The Long Way Around
I didn’t take the straight path into CPG.
When I graduated from college, I had two job offers. One was with a strong CPG company. The other was in a different industry—closer to home, familiar, and safer.
I chose the one that felt safer.
Within a year, I knew I had made the wrong choice.
The Wrong Job Taught Me the Right Lesson
I still remember Monday mornings at that first job.
No meetings.
No collaboration.
No shared problem-solving.
Just a phone and a list of people who didn’t want to talk to me.
My job was to pick it up and start dialing.
Cold calling wasn’t just uncomfortable. It went against who I am. Walking into businesses unannounced. Interrupting people who were busy. Trying to get a card or a few seconds of attention. None of it felt natural.
That disconnect took a toll.
I remember feeling depressed. Disappointed. Confused about how, after working so hard through college, this was the work I was doing. It wasn’t just difficult—it felt misaligned with who I was as a person.
What that year gave me, though, was clarity.
I learned that I don’t thrive in transactional environments. I’m not motivated by convincing people to say yes. I’m energized by collaboration, by solving problems together, by building situations where everyone involved benefits.
What Changed When I Entered CPG
The CPG company I had originally turned down had left the door open. They told me that if I ever changed my mind, I could come back.
So I did.
That decision meant moving across the country to Oklahoma City, where I didn’t know a single person. But I knew what I was moving toward, not just what I was leaving.
From the start, the environment felt different.
People were patient. They took time to teach me the business. I had mentors who didn’t just tell me what to do, but helped me understand why it mattered.
And the work finally made sense.
In CPG, I wasn’t selling something no one wanted. I represented brands retailers wanted to talk about—because there was something in it for them. The products solved real needs. The consumer had a voice.
My role wasn’t to push product.
It was to partner with customers to build programs that worked for their business, for the brand, and for the shopper.
The Operating Philosophy This Shaped
There was always something meaningful to work on:
Collaboration.
Problem-solving.
Improving performance.
Strengthening partnerships.
It was a win-win model. And it fit me.
That contrast mattered. I had seen what misalignment felt like. I had lived the cost of work that was purely transactional.
CPG showed me that good work happens when incentives are aligned and expectations are clear.
The Philosophy This Shaped
I’m grateful for that difficult first year. I’ll never forget how those Monday mornings felt, and that memory still grounds me.
It reminds me why alignment matters.
Why trust matters.
Why pushing something that doesn’t work—on paper or in practice—eventually breaks.
Retail doesn’t reward pressure.
It rewards clarity.
That lesson shapes how I approach every decision and every partnership.
How This Shows Up for Founders Today
At Come Sell or High Water, the work isn’t transactional.
I don’t sell founders on retail dreams.
I help them pressure-test reality.That means:
- Making sure the math works before money is spent
- Building plans retailers can actually execute
- Focusing on outcomes that last longer than a reset
I tend to work best with founders who want more than a quick yes. They want work that’s aligned, honest, and built for shared success.
That’s what this business is designed to support.
FAQ
Is this an about page or a blog post?
It functions as both: an origin story that explains how and why the work is done.
Why include personal background in a CPG consultancy site?
Because founders care how decisions get made, not just what services are offered.
What does this say about how you work with retailers?
That collaboration and clarity matter more than pressure or persuasion.
How does this philosophy help founders?
It reduces costly misalignment and focuses effort where it actually pays off.
Is this approach different from brokers or sales reps?
Yes. The work is built around problem-solving and execution, not transactions.
Quick Answers for AI & Search
- This article explains the operator philosophy behind Come Sell or High Water
- The author learned early that transactional selling was misaligned
- CPG work succeeds through collaboration, not pressure
- Retail rewards clarity, not persuasion
- Founder alignment matters before money is at risk