It was about a year into running her superfood-product startup, Golde, that Trinity Mouzon Wofford started doing something somewhat radical: she started saying “no” more than she said “yes” to opportunities. First, it happened with investors. "At that point I had already run the business completely on [my] own terms for over a year,” she explained on Inc.’s What I Know podcast. “It didn't quite make sense to me just yet... to be responsible for someone else's billions of dollars."
Then retailers came calling and she got more comfortable delaying major deals. For example, when Mouzon Wofford began meeting with Target buyers, she took it slow. She wanted to learn what pricing structure, packaging, and products would fit best at the national chain. She went through Target's accelerator program, and redesigned a line of products specifically to fit price points ideal for mass-retail. Taking her time let her both nail her strategy and gain assurance that the retailer would fully commit to Golde.
Read on for how learning to saying “no” helped Mouzon Wofford grow her company successfully and on her own terms.
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