Food Industry Insights from the Siete Foods Acquisition
(Listen on Apple or Spotify. Full transcript below.)
There are a lot of opinions about the siete foods acquisition.
I listened to a lot of them and realized that this isn’t about Siete Foods.
This is about the state of our food industry.
The Siete Story
Siete Family Foods is a mission-based company, passionate about making and sharing real food, gathering together in authentic community, and advocating for healthier lifestyles among Latino families.
Born when Veronica Garza decided to adopt a low-inflammation, elimination diet, and her whole family chose to join her for the journey. As Mexican-Americans from South Texas, the tacos and fajitas they used to enjoy on tortillas just didn’t taste the same on a lettuce leaf, so Veronica began making grain free tortillas. The true sign they she was on to something came when her Grandma Campos said her tortillas tasted better than the homemade flour tortillas she’d made for decades.
The brand launched initially at a local co-op, with an almond flour tortillas, under the brand name “Must B Nutty”.
Word traveled to the then CEO of Whole Foods, John Mackey, that the almond flour tortillas should be on their shelves, and he followed through bringing Siete on board and eventually launching the brand nationwide.
Growth, Funding & Acquisition
Founded in 2014, Siete Foods went national with Whole Foods in 2016 as a tortilla brand and closed a $90 million minority stake investment from Stripes Group in 2019. In 2023, annual retail sales of their tortillas, chips, salsas, seasonings, sauces, cookies, snacks and more reportedly reached $400 million and were sold in 40,000 grocery stores. In October, 2024 Pepsi Co. announced it would acquire Siete Foods for $1.2 billion.
the Siete Foods acquisition caused a stir
The Siete Foods acquisition didn’t just make news for its $1.2 billion price tag.
Siete Foods is a “Better For You” brand, created to fill a hole in the marketplace with a much needed product for individuals and families that want clean, transparent foods from brands they can trust.
People who buy Better For You products desire to support, and take pride in buying from, independently owned businesses. So, when that independently owned Better For You brand sells to a corporation like Pepsi it goes against everything that a Better For You consumer stands for, and there are a lot of opinions about it.
The Industry & Consumer “Hot takes”
It wasn’t just Siete customers that had an opinion about the acquisition, it seems everyone did. I shared my initial thoughts (you can hear them in the podcast) but then sat back to listen what others had to say. Here’s what I learned…
Consumers Don’t Understand the Food Industry
The “better for you” brand consumer felt like Siete sold old.
Some are concerned that Pepsi Co. will change the product quality. Others don’t understand why a big business that had $400 million in sales would want or need to sell to Pepsi.
The food industry is shrouded in secrecy, and as a result consumers don’t understand how small of a fraction of the retail price actually makes it to the brand, how much it costs to get on shelf, run required promotions, pay distributor fees (beyond the cost to deliver their product) and how much of that small amount is left over after paying to produce the product, support operations and make payroll.
Big sales don’t mean big profits for a brand like Siete Foods.
Investors and Advisors love an Acquisition
As an investor or advisor to a CPG brand, there is a payout that comes along with acquisition.
There is nothing inherently wrong with that - investors give money to fund growth, they often also provide connections and insights that support the brands growth and success. Advisors share their expertise and connections, and provide guidance to help brand scales in exchange for equity in the business.
Austin, TX based SKU, for example works exclusively with brands that are working toward “... a significant liquidity event, such as an acquisition by a strategic partner”. Equity mentors of SKU pay a membership fee to join the equity mentor pool and as a benefit own a portion of equity in each company from the track in which they participate.
Siete Foods was part of SKUs 4th track.
Many CPG Founders Would Sell in a Heartbeat
For many CPG founders selling is THE goal.
Even if it wasn’t the goal at the start, overwhelmingly founders shared that they started this business for a good reason, but the margins are so tight, and they’ve worked so hard, they would love to sell their business to see the brand live on but without so much hard work and sacrifice. They would pick a good partner, one they trust to maintain product quality and integrity, and perhaps stay on for a few years after acquisition.
CPG Founders fully understand why Siete Foods would sell.
Siete didn’t sell Out
Siete had an objective, and they achieved it.
I don’t judge Siete for wanting to sell to Pepsi.
I judge the food industry for being broken, corrupt and shrouded in secrecy.
I judge the industry advisors and investors that sell low margin, high volume, fast national growth and “an exit” as the only financially viable food business strategy, that furthers industry consolidation.
We Need to Reimagine What Success Looks Like in the Food Industry
Helping to create the #1 or fastest growing (insert trending product) brand in the country that increases wealth from investors, advisors, distributors and retailers should not be the definition of success. Instead, let’s create brands with the biggest financial impact for its founder, its employees, its suppliers and its community.
We need to refocus on regional food businesses, not have more people striving for national market share. We need improved regional and non-mainstream infrastructure, and we need brands, farmers, ranchers and fishers to maintain more revenue from the sale of their products.
This is happening now.
Financially successful and impactful businesses are being built on the regional and local level, and we need more of them. Not to mention, national grocery retail shelf space is limited, and if competitive independent brands continue to be acquired by conglomerates there will be none left.
Congrats to Siete Foods
I'm sincerely happy for the founders of Siete Foods. I hope that they get to take a break, that they are happy and that they're not listening to the negative opinions. I believe that they did their best and they really created a beautiful thing.
And, I'm thankful for the opportunity to sit and think about what this acquisition means for our industry and for the work that we are doing, and want to be doing here a The Good Food CFO.
Hear Sarah’s full take on the siete foods acquisition
Hear my full take on the Siete Foods Acquisition, why I don’t believe that national market share and an exit strategy should be the goal of good food founders, how we’re building financially thriving regional businesses, and more in the podcast episode, or watch on YouTube.
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Episode Timeline
00:00 The Siete Foods Acquisition by Pepsi: An Overview
05:42 The Nuances of Selling to a Conglomerate
10:48 Diverse Perspectives on the Acquisition
15:53 Breaking the Cycle of Consolidation
18:45 Rethinking Success in the Food Industry
24:02 The Importance of Regional Food Businesses
Full Episode Transcript
Welcome to the Good Food CFO podcast. I'm your host, Sara Delevan, joined as always by our producer, Chelsea Stier. Chelsea, I have got a warm take for you today. Okay. What is this warm take about? Well, a few weeks ago now, the news broke about the Siete Foods acquisition by Pepsi for $1.2 billion. And unless you were
probably in a remote place with no internet connection. You heard this news and then you also heard a lot of hot takes on social media and the internet in general. I myself did share an initial thought, but I started to see so many hot takes and so many different opinions on the Siete Foods acquisition that I think in true form for me wanted to sit back a little bit and observe what was being said and how other people were feeling about this sale.
before really giving my full opinion and take on the situation. I had a couple of people reaching out to me on social saying, what is your take? We want you to weigh in on the Siete Foods acquisition. And my response was basically like, I will, and I'm going to do it in a longer format. And I want to think about it a little bit. So I've taken the time to do that. And so it's not quite a hot take. It's a warm take on the Siete Foods acquisition. Yeah. One that's been marinating. Exactly. Yeah. Yeah. So
I guess for those tuning in, let's start from the very beginning before we even get into this, right? Sure. You already said we're talking about Pepsi buying out Siete Foods. What do we need to know about this transaction? I guess we'll call it this deal before we get into your take. Yeah. I think the most important piece here is the type of business that Siete Foods
is. So it is a family-founded business. While I was marinating on things, I did go back and listen to one of the founders and the creative director really of the brand, the woman who develops the recipes. Her name is Veronica Garza. She was on Second Life. She was on, believe, How I Built This. I really listened to her talk. The thing that really sticks out in their story is that they're a family from Laredo, Texas that tortillas and rice and beans is a part of their heritage. It's a part of their diet. And as a family, they embarked on weight loss and exercise together. They started to do CrossFit. They started to eat a paleo lifestyle. And she, in fact, has autoimmune disorders, several of them. And so changing the way that she ate, cutting out flowers and certain grains really improved her quality of life and also really fit in
with how the family was starting to eat as a whole. But cutting those things out meant no tortillas. And that was difficult for her. So after a certain amount of time without that ingredient in her life, without that product in her life, she started to play around with an almond flour version of it. And I share this because this is a product that was made out of a need, which is the case for so many good food brands and founders, right, that we talk to and work with.
It filled a hole in the marketplace and from that initial product, which actually launched under a different name that I cannot remember off the top of my head right now, but it's very kind of silly. Definitely. We'll put a link to the, there's like a photo of the side by side of the original brand before they became Siete Foods. But you know, they launched with tortillas, they launched super locally, and then they sort of blew up. They were launched nationally by Whole Foods after sort of
being discovered and there's some luck in this story, right? They had a great product. They were discovered by someone who was on a yacht with like the CEO of Whole Foods and told them like, hey, you've got to get this product in your stores, you know, and it worked out. So, I mean, that's a fun part of their story, but the brand grew into tortilla chips and queso and this, you know, breadth of products that continued to fill the need of so many consumers.
People who buy Better For You products desire independent ownership of that company. They take pride in that, right? And so when a company that is independently owned is Better For You, sells to someone like Pepsi, which goes against everything that a Better For You consumer stands for and a Better For You brand stands for, there is a lot of opinions about that.
There are a lot of opinions from consumers. There are a lot of opinions from other good food founders. There's just a lot of opinions in general. There's zero shortage of opinions. But I think that the type of business, how the business was founded, the fact that it was a minority-owned business, all of those factors really play into why there was so much conversation about it, as well as the hefty price tag of $1.2 billion.
Yeah. And what I hear from you, Sarah, or maybe what I'm extrapolating from you right now is that there's a lot more nuance here than just a good food business selling to a conglomerate. Yeah. All right, Sarah. Well, I'm ready to get into it and hear your warm take.
As a Good Food founder, do you ever feel like your work is done in a silo? Is it difficult to feel confident in your business and financial decisions because you don't have a sounding board? Well, in our weekly CFO office hours, you'll not only get the chance to work shoulder to shoulder with the Good Food CFO herself, Sarah Delevan, but also with a small group of your peers. Together, you can support each other through the work of building a business on your own terms.
passes are available now on our website. Just visit the goodfoodcfo.com and click on coaching. And now back to the show. So Sarah, you said that you wanted to take your time to really think about how you felt about this and like what your opinion was, what you wanted to say about it, like in this long form. But I do want to know like when
people were reaching out and asking you for your take, for your opinion. Did you have any, you know, initial thoughts right off the bat? Yeah. I mean, as soon as I heard the news, I definitely had a few initial thoughts and I don't quite remember like the order of operations of those thoughts, but I too did have a small hot take, you know, to be fair. And I did share just in our Instagram stories, my initial feelings, which were sadness about an independent brand being consolidated into an industry giant because that's even more of the snack and dip shelf space that is now owned by PepsiCo.
There's definitely feelings that I have around that and because there's so many implications that come along with consolidation. At the same time, I also felt and shared that if
If goal of the family was to grow a business and to sell it, then great. They did that. If they were able to build the business that they wanted to on their terms in the process, that's amazing. That's literally what we want for founders. But on the flip side of that,
were investors in that business, there were advisors in that business. And I also know that that means that they too were getting a payout with this Pepsi sale. And I think that's where some of my wonder comes from around or my hope that the founders really wanted this. Because I think that a harsh reality or truth of this industry is that there's a lot of money to be made.
not necessarily by brands in every instance, but by retailers, by distributors, by investors, by advisors, by experts who can make money coaching brands to be the biggest and to go into national distribution. And so I had some thoughts and feelings around that and just some hopes, you know, but I definitely didn't have opinions on or about the family.
or about the company selling to Pepsi because it's not a black and white thing. There's so much nuance here. As I shared in the story, it was like, here's my thought, but here's the other side of that thought. Here's my hope, but here's the other thing I know about it. It's nuanced and there's a dichotomy to the whole thing. That I think once I very quickly realized that, that's when I said to myself, I want to listen and see what's going on here and see what people are feeling and thinking so that I can form my own thoughts about this and my own opinions. Yeah.
And that's my next question because I know that you said you wanted to sit back. You wanted to listen to what other people were saying. And I'm curious, what were other people saying? Like what were the takes that you were hearing out there?
There were so many, right? And I think it's important. I love that you're asking this question because there's consumers, right? There's others in the industry, other founders, right? And each kind of group of people had a slightly different opinion. And I think, as I mentioned a couple of minutes ago, the better for you brand consumer was concerned and or disappointed, right? They were disappointed that the brand quote unquote sold out.
The truth there is that they have no idea what this industry is like, and that's a really important thing to keep in mind. They likely believe that if a bag of chips is on sale for $6 at the store, the brand is getting at least three. The assumption is that it's a big business, they sell a lot, they must be making money. Why would you stop doing that and sell to a company like Pepsi?
And so people were disappointed, but I think the reality there is they don't know what really goes on in a CPG brand. And so they're disappointed, I think, out of fear. And I think they're disappointed perhaps out of the idea of consolidation. And some people also voice their concern about the possibility of the brand changing, meaning that the ingredients would change or the quality would change or just a host of potential negative things.
about the products themselves. The other group, which I found really interesting, was sort of the better for you industry experts, news sources, dieticians. They are very excited about this because their take on it is that don't be worried about the sale. This means that there's going to be broader reach and more availability of this product. From their point of view, they want more people to have access to a brand like Sieté Foods.
And so they're happy about it. They believe that the item may become less expensive on shelf. In addition to being more widely available, they often pointed to other brands who had been purchased by corporations in the past and how not only did their product become more widely available, but they were expanding the product line, new flavors, new sauces, things like that.
They feel good about it and many of them felt very strongly that the product wouldn't change because in their opinions, Pepsi knows better than to upset the core customer in the Siete Foods acquisition. Why would you buy a brand and then immediately or even down the road change things and lose that core customer base? That was a really interesting group of people to observe.
and get their opinions. There's of course the investors and the advisors who are like, this is amazing. This is the goal for all, know, CPG startups and this is what, you know, we want them to do. you know, this is the dream. And of course it is because if you're an investor or an advisor who gets a payout, like that's what you want, right? Yeah. But also they may have genuine, you know, cares about there being broader reach for this product as well. can't, I'm not.
attempting to know exactly what they're thinking. I'm just repeating sort of things that I've seen online. The last group that I listen to most often because in my social media feeds, I follow CPG founders as well as industry experts, but a lot of founders and I really wanted to hear what they had to say, what their take was. I think there were a few who felt like, I wish they didn't.
sell, but overwhelmingly, particularly from CPG founders, what I heard was, this is the dream. They're saying things like, started this business for a good reason and the margins are so tight and I have worked so hard. I would love to sell this business for $1.2 billion. And I trust that whomever I choose to sell it to would maintain the quality, right? Maybe I would stay on for a few years and make sure that that happened.
Maybe I would stay on for a few years and do product development and still be involved in some way. But they fully understand why Siete would sell and they often and in many cases are like, if I had that chance right now, I would because they're in situations where they're not making money.
in their business oftentimes, right? Some of them I know personally, some of them I of course don't. so, you know, most founders in the CPG space, I feel, believe that low margin high volume is the way to grow, is the way to operate. And with that comes this belief that national, you know,
is also the way to success for a brand. And so, you know, I see and I understand why they have those opinions. And where that led me to ultimately was how do we break this cycle? How do we free founders from this feeling, this very real feeling
And reality is not just a feeling, it's a reality that they are in so that we can break the consolidation cycle. Why is it that a good food founder who works so hard creates something that their ultimate goal would be to sell to a Pepsi of the world?
It's not that I think that they are wrong for having that desire. I think that the industry is so broken and they, founders, including myself, right, didn't know how broken this industry really truly is, how corrupt it really truly is until you're in it. It's something we're trying to change here, right? But when you don't know that and you still have a product and a brand that you believe in and you want to see it exist, the path forward looks and feels like selling to a larger company.
And if we don't have, which we don't currently, big brands who are doing things differently, right? Like not trying to consolidate, like, I don't know what that looks like, but like, then who else is there to sell to except a conglomerate, you know, and to kind of keep the cycle
going. And where all of this led me to is A, the fact that we live in a capitalist society, and B, the question of how do we break this cycle of consolidation. I don't think that it falls solely on the shoulders of founders, and it shouldn't. I also don't think that we have to wait until some new form of, you know, supply chain
becomes the status quo for things to change. I think things are changing, but need to continue to change. I think people, as I may have mentioned earlier, need to rethink what success looks like. I don't think it's being the number one X brand in the country. I think it's being the brand that's having the biggest financial impact.
on its founder, its team, and its community that's increasing access to food, right? Can we reimagine success in the food industry? Can we reimagine how we're doing this so we don't have to wait for some future time and that creating the change doesn't mean the founder not being rewarded in some way?
you talk about breaking the cycle of consolidation. And just a minute ago, you were talking about, you know, you didn't know what you didn't know before getting into the food industry. And I know that you pulled some stats I'd love for you to share because I think it really speaks to what we do need to know. Yeah, yeah, I'd love to. So, you know, as I was taking all of this information in and really thinking about how we break this cycle of consolidation, I also was thinking about how much room there really is on national grocers' shelves for brands.
And I was curious about the numbers. And so I did a little bit of research and I found the following data. So first of all, I want to share that 30 % of the CPG industry is made up
of food and beverage products, meaning that the greater consumer packaged goods industry, which includes healthcare and beauty, things of that nature, of that entire industry, 30 % is food and beverage. And according to Nielsen's, 30,000 new CPG businesses launch every year. So if we take 30 % of that 30,000,
that gives us 9,000 new food and beverage businesses launching per year. And if each of those is launching one product, right, at the time of its launch, that's 9,000 new products in the food and beverage space every year that Nielsen is able to track, right? I have a feeling the number is probably higher than that. So when we think about those numbers alone, right,
you start to realize that there's not enough room on the national shelves for that many brands. Even if you take consolidation and monopolization of grocery shelves out of it, there's not enough room for everyone. Not only is there not enough room for everyone, but the road to getting onto that national shelf is very expensive. It is a pay to play
industry with a lot of corruption built in at every single level from retailer to distributor, you are sharing margins, right? You are paying for new item setup fees, for free fills, for slotting fees. There are required promotions that stores will have. Some are going to require you to have everyday low prices. There's going to be ad fees. There's going to be crazy things like needing to pay a percentage of your sales to a distributor for the use of a software that they require you to use.
So it's a very, very expensive road to the national shelf with very limited space available. Does it mean that the likelihood of you landing on a national grocery shelf and staying there long-term is low? Yes. And does it mean that doing it and making money
while doing it is even lower? Yes. But do I think that that means that people shouldn't start new food and beverage businesses? No.
I do, however, think that we need to change how people think about building CPG brands and what the definition of success is. Specifically speaking to success, mean, everything you just listed out between the limited shelf space, the cost to get in, right? All of those things seems like a big uphill battle.
is going to take even more for me to feel successful in that realm. Where when we look at, know, when we did the episode around pulling out of retail, right? what we saw and what you showed with with the two founders that we talked to in that episode, that by doing less, they actually made more.
Yeah, I mean, that's such a big message that I hope people hear loud and clear from not just this episode and that episode that you mentioned, but many of our episodes, right? It's not about selling more. It's not about that top line revenue number. It's about where can we have an impact and actually make money as a business. You know, the number of founders out there who still are not paying themselves
or paying themselves well despite having impressive sales numbers is far too high in my opinion. And beyond that, there is a need for better food in our country, right? Yes. There is a need for food, period, in lots of parts of our country. And there is a need to end industry consolidation, monopolization of wealth.
exploitation of workers, right, and particularly on farms, in processing plants, in factories. And again, I don't want to imply that solving this massive industry problem is in the hands or on the shoulders of founders. But I also don't think that we have to wait for someone else to change the industry for founders to be successful.
for more people to be fed and for more good food to be available to people. And so when I say, despite all of these things that go on in the industry, despite the corruption and the consolidation, I think people should still be launching food brands. It's because we need you. We need good food available outside of national grocery. All of this is making me think about a company
a business that I read about earlier, we're going to share in an upcoming episode that is doing exactly that, right? They're breaking the mold. They have a business model that is completely different. They're not waiting for anyone else to create a regional supply chain, a local supply chain. They're taking that charge. again, I don't think that you're saying everybody out there that's starting a food business
it's on you, right? You've said the exact opposite. knowing that we back you up in trying something different, I just think that's huge. Yeah, I think you shared that article with me and I'm excited to talk about that in more detail in the future. I think sharing it here is a great example of not having to wait for someone else, but also rethinking the model, right?
I want to be very clear that you can't take this model that is used on a national scale and just simply shrink it down. That's not necessarily going to work. There are strategies and looking at the numbers in a unique way for each individual business based on where you are, what you're producing, who you want to work with, what the cost of your product are. All of these things come into play, right?
And so building a business on your own terms is a lot of things. It's taking on the amount of debt that you feel comfortable with. It's getting as big as you want to be. It's serving the communities that you want to serve. It's having the impact that you want to have. In no way do either of us believe that those things are going to be the same for every single person. But the important piece there is that it has to be
a good strategy, right? You have to look at your reality and what you're trying to do and say, okay, how do we make this math problem work? We just did an episode on models, right? All of the models that you'll use across thousands of different versions of food businesses will help you figure out does this work for me or not? Can this work as a business or not? And trust
that most businesses don't work in their first iteration and that you'll probably have to go back to the drawing board a couple of times and sort of figure things out and tweak things when you really get up and running. But I think sharing stories of businesses that are doing things differently and might I add without technology, without the use of tech, they're working with farms and farmers and other local businesses.
and they're doing things differently in just a way that is proving to be successful to the tune of, I think it was millions of dollars a year. Yeah, like 6.5 million. Yeah, and employing over 60 people. And here's the other thing, it was like four locations in total. You know what I mean? So it's very, very exciting. I think, I want to bring it back here and say that
in a way, what we're recommending, what I'm recommending is that we sort of turn things back in time. When I was writing my notes down for this episode, I literally wrote out, think we need to go backwards. I think we need to refocus on regional food businesses, not have more people striving for that national market share. I think we need regional and what I would call like non-mainstream infrastructure, which is what
this business that you're mentioning has, right? Where brands can maintain more margin and keep prices low while charging based on the real cost of food, right? So everyone in that supply chain benefits. And I think that we absolutely need to let go of the low margin, high volume myth of making money and instead build businesses that truly work for founders while providing real value to their customers.
Here's the thing, and I don't know if I've ever said it as explicitly as this before, this is what we do. We help people build financially successful businesses. And the majority of the time, they are not national brands. Do we work with national brands? Sure. But the most excited I get is when, as you said, someone can do less and make more.
while not pulling back on serving their customer. In fact, they're serving their customers better. Not pulling back on serving their customer, not pulling back on what they want to accomplish in the world, right? And their mission and the quality of their product. And I have to say, Sarah, to me, that sounds like the dream. Yeah. Yeah, I agree. And I think, you know, another thing I sort of said earlier is like,
For us as a brand, for the Good Food CFO to say, we get behind regional businesses is a little scary. I'm going to kind of put that out there vulnerably because to me personally, it feels like there's a risk of someone saying, you think small or you don't believe in Good Food brands or something like that. And that's not it. I think big and I think that brands can have
bigger impacts when they're smaller. And I want to thank the Siete Foods acquisition and Pepsi for bringing me here in this thought process. I mentioned to you, Chelsea, when I was writing down my thoughts or I messaged you maybe and I said, well, that didn't go as I thought it was going to. thought…
You know, I had sat back, I had observed, I had listened to, you know, the hot takes and people's emotions and feelings online. I had listened to several episodes, you know, from the founders of Siete Foods, you know, various podcasts. I had looked at, you know, how much money they had raised and sort of learned how they were going about growing their business. And I thought, well, this might be something to the effect of like the rise in sale of the Siete food acquisition, you know, something that sort of mirrored in a way
our Foxtrot episode, right, in terms of a case study. But it turned out to be really a further case study of our industry. And for me, the really cool end result is just firming where I stand and firming up what I believe is the best approach for our food industry, for our food founders, and for consumers of food.
And I'm happy for the founders of Siete Foods and I hope that they get to take a break. I hope that, you know, they're happy with how things turned out and I hope that they're not listening to the negative opinions that are out there about them because I trust that they did their best and they really created a beautiful thing. And I'm thankful, as I said, for the opportunity to think about this through the lens of their business and this transaction with Pepsi.
And Sarah, I want to express my gratitude to you and on behalf of everyone listening for sharing your warm take. think it's really inspiring and you know, we are trying to make a difference and I think we're achieving that. So thank you.
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