{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"Grow Good ","title":"Evolving Your Strategy Ahead of the Market: Ross Cully, co-founder of Harvest Group","html":"","width":"100%","height":180,"duration":2417,"description":"How do you anticipate where the market is headed and bring your customers along with you? Ross Cully shares how he has grown Harvest Group through multiple market evolutions, all while staying grounded in the company values. Drawing on his early experience at Procter & Gamble working with Walmart, Ross explains why collaboration, data-sharing, and retailer alignment became foundational to Harvest Group’s operating model.The conversation explores the less visible side of entrepreneurship: resigning their largest client over integrity concerns, intentionally slowing growth to preserve culture, and making early investments in e-commerce long before the market demanded it. Ross also shares how Harvest Group approaches acquisitions through values alignment rather than purely financial logic, why founders often struggle to say no, and how companies can scale without losing connection to their core customer. The episode is a case study in navigating long-term growth while protecting organizational trust, quality, and mission clarity.KEY INSIGHTSWhat Ross learned inside the historic Procter & Gamble–Walmart partnership about collaboration, retailer relationships, and data sharingWhy emerging brands often underestimate the operational complexity of large retail partnershipsHow Harvest Group identified a gap between traditional broker models and the needs of emerging CPG brandsThe decision to resign their largest client over integrity concerns — despite the real possibility of jeopardizing the businessWhy Ross believes values only become “real” when they cost you somethingHow Harvest Group invested in e-commerce capabilities years before omnichannel became mainstreamThe tension between innovating early and confusing the market with messaging that feels “too different”Why founders struggle to say no — and how Harvest developed a rubric for evaluating expansion opportunitiesHow rapid growth exposed cultural weaknesses and led the company to intentionally slow expansionThe...","thumbnail_url":"https://img.transistorcdn.com/4_W9iNxov8TbmJi0hwOHIXG4gxg89YSz70tugMNyhMg/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9kZjEy/ZjJiMmJhNTdiZTI0/MGU1YzdmNzdmOGZk/ZjlhMS5wbmc.webp","thumbnail_width":300,"thumbnail_height":300}