Energy is one of the largest industries in the world today – and I'm not talking about solar panels and windmills. From additions to weight gain powder to spicy drinks, we are living in a golden era of energy products.

One of the main players is Nutrabolt. Established in 2002, company It is now on the verge of making a billion dollar brand, and its new beverage line, C4 Performance Energy, partned with some NBA teams, has now become the fourth best energy drink in the country.

“Energy drinks have been stigmatized for a long time,” says Nutrabolt's CEO and co -founder Doss Cunningham entrepreneur. “Many inheritance brands have a reputation not to be particularly healthy.”

He sees the latest boom as an opportunity to transform the industry and use what he calls “the landscape of energy 2.0. And he has partned with one of the greatest celebrities ever to do it.

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From bootstraps to billions

Cunningham grew up playing sports, though not as much as he would like.

“It was really difficult for me to gain weight,” he shared. “Kept me playing football.”

From an early age, he developed a deep interest in sports food, studying supplements and using weight drivers and protein powders regularly.

Despite his passion, Cunningham did not plan to enter into business. His goal was to win a master's degree in finance and work on a defense fund or private capital firm in New York City. This changed when he discovered Nutrabolt.

He was first introduced to the company while still a student at Texas A&M. At that time, Nutrabolt was a start -up by a former Bodybuilder and a fitness enthusiast. After hearing about their ideas from his impressed roommate, Cunningham was attached to the founders and joined as co -founder and CFO/COO, focusing on operations and finances.

Two years later, the duo that brought him to the left, leaving the leader de facto.

While the role was not something he had planned, Cunningham's background prepared it well. Growing up in a working class family, he took strange jobs and even began businesses to finance his athletic pursuits.

“I learned early on how to hurry,” he says. “So I was excited about this offer.” Not everyone shared his excitement. “They were telling me” you have this great education, don't go to a beginning, “” He shares.

Many didn't even know what an additional company was.

“I rebelled and decided that when you are young, this is time to take risks and pursue your dreams,” says Cunningham. “So that's what I did.”

His first measure was to discern Nutrabolt's strategy. Most complementary brands enter the market through massive channels, growing slightly in specialty before selling distributors and retailers online.

“There was no quality or distribution control,” says Cunningham. Believing that he had a premium product, he chose stronger distribution, working with independent retailers and small chains, giving them geographical exclusivity within a seven -mile radius.

They were also sold fullly priced on their website, sharing revenues with retailer connected to the client's ZIP code.

“It was about overthrowing the traditional model, protecting the integrity of the margin, supporting our retail partners and maintaining the premium value of our brand,” says Cunningham.

The approach worked, helping Nutrabolt achieve early benefit without having to grow external capital.

“We rushed,” says Cunningham. “We were blocked and we didn't have a lot of financial resources that started. All our sales came from calls outside – just smiling and calling.”

Part of their strategy included sending free samples, letting the sellers try first -hand premium quality. This good will and reliability enabled Nutribolt to sell products by about 20% over typical category price points.

“The retail seller was of course motivated to sell money that made money than those where margins were competing away from massive stores and online,” says Cunningham. “Our appearance was to stay lean, offer a premium product and build a small but powerful team.”

Twenty years later, that strategy has been repaid – Nutrabolt is on the right track to eclipse $ 1 billion on sale in 2025. Given, Cunningham had a way on the road, including one of the world's greatest celebrities.

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Business map

Kevin Hart's journey to live healthy began more than a decade ago. At that time, he was working with no stopping and realized that all his success would not matter if he was not healthy enough to enjoy it.

Admitting that he had not received Proper care For himself, he made fitness a priority. It wasn't just about looking good – it was to feel good. He began working with the chief of the famous Everline coach, an Avid C4 Energy customer.

“He introduced me to their drinks and I felt the difference immediately,” Hart says. “I call it 'Go-Go juice' because it makes me locked inside.”

As his fitness trip continued, Hart unattended To do more with C4. “I started talking to the team and CEO, having real conversations about the brand, the future and how I could be more than just a consumer,” he says.

“From there, all clicked. That's bigger than just an approval. I'm no longer just a fan; I'm part of the family.”

As a mega-director at the junction of sports and culture, the partnership of C4 and Nutrabolt feels organic. “I've always been a big fan of sports, so it's been a natural fit,” Hart says.

“Whether I'm appearing in the All-Star game, seeing my eagles win the Super Bowl, training like an athlete, or talking about trash, it's all 100% true.

He brings the same originality to the board room, partnering with brands related to his interests and mentality.

“It's about making real movements in spaces that excite me,” he says. “Doss is the best of the best, and we have built an extraordinary relationship. He understands the industry and has a clear vision for the future of the brand – one in which I really believe.”