When I met Nat Harrington, Founder of RangeMe Starter Subscriber Nat’s Nuts, he was at ECRM’s Convenience Session taking meetings with buyers from the largest convenience store chains in the country, including 7-Eleven, bp and Casey’s. He was ready to take the leap to large accounts, as his products are already on the shelves at more than 4,000 independent retailers nationwide.
His brand’s gourmet roasted nuts span a variety of flavors, including Maple Bourbon Almonds, Cinnamon Whiskey Pecans, Vanilla Chai Cashews, Toasted Coconut Cashews and Salted Caramel Cashews, to name a few. I LOVED the Cinnamon Whiskey Pecans, by the way, which I devoured after taking the photo of Nat after the interview!
As with many entrepreneurial successes, however, when you peel back the curtain you learn what went on behind-the-scenes to get them to where they are now. In Harrington’s case, it was 10 years of grinding, hustling organic growth, starting with farmers markets, then festivals, to local retail stores, slowly but steadily tweaking his products and growing his capabilities as he expanded regionally and then nationwide.
What started with a handheld roaster is now a brand that now boasts an 8-million-unit annual production capacity and distribution in all 50 states (and a few international locations, too). His journey from a college dorm room to a 7,000-square-foot warehouse proves that this slow-and-steady organic approach to growth can be the foundation of a resilient business.
Now that he’s meeting with the large chains, he can pitch buyers knowing full well that he can handle anything they throw at him.
During our interview, Harrington shared seven valuable lessons on the value of growing your brand organically, and how this has prepared him well for his next step to the chains. Here they are.
1. Start Scrappy with a Minimum Viable Investment (The $20 Roaster)
Many founders believe they need a big investment and professional-grade equipment to even begin. But Harrington was in college when he came up with the idea for selling roasted nuts. “I was fundraising for a mission trip with the business club at the college I was attending,” he says. “We were going down to Guatemala to open up a coffee roaster that employed young mothers and orphans. I didn’t want to just ask friends and family for money to support me for this trip.”
As a friend already planted the seed of selling nuts in Harrington’s head at a recent visit to a local farmers market, and since it was around Christmastime, he figured that would be a perfect thing to sell to raise money for the trip.
When Harrington initially looked into commercial nut roasters, the entry price was $6,000. Rather than seeking a loan or giving up, he pivoted to something with a more accessible entry point, though it would require a large investment in physical effort.
“I went to eBay and I found a handheld nut roasting machine, just a little stove top four cup nut roasting machine, and it was 20 bucks,” says Harrington. “So I was like, ‘All right, that math makes sense so I can make that investment.”
One benefit of this tactic is that this low-cost entry allowed him to test the product without the pressure of massive debt (especially since he stole nuts from his mom’s cupboard for the very first batch of cinnamon roasted pecans). Packaging was simple cellophane bags with a label affixed to it.
2. Use Local Retailers, Markets & Venues as Your R&D Lab
There is no substitute for looking a customer in the eye while they try your product. Harrington spent his early years at the Rochester Public Market, showing up at 5 am to wrestle for a good spot. This environment provided direct unfiltered feedback that no digital survey could replicate.
“Something that a lot of people know about upstate New York, we’re very honest and blunt people,” says Harrington. “On occasion I literally had people spit out nuts at the table and go, ‘Oh, this is disgusting.”
While it hurt his pride, it forced him to refine the recipe. Slow, local, organic growth allows you to fail small and fast, ensuring that by the time you are ready to expand, your product has already been battle-tested by the market.
3. Leverage Experiential Marketing
Before Nat’s Nuts spent a single dollar on marketing, they relied on the experiential marketing – in this case – the irresistible aroma of roasting cinnamon. In fact, when he was operating out of a guys-only college dorm, Harrington’s room was the only one that “smelled like cinnamon year round,” he says.
This sensory experience followed him to the markets. The smell acted as a natural customer acquisition tool, pulling people in before they even saw the packaging.
For emerging brands, finding a way to engage a customer’s senses – whether through scents, sampling, demonstrations or unique textures – is a powerful, low-cost alternative to expensive social media ad campaigns.
4. Let Demand Dictate Your Infrastructure
Harrington didn’t move into a 7,000-square-foot warehouse on day one. Far from it. His infrastructure grew only when his current setup was literally at its breaking point. He moved from his dorm to a home kitchen (under New York’s home processor exemption), then to a 200-square-foot commercial kitchen, then a 500-square-feet space, then 2,000-square-feet, and finally his current 7,000-square-foot warehouse.
The same applied to his equipment. He didn’t jump to a 600-liter planetary roaster until he had exhausted the capacity of his small handheld units.
“Because the demand was growing, I realized my little four cup mixer was not able to produce what I needed,” says Harringtyon. “I eventually added a second roaster and I was roasting two at a time.”
By the time he invested in the 600-liter system, the revenue to support it was already there.
5. Master “The Grind” to Build Institutional Knowledge
There is a specific type of knowledge developed by founders who do the heavy lifting themselves early on. Harrington spent years roasting, bagging, and selling. This hands-on approach meant he understood the intricacies of the roasting process.
“I was spending probably four to five hours a week with four roasters at a time,” says Harrington. “I literally had a sweat band on. I’m in my gym shorts and t-shirt. And we still manufacture all of our products. We have a 7,000 square foot warehouse now that we make everything out of. It’s SQF certified. Everything’s gluten-free certified. But that was probably the biggest growing pain was getting more and more space.”
And while Harrington no longer does the hand-roasting himself (except when trying new recipes in those $20 roasters, which he still has), the knowledge he has gained in the process helps him to more effectively lead those who do the roasting now.
6. Grow Your Wholesale Footprint Organically
Nat’s Nuts’ transition from selling direct to consumers at farmers markets to opening wholesale accounts at retail stores was not the result of a pitch to a national chain; it started with a single local coffee shop. From there, the growth was a result of persistence and simple, direct outreach.
“I’d find a store on Google as a lead,” says Harrington. “I’d call them, figure out who the buyer is and say, ‘Hey, my name’s Nat. I own a nut roasting business. Here’s what we sell. I’d love to send you a free sample.’ That was the initial sale. Because the product is really good, it speaks for itself, people would try the product and say, ‘Oh, this is great. We’re going to buy this.’”
Nat’s Nuts’ first year of wholesale was 2019, and by the end of the year, they had 20 wholesale accounts with local retailers. They made deliveries in person. The following year they expanded to 70. Harrington decided to focus his efforts solely on developing wholesale accounts. That year he finally got a commercial kitchen so they could legally sell outside of New York State and ship the product, which opened up even more opportunities, and they grew to 700 accounts. Now they are in more than 4,000 stores nationwide, with fresh, new professionally-done packaging.
7. Build Your Capabilities Before Facing the Big Retail Chains
The most significant advantage of organic growth is the solid foundation of capabilities that are developed. By the time Nat’s Nuts attended its first ECRM convenience session to meet with giants like 7-Eleven, bp and Casey’s, they were already managing several thousand independent accounts and had already mastered the complexity of shipping to all 50 states, including Alaska and Hawaii.
“We’ve really been able to build up our leg muscles before reaching out,” says Harrington. “If you’re pitching a retailer that’s got a thousand stores, it’s like, yeah, we can do that because we’re already doing several thousand independent accounts.”
Nat’s Nuts Current Flavor Portfolio
The brand has evolved from simple cinnamon roasted pecans to a sophisticated lineup based on customer feedback and market trends:
| Flavor | Origin Story |
| Cinnamon Whiskey Pecan | Developed in a college marketing class; current best-seller. |
| Salted Caramel Cashew | Aimed at a highly popular US flavor profile; #2 seller. |
| Maple Bourbon Almond | A high-end, artisanal flavor profile. |
| Toasted Coconut Cashew | A newer addition suggested by Harrington’s wife that quickly rose in popularity. |
Summary: The $0 Marketing Success Story
Perhaps the most shocking aspect of the Nat’s Nuts story is the marketing budget. “Up to this point, we’ve actually spent zero dollars on marketing. Zero,” says Harrington. “Everything has been very, very organic.”
By focusing on product quality, physical presence, and gradual scaling, Nat’s Nuts built a foundation that can now support national chain distribution. For any emerging CPG brand, the message is clear: You don’t need a million-dollar launch. You just need to be a little scrappy, have a lot of persistence and the willingness to let your customers tell you when it’s time to grow.
And if you are roasting your own nuts, maybe some strong forearms, too!
Watch the full video interview below!