The first 30 days in retail: What I wish I knew

For many founders, receiving a purchase order from Target feels like the finish line. In reality, it’s the starting line. Launching into mass retail is one of the most exciting milestones in building a business, but it’s also one of the biggest learning experiences. While many founders spend months preparing for launch day, the first 30 days on the shelf often reveal challenges they never anticipated, from inventory forecasting and retailer systems to store‑level execution and operational complexity.

We spoke with Cassie Maschhoff, co‑founder of Lottie’s Meats, about what surprised her most after launching into Target, how her definition of success evolved and what she wishes she had known before products hit the shelf.

Many founders imagine launch day as a defining moment: customers rushing into stores, social media buzzing and sales taking off immediately. For Cassie, the reality was much more nuanced.

“There was definitely a learning curve,” she explained. “Every store performs differently. Store traffic varies. Shelf placement varies. You quickly realize there isn’t one universal launch experience.”

That realization shifted the team’s mindset almost immediately. Rather than focusing solely on launch excitement, they began paying close attention to how products were performing store by store and learning how retail actually functions day to day.

Before launch, much of Lottie’s focus centered around building excitement for the brand. The team spent their time developing marketing campaigns, sharing their story, gifting influencers and introducing consumers to the brand. Once products landed on shelves, everything changed.

Instead of focusing primarily on marketing, their days became filled with forecasting inventory, monitoring replenishment, navigating retailer systems, managing shipping specifications and solving operational challenges.

“Your role changes dramatically,” Cassie shared. “You go from building the brand to managing the business.”

For many founders, this is one of the biggest surprises. Retail success depends just as much on operational excellence as it does on great branding.

Prior to launch, many founders define “retail‑ready” as having a great product and beautiful packaging. Experience quickly expands that definition.

For Lottie’s, being retail‑ready meant understanding forecasting, inventory management, replenishment timelines, retailer systems, food safety requirements and how different internal teams work together.

Navigating a large organization like Target means working across multiple functions, each with its own responsibilities and processes. Understanding those systems early helps brands avoid unnecessary surprises and make better business decisions.

Because Lottie’s products are preservative‑free with a shorter shelf life than many competitors, operational execution became one of the team’s highest priorities. Working closely with Target, they developed store‑level solutions to help ensure products were rotated correctly and remained fresh for shoppers. While these operational details may seem less exciting than marketing campaigns, they have a direct impact on customer experience and long‑term success.

Before launch, success often feels tied to launch‑day excitement, focusing on things such as influencer posts, press coverage and social engagement. After launch, the metrics become much more practical.

The team now spends more time watching inventory levels, replenishment, out‑of‑stock reports, food safety and retailer communication than social media impressions. Those “hygiene metrics,” as Cassie describes them, are what ultimately determine whether a business can sustain growth.

One of Cassie’s biggest pieces of advice for entering retail is to communicate early and often. Retail relationships are partnerships. That means keeping buyers informed, asking questions and being transparent, even when challenges arise. Whether discussing inventory delays or operational issues, proactive communication builds trust and helps solve problems faster. Founders shouldn’t hesitate to ask questions about replenishment logic, forecasting expectations or contingency planning before launch. The more clarity you have going in, the better equipped you’ll be to navigate what comes next.

Another important lesson is that retailers can’t build awareness for emerging brands alone. Founders need to continue investing in creative, cost‑effective marketing after launch. Cassie encourages brands to think beyond social media by exploring tactics such as direct‑to‑consumer package inserts, digital couponing, community events and local in‑store activations that help drive shoppers to retail.

Being resourceful often matters more than having a large marketing budget. Looking back, one of Cassie’s biggest recommendations centers around the fellow founder community. She encourages founders to regularly connect with other entrepreneurs who have already launched into retail. Those conversations provide practical advice, reassurance and insights that can’t always be found in playbooks or operating manuals. Sometimes the most valuable lessons come from someone who’s solved the exact challenge you’re facing.

Perhaps the biggest mindset shift founders need to make is recognizing that the first 30 days don’t define the future of the business. Retail isn’t a pass‑or‑fail moment. It’s an ongoing process of learning, refining and improving.

“The first 30 to 90 days aren’t always do or die,” Cassie explained. “Don’t panic. Learn about the systems, understand the levers, open the lines of communication and continue optimizing. It’s a marathon, not a sprint.”

The brands that succeed in retail aren’t necessarily the ones with the biggest launch. They’re the ones that stay curious, build strong operational foundations, communicate openly with their retail partners and continuously improve over time.

Getting on the shelf is an incredible achievement. Learning how to stay there is where the real work⁠—⁠and the real opportunity⁠—⁠begin.

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