that gave us ability to hire more salespeople, more marketing, and it started to give us a chance to build the case study as to how we could grow and prove point that we would bring new incremental customers to shelves, and that was a great 12 months for us. And that unlocked tesco coming next and you know, the dominoes fell quite quickly after that, in terms of listings at least amazing.
Speaker 1:I'm jumping around a bit here just because I find it's interesting, but I sort of we mentioned there the category before previously and I guess we sort of you sort of said it's you're thinking about the category as a broader aspect. But you know, physical struggles, hydration supplements and wellness. So how do you sort of like, do you kind of pitch that to sort of retailers about sort of bringing the whole category in as to one sort of product, or how do you think about how you kind of pitch it in the category you're in?
Speaker 2:yeah. So we we would define the category as hydration enhancers, um, so looking at how you can get more out of water and the benefit of hydration um in life in different moments. So from us, we see that as a way you can impact daily life and you know that we see hydration as an often overlooked foundation of general well-being. So it's not just a fix, it's a foundation. So it's not just I've got a hangover, how do I fix it? Or I've sweated everything out of the gym, okay, put it back in. It's more that proactive step into the day.
Speaker 2:But we recognize that as a category there's different roles to play by different brands. So some brands will be focused on the endurance sport and that's got a whole customer group and whether it's a triathlete, a cyclist or long-distance runner, and that's all they want to focus on. And there's going to be format choices. So there's a whole shelf to be built out there with different need states and it's proof pointed in the US and they walk into a Walgreens and you'll see a whole destination bay of hydration, as you would here to see for something like energy, and that's what we see and we're lobbying to be built out here in the UK and you'll see that some of the retailers this year, and particularly next year, will have that much more of a recognizable destination within stores, and that doesn't just come from us.
Speaker 1:Yeah, and how much time did you spend thinking about sort of maybe some bigger people who operate sort of maybe in the sort of hydration space? You know, you've got some big brands like Barocca and things. Did you ever spend time to think and worry about them? Or were you just so focused on this and sort of why it's, you know, doing something different?
Speaker 2:I think someone like a Barocca. Whilst they're not a hydration product, they have set a bit of a bar in terms of the format that we're in, in terms of how successful they've become over the years as a heritage brand. So I guess that shows some level of potential, but we look more. So I guess that shows some level of potential, but we look more to what we're doing, who we're targeting, and it's probably more of the interest piece of some other multinational brands that have come in with other hydration competitive products that we'd be a bit more focused on here at Fizz and someone who's in the multivitamin world in terms of a boraga and you've seen sort of people may have seen the success that you had and sort of what you've created.
Speaker 1:How do you sort of protect yourselves against other people coming in and sort of maybe trying to recreate something that you've, you've, you've made? Essentially, do you, is there anything that you try to do to, I guess, combat that, or is it more just keeping on to what you're doing?
Speaker 2:like I said, from a category perspective, competition is healthy. You know whether that's additional education, eyeballs to this space, that you know, from the budget's perspective, that fizz is not going to do in itself, I think it's hugely important. Um, I still think, um, obviously, that fizz offers something different and better to a lot of competition that comes out. Um, I think you know, we, when we look at um, even even now, I think you know, when we started, we, we made the right decision that we wanted science to underpin what we do. So, yes, we taste great and, yes, we dissolve quickly and cleanly. But the science is integral and I guess one of the things at the moment we're seeing a lot more of is, um, sugar-free options popping up, which you know I've got nothing against the concept of, you know, minimizing sugar in certain moments.
Speaker 2:But when we talk about hydration, the only way to increase the volume and speed of water into your body is to have a mixture that includes both sodium and glucose. So if you do not have any glucose, you're just drinking the water and replenishing your electrolytes, which in itself are two great things. But if you want to increase the volume of that water and the speed of which you take it in, which is, you know, if the world health organization is finding someone with cholera or found, you know, short of having a, an iv drip, if you're trying to give someone a solution in an emergency scenario, you will be giving them a solution of both sodium and glucose. So we are a low calorie product. But this is something we pride ourselves in.
Speaker 2:Is that? You know, we could have shifted with the winds and going, okay, right, well, we need to strip sugar out of this formula and just say sugar-free, because that's going to be on the front of the tin and it's going to help us sell more. But from a science perspective, you know, we truly believe that having, you know, nine calories in a drink that then actually has a lot of impactful benefit to you is worth keeping. So, um, yes, bring on the competition, bring on the education, um, but, um, yeah, we, we back ourselves in to to be sort of putting best in class out there nice, and I want to finish on one final.
Speaker 1:I guess it's a motto or quote. I've heard you say where it's uh, you either write something worth reading or you do something worth writing about. So I guess the final question is so what, what do you feel like the sort of thing you're working on now, that's, you know, the next sort of chapter that you're writing about?
Speaker 2:well, there's a lot actually at the moment that's giving me energy, I think. You know fizz becoming the number one selling electrolyte tablet in the uk in itself is incredible, um, so there's a lot more here in the uk that we're focused on. We're bringing in, um new products, um, you know, and this is where we're sticking to our hydration first solution mission. So, um, you know, but it requires a lot of education into you know, how that can be impacting more than more than you think. So you know, take community, for example.
Speaker 2:You know your first line of defense for your immune system is actually hydration, because the things that stop pathogens coming into your body, which are your mucosal membranes, the linings of your nose, mouth and lungs, if you're dehydrated, they don't work anywhere near as effectively. So it's trying to bring what can real science impact, different health challenges and seeing how, what our take on that could be. So there is new products coming from phys. We're also looking at new markets. You know. We've just we've just launched into the Middle East and into Europe, and we have a few more strategic markets that we want to turn on next year. So it's incredible to see the brand show up in Arabic or French or Spanish, and it's taking on a whole other world quite literally Amazing.
Speaker 1:Well, I just want to say as well just what an incredible product is. When I first tried it, I was just blown away by the quality and the flavor. It's an amazing product and I guess for people listening, where's, I guess, all the major retailers right?
Speaker 2:that's where they find it right yeah, you walk into any, almost any major retailer a couple maybe who'll be listening to this that hopefully we can give cause to gain that listing. But you know, whether it's a Boots, tesco's Waitrose, sainsbury's or online with Amazon, you know you'll find us in most shops.
Speaker 1:Amazing. Well, yeah, thanks so much for coming on the podcast, Sean and Johnny, and also just carrying an amazing product with an amazing mission. It's incredible. So, yeah, thanks so much for your time.
Speaker 2:Thanks, jay, really appreciate it.
Speaker 1:As always. So, yeah, thanks so much for your time. Thanks, jay, really appreciate it, as always. Guys, thank you so much for listening, really appreciate the support and if you guys like it and you're enjoying what you're listening to, please like and subscribe and write a review. We really appreciate it again. We'll be back doing this weekly and, yeah, if you want to know more about starting a food business, head to wwwjgreenwoodcom. But, guys, as always, thank you and be great.