I T WAS AROUND 2012, when Kind Snacks made the Inc. 5000, that our business seemed to take off. We were doubling sales every year while remaining cash-flow positive and profitable.
It is exhilarating for an entrepreneur when your brand breaks through—when suddenly the person sitting next to you on an airplane is eating your product. But that newfound notoriety also brought fresh challenges. For Kind, as it is for any brand at a similar stage of growth, one of those challenges was
