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Hey, really quick before we start the show, we have an announcement about a really exciting new thing we're launching, a newsletter and like our show, the newsletter is designed to be interesting, informative, inspiring and most importantly fun. It's 100% free. And to sign up, just visit gyros.com. That's g-u-i-r-a-z.com. He takes the bottle in his hand and he spins it around. He looks at me and he goes, are you crazy? You put a foot on it. You can't put a foot on wine.
Nobody's ever heard of this barefoot idea. So I say, okay, well, what am I going to do, Don? We bottled it all up for you. He says, well, I guess you're going to have to sell this to every independent, every mom of pop, every corner of grocery store, every restaurant until it becomes a household name. When that happens, I'll put it in. And I said, but that's going to take years, Don. He says, that's right, you better get started.
Welcome to How I Built This, a show about innovators, entrepreneurs, idealists and the stories behind the movements they built. I'm Guy Ross, and on the show today, how Michael Hula-Han and Bonnie Harvey stumbled into the wine business and then disrupted it by marketing their brand like beer and growing it into one of the top selling wines in the world.
When starting a business, there are obvious advantages to being an insider. And we've told some of these stories on previous episodes. You might remember the show we did on the pet food brand Fresh Pet. Before Scott Morris launched it, he worked for the cat food giant Miamex. Before she launched her eponymous label, Tori Birch worked for luxury brands like Ralph Lauren, Vera Wang and Loewe. Jim Van De Hei was at the Washington Post in Politico before he went on to found his media company Axios.
And all those experiences were really helpful for each of these founders because they knew how their industries worked. But most of the time, most of the founders who've been on the show don't really know a whole lot about the category they're getting into. And that is also a kind of advantage because it allows you to approach your business with an almost childlike naivete, which in many cases is useful.
Before they started, Barefoot Wine, Bonnie Harvey and Michael Hula-Han knew very little about wine. Both of them were accountant consultant types. They didn't know about tarwhar or vintage or noble grapes. They couldn't tell you the difference between a claret and a bogeylet. But they did manage to create what is now one of the biggest wine brands on earth. And there's a good chance you can picture the logo. It looks like a footprint in the sand.
But here's what Bonnie and Michael did know when they launched Barefoot back in the 1980s. They knew that wine wasn't being made or at least marketed for people like them. It was impenetrable, snobby, and felt exclusive. They wanted to market wine to beer drinkers. They wanted the wine to taste consistent no matter when you bought it. And they wanted a label that evoked fun, which is why you get the footprint in the sand.
Now, if all of this sounds like it was easy, it was a far from it. Bonnie and Michael spent years and years trying to convince skeptical buyers from supermarkets that they were on to something. But today, Barefoot wine is worth over half a billion dollars. And it's a huge part of the E&J Gallo Company. Bonnie and Michael met and became a couple in the early 1980s.
As kids, Bonnie grew up in Portland, Oregon, Michael, and Oakland, California. After college, Michael got a job in government advising businesses on urban renewal projects for the city of Oakland. And in the process, I learned how to write business plans and write business procedures and manuals and job descriptions and checklists and all of this fundamental stuff.
Then, I realized that I was going nowhere in the government and my grandmother, she just about died when I quit. She said, oh, Michael, you gave up that fine civil service job with all that great security. Yeah, but I was business-minded and the government was not the place to be. However, I learned about government and I learned about how to get things through the government.
And then, I had the opportunity to move to Sonoma County. Now, when I was a kid, my parents used to bring me to Johnson's Beach and what we call Gurneyville, which is actually Gurneyville in Sonoma County. And, of course, now that I've moved here, what is the industry here? Well, it's the wine industry. And so I get sucked into the wine industry as a consultant. And so that's what I was doing really when I met Bonnie.
Okay, so you're fully insconced in Sonoma County, doing consulting work and it turns out that you end up working because Sonoma County is, I think, one of the top producers of wine in the United States. And so that's, there's work to be done there. Okay, so you're there. Bonnie, you grew up or you were born in Portland and I think grew up in Oregon. Tell me a little bit about how you ended up in the Bay Area.
Well, I like traveling. And San Francisco was such an exciting place. I was hearing about it and reading about it. And I thought, I've got to go to San Francisco. So, as soon as I turned 18, basically, I headed off to San Francisco. And tell me about a little bit about what you were doing for work. Well, I started off working for temporary agencies and I'd go out into other businesses and take care of whatever they needed.
Like you would just be sent off to be a receptionist for a day or a secretary for a day, something like that? Do filing, do coding, you know, other boring stuff. But as I worked for them a little longer, I started getting more interesting jobs. And once you've learned how to file, there's no challenge after that. So I was interested in learning more about business.
It was exciting for me to learn. So I continued to work with, much like Michael did, the clients that I got on a temporary basis through the agency. I would go back and work with them because I would recognize the need that they had that I knew I could fulfill. So I started getting my own clients after that. So basically, you would go in and what a great idea. I mean, you would go in and do small businesses and help them just organize their books and their ordering and their outlets.
Because a lot of people are not good at that. They're just, I'm raising my hand here. Yeah, exactly. They're brilliant people. And they're very good at what they do and they're good at their own business. But I quickly realized that they don't know how to run a business. And I realized that if I could just organize everything and put it in a format that was easy for them to understand, I think that most business owners need that.
All right, let's now, we're going to bring Michael back in. May, I believe the date is May 20, 1983, which is the fateful evening when the two of you met. Michael, let me start with you. How do you remember meeting Bonnie? I was with my friends and this gorgeous woman came through the door and she was backlit by a street light. And the door of what? A bar? This club. This is a club in Santa Rosa. Santa Rosa, California, just north of San Francisco.
It was called Magnolius at the time. And this club, one whole wall of the club was to stage. And there'd be like 11 pieces up there. You know, lead guitar, bass guitar, scratchy rhythm guitar, three-horn rhythm section, drums, congas. I mean, it was a serious orchestra. In those days, it was more romantic by today's standards. So I was talking to my friends and I was looking behind them.
I saw this woman come through the door and she was backlit by the street light. And I thought, you know, excuse me, guys, I'm in love. And so I left. They'd heard me say that before, but this time they didn't see me for four days. I walked up to her and I said, I bet you're looking for a drink. And she says, as a matter of fact, I am.
So I went, I said, why don't you scope the place out and see if there's anybody better looking in here than me. And I'll go get you your drink. She says, that's not a bad idea. When I came back with the drinks, she was gone. And so I had to wait until she finally came back. And we hit it off. We started talking about things that, because we were both adults.
And we'd been around on the single scene for a while. So we knew what the behavior was in the way that people would behave in those kinds of environments. And so we were actually commenting to each other on how people were going to behave in this club. And sure enough, they behaved exactly the way that we predicted. And we got a big laugh out of it. And so that was it. You know, we've been together ever since.
Wow. Bonnie, you were there. I mean, you happen to be at that bar because you were doing work for somebody who had an office in that area or above the bar? Yes. That evening, I knew the band that was there. And I'd heard them in Oakland. And they were really hot. And I said, I've got to go in and hear that, that band. So the two of you meet and you start dating. And eventually you, you move in together. Is that is our.
No, we never dated. He moved in with me immediately that night. Oh, wait, sorry. The guy's hard to shake guy. You moved in together right away. Yes. Wow. He thought it was a one night stand, but no, it didn't quite work out that way. And basically, you keep doing your jobs, Bonnie, you keep doing your sort of office organization consulting and Michael, you keep doing your consulting for wine businesses. Right.
Okay. So, I guess at a certain point, Bonnie, you are working with a guy named Mark Lyon. This is around 1985. Tell me what he was doing and what you were doing for him. Well, Mark was a wine maker at Sebastiani. It's a best. She was a winery. A winery, yes, in the town of Sonoma. Okay. And he also had grapes that he was growing, 100 acres, along the Russian river. He was not just a client, but before that, he was a friend.
He was somebody that Michael had just me to. So then I took over his bill paying and organization for his office and that also involved helping keep track of his records for his vineyard. And within a short period of time, I saw that he was owed $300,000 for three harvests. And that was in 1985. Wow. He was so, he was, he had sold his grapes, but he never, he never collected, collected the money.
Yes. And I don't know if he'd ever tried to. He was fortunate to have funds of his own. And collecting the money was not what was important to him. He just wanted a good wine to be made. Growing these wonderful grapes, he really had a passion for growing grapes and making wine. So you say to him, Mark, you're owed $300,000. And he was owed this from, I guess, a winery called sovereign. Sovereign. Sovereign winery. Yes.
Okay. So you say, hey, I think we can collect this. We should, we need to go figure out how to collect this debt. And I guess you get Michael, your boyfriend involved at the time. Michael, what do you remember about? What do Bonnie ask you to do? You know, I just met this girl, right? I've only known her for a year. And she comes to me and asks me to go collect 300 large from this winery. So I said, okay, well, I'll give it a shot. You know, no promises.
So I got an appointment with their board of directors. And as I drive up, the guard stops me on the way in. And he says, I hope you're not here to collect any money. And I said, well, as a matter of fact, I am well, he says, we just declared chapter 11 this morning. Wow. And so I thought, well, do I go through with the meeting? I'm going to go through with the meeting. So I went through with the meeting and I was sitting there. And I'm trying to make small talk. Yeah.
Because it's going south in a hurry. And I look at this window in the conference room. And there's a big line of tanks out there, a big line of stainless steel tanks. And I said, well, what's in those tanks? And they said, well, it's it's Cabernet Sauvignon and Sauvignon Blanc-Balcoin. And I'm thinking, isn't that interesting? That's what Mark sold you. He sold them grapes. Cabernet grapes. And they made the wine out of it. But now they have it in Bokoyne. They haven't bottled it.
So then I look out the other window and I see this strange looking room that looks like a handball court, you know, with a chrome locomotive sat right in the middle of it. It's got tracks and everything. And I said, what's with a chrome locomotive in the handball court? And they say, well, that's not a chrome locomotive. That's a chrome's bottling line from Germany.
I said, really? And they say, yeah, and it's not a handball court. It's a clean room. It's where we do our bottling. And it hit me like a chrome locomotive. And I said, what would happen if we settled the debt by you guys giving us some of that Bokoyne in those steel tanks over there and run it through that bottling line?
And instead of paying us in dollars, which I know you can't, you can pay us in bottled wine. We'll come up with the label. We'll come up with the sales program. How hard could that be? How long could that take? So basically from ignorance and naivety, I closed this deal. Hold on, you said just basically sell us glass bottles full of wine. Give it, give that to us. The equivalent of $300,000 worth of it. But you came up with this proposal on the spot there.
Yeah, well, you know, this was a situation where I was either going to walk out of there with nothing or I had to come up with something pretty fast. I mean, I'm just curious because Mark Lyon was this guy who owned, who was owed the money, right? He was the guy who sold him the grapes. And Bonnie had sent you there to collect the money. Did you clear this with either of them? Did you go to either of them and say, hey, what do you think about this idea?
No, I came back and I said, I think I've got this solved because I thought at the time, you know, Mark could bottle it up and sell it to a supermarket and get his money that way. But I wanted to make sure that they were committed. So when you went back to to Bonnie and to Mark and you said, look, it's almost like a Jack in the Beanstalk thing. It's like, hey, I gave you the money and you came back with magical beans.
You know, where's the goat or whatever he was supposed to buy, right? The sheep. You're coming back with, I sent you to get the money and you're coming back with magical beans, basically. Michael, I mean, I mean, you're like Jack in the Beanstalk here. I would have been, I would have been like, what are you doing?
Well, that's exactly what Bonnie said. She said, this isn't going to pay our bills. This is going to help Mark out. You know, now we have to do all this other stuff. And I said, yeah, but how long could that take? How hard could that be? Because I had no idea. You know, I didn't realize, you know, that I would need 50 different licenses from different governments to do this. And here I was a government guy. And so we went to work.
But even before you went to work, was Mark receptive to this? I mean, it was his money after all. He was initially for him. It was better than a sharp stick in the eye. Yes. So he said, okay, all right, you know what? Let's take the $300,000 of wine bottled wine. That's right. And so that's why we thought, okay, good. Mark's going to do this.
Okay, so you guys, so now Bonnie, you feel like part of your job is to get this money to him. So you guys acquire the ideas you acquire $300,000 in bottled wine or you're going to. And then you're going to help Mark sell it. And then he's going to get his money back. And Bonnie, you've done your job as a consultant. That's basically sounds like that was the plan.
What were you guys going to get out of it? I mean, you were going to help sell this wine or help Mark Lyon sell this wine. But would you guys get a cut of it? Whether or not we were going to help him sell it hadn't we hadn't gone to that point in the procedure yet. But I was getting paid by the hour. And Michael was getting a percent of that 300,000 that he was collecting.
Right. And one thing I wanted to point out is the bottled wine did not include the bottle or any of the bottling supplies. It was just the bulk wine and the service of bottling. Oh, you had to pay for the bottle of glass bottles. Yes. Yes. So I was in part of the deal of 300, 300 grand. That was what they had on hand. They didn't have any glass on hand. They were just telling you the juice and the ability to bottle it. But you had to provide the bottles. Yeah. So I said about researching.
This is a jack in the Beanstalk deal. Because I'm thinking you're nuts. Well, we didn't know enough to know that we were nuts. And yes, we were. We had no business getting started that way. So was this the because Michael, you had been a consultant already for a few years for wineries and Bonnie, you'd been doing helping office, you know, or organized offices. Was this the first project that the two of you kind of combined your forces on? Yes. I would say yes. Yeah. It was the first one.
And Michael went about getting information from the marketplace. And I had gone about getting all the research that was necessary for the licenses. I started researching bottling supplies, different colored glass, different types of corks and foils. We realized early on we had to come up with a label. Well, what's the label look like? G things seem to be getting a little more complicated. Plus you need a cash for all that stuff. Right?
Yes. Well, Mark had the cash and I was getting this line of credit with the bottling supplies company in Mark's name. I could only do business with one company. It was California glass. They were the only ones that would answer my questions. I was asking too many questions. People were just hanging up on me. So I finally found somebody who'd pay attention and realized how ignorant I was and that I really did have a big project and that they would sell a lot of glass.
So somebody listened to me there and became my mentor. And we worked throughout August, September, October, November and December. What is that about five, six months? It's about 85, 1985. And I had the licenses in place. We had bottling scheduled for right about Easter of 86. And it was Christmas time of 85 when Mark said, I have a confession to make. I can't take on another responsibility.
He's full-time winemaker and he's got 100 acres of vineyards he's managing. He said, I'm sorry I can't take on another project. I guess I'll just have to take the loss. He basically says, I'm out. I really, I can't do this. It's too much. I understand. It's a lot of stress, right? He was very wise to say that because that's exactly the situation he was in. He couldn't take on another project. And we weren't intending on doing all the business for him on an ongoing basis just to set him up.
Basically, we were doing whatever was required to get him the money. We simply didn't know what was required. So, so Michael, when Mark said this, I mean, because you guys had done a bunch of work, but there was still more you had to put in. All of a sudden, the money guy, the guy who who's owed the money, but also has the money to finance this says, I'm out. What, what, so what'd you do at that point?
So, we had just completed dinner at a lovely restaurant down in Sonoma. We're driving home and all of a sudden it hit me and I just slammed on the brakes and pulled the car over to the curb. And I said, I have an idea. You said this to Bonnie. No, he was in the car. Oh, Mark was in the car. Oh, yeah, he's in the car. He's sitting next to me. Wow. Bonnie looks at me and goes like whatever it is because we're facing destitution here, you know, and a big waste of time.
And I'm not going to get my commission and all kinds of things. And so I said, well, you're facing quite a loss here of 300 grand, Mark. What would you say if instead of us working for you, you work for us instead of the winery, owing you the money, we execute the contract and we owe you the money. And what if we pay you off over time so we can use the cash flow from the sales of the wine to finance the business?
Okay, so you say, well, we'll take this on. We'll take the wine on and we'll pay you back over time if you're up for that. That's correct. What was his response? He goes, well, he says that sounds a lot better than having to deal with this bankrupt winery. Wow. Okay. So you're basically starting a business right off the bat with 300K in debt, like in the red, which is a little scary.
Before we get there, let's just pause for a second, ask about your wine making or wine judging chops at that point, right? Because you need to have a developed palette, for example, right? Like you need, and people, you can develop that over time. Like a lot of great wine makers develop a palette. But you need to know, understand balance and flavors and it takes time. And I wonder had both of you developed that living and spending time in Sonoma County naturally? No, not at all. Not at all.
When we come back in just a moment, we'll hear about the hoops that Michael and Bonnie have to jump through to get one buyer to take their wine. And after they jump through those hoops, why he still says, no. Stay with us. I'm Guy Roz, and you're listening to How I Built This. For real foodies, there's nothing better than trying that new restaurant. I'll have this special, please. Except returning to your tried and true faith. Hey, the usual for you?
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Visit audible.com slash built, or text built to 500-500. That's audible.com slash built, or text built to 500-500 to try Audible free for 30 days. Audible.com slash built. Hey, welcome back to How I Built This. I'm Guy Roz. So it's 1985, and Bonnie and Michael are about to dive into the wine business without knowing much about wine. Fortunately, their business partner, Mark, is an expert. We were not wine-efficient autos, but Mark Lyon was.
Yeah. And when we said, instead of us working for you, you worked for us, we met you worked for us as not just a wine maker, but the wine designer. And this is something that Mark wanted to do for years, and we provided a vehicle for him to actually do that. So we were not the wine people. As a matter of fact, as a business group, we got excellent wine makers, some of the best.
So really, he was going to help you develop a flavor profile, but just at a curiosity, you already had the juice, right? The wine was in steel tanks waiting to be bottled. So presumably, it was a matter of figuring out how to blend wine from the different tanks to find the right flavor profile. Yes. Our nickname for Mark was Mixmaster Deluxe, because he had a way of looking at wine and fixing it. He could blend out the mistakes, and he could accentuate the benefits.
He's a top wine maker. He still is today. He's a fantastic artist at what he does. All right. So you're at this point, Michael, I think about 40 and Bonnie, you're roughly 35, and you decide that you're going to take on this debt, right? This wine and eventually pay back Mark. Once you got the wine bottled, then you had to, of course, slap a label on it and then get it into stores.
That's much harder than just getting it bottled. Like that's the challenge. You started to go and try and meet with potential buyers. And I think you, Michael, had met with this guy, Don Brown, right? From Lucky Supermarkets, which is a chain in California. What did you, you know, what did he need from you in order to sell those wines and luckies? Well, I just to get the meeting with him was amazing. I called him up. I said, Don Brown. I said, I know you went to St. Mary's.
I went to Bishop O'Dowd and we cleaned your clock on the basketball field. I said, listen, I'd like to meet with you. I got something I want to talk to you. So I don't have time to talk to you, who will hand? I said, you know, I'm going to make it worth your while. Just give me 15 minutes, Don. And so it was luck that I knew this guy and he went on in his career and he became the buyer for one of the largest supermarkets in California.
And so when I went to Don in about 37 seconds, he gave me the equivalent of a college education and wine marketing and merchandising. He says, I've got room in the 1.5 liter section, which is a magnum. That's a big bottle of wine. That's the big bottle of wine. He called it a pig, which is the industry jargon. To quote his jargon, he said, look who a hand he says, give me a salt and pepper act.
Make it better than Bob cheaper than Bob and put it in a pig. Can you do that? And I'm writing down salt pepper, Bob pig. And I'm looking at it and I'm thinking, what language is this? I know. And then I thought, I better not ask. He says, can you do that? And I said, yeah, I can do it. He says, good, get out of my office. Well, I didn't know what it was. I wrote it down. I had to translate it.
And what I found out was that the pig was the 1.5 liter magnum and that the salt and pepper act was a red and a white wine under the same brand. And then Bob was Robert Mondavi. Robert Mondavi had a red and white in a magnum. So he wanted to have another alternative to Robert Mondavi on the shelf. Robert Mondavi, the most famous wine maker, probably in American history, who kind of built a modern American wine.
So, okay, so now here's my next question, right? So you needed to do a do in the magnum, a big bottle. And what did you tell me what you started to learn about who was buying wine at the stores? Don Brown said, make sure she can see the label from four feet away. I noticed he used the pronoun, she. So I did some research and I found out that like 78% of supermarket shoppers were women and that they were actually doing the buying even though the men were the gatekeepers.
So even though the supermarket wine buyer was a male, his customers were females for the most part. And it was a particular specific type of woman like age or 35 years old with two and a half kids pushing a cart. Yeah, and she was buying the wine not to sit around and talk about, you know, I guess, Appalachians or Vintage's, but just to have it on a Tuesday night after dinner or with dinner.
She was buying it like a staple, like sugar, like bread, like meat. She was buying wine as one of the ingredients that she needed for her weeks worth of food. And so we started to interview women and we found out that what they were looking for was wine that tastes the same from year to year to year, which was the opposite of the vintage wine idea. So at this point, most wine had a year on it, it would say 1983 or 1981.
And also it would say where it's from, Sonoma County or Russian River or wherever it was from, right. What you're saying is that that only appealed to a very small percentage of consumers that actually most people who wanted to buy wine didn't care about any of that stuff. I would say that's technically correct. They cared about it on Saturday night. They cared about it when they brought a bottle of wine over to a friend's house.
But if they were having hamburgers on Tuesday, they didn't care about it that much. So there was a market that we saw that had been unaddressed, the everyday drinking wine market. So what are people drinking every day, not Saturday night, but Tuesday night? Okay, so Tuesday night, which meant that you didn't have to create a vintage. You didn't need to use grapes from a specific year. You could just use whatever pressed juice was available and blend it.
And presumably that would give you an opportunity to get really inexpensive bulk wine. That's absolutely correct. The profile was fruit forward, low acid, easy drinking, soft on the palate, and mimic the taste of the grape. So when you taste the Cabernet Sauvignon, it tasted like the Cabernet Sauvignon grape.
Yeah, but it sounds like Michael what the insight you had was we need to focus on making a consistent flavor no matter what year the grapes are grown, no matter what the weather was like that year, what the wind was like, or when the grapes were harvested like it doesn't matter. All we're going to focus on is a consistent flavor every time you buy this wine. Was anyone else doing that at the time at all?
Nobody was doing it on the scale that we were imagining. We didn't have any real competition other than Robert Mondavi, but his had an appellation on it and it had a date on it. Yeah, I mean, why do you think the industry was resistant to doing that at the time? Was it at a pride? Was it like, well, that's not real wine. You have to taste a terroir, you have to be of a place.
I think the reason was because they were worshiping the French pretty hard. They thought they were second rate wine makers to the French. If you wanted wine, you had to get French wine. It took Americans a long time to develop their own pride in what they were doing. In those days, they were trying to copy the French as much as they could. The idea of a wine that didn't have a number on it was just unheard of. That was just sacrilege. You couldn't do that.
Yeah. You're doing all this research. Meanwhile, you are trying to figure out a name for this wine. From what I understand, there's a guy that was living pretty close by you named Davis-Binam. I guess Michael, you would know his son. This guy, Davis-Binam back in the 70s, had made his own wine for a couple of years that Peter had out. He called it Barefoot-Binam or something like that. That's correct. He had been a reporter in San Francisco. He made wine in his garage in Albany.
This isn't the mid-70s, I think. Like 74 or 75. Early 70s. Yeah. He put it in a big jug and put a screw top on it. There were some people in the Bay area that enjoyed his wines. It had been off the market for 12 years when Michael and I had started. We thought this was a nice friendly name, Barefoot. Of course, Barefoot is the way that grapes were originally crushed.
It definitely had something to do with grapes. We purchased the rights to use the name Barefoot-Binam. We bottled under that name for the first year. Then we dropped the name Binam. It was too confusing for everyone, of course. Then we just called it Barefoot-Wines. Do you remember how much you paid for the name? $30,000. That was not cheap at that time. Correct. That was quite expensive to buy that. Why were you convinced that was the name you wanted to go with?
It was chosen because another thing that Don Brown had said during Michael's meeting was that he wanted to see the label with the name the same as the logo. He wanted her to see it the shopper when she was four feet away. I had an inspiration of what the label would look like. Tell me about that inspiration. Michael and I had been out at a late dinner, came home and walked in the door. I said, Michael, I know what the label looks like.
I said, quick, I want you to go to the blackboard that we had in the kitchen where we'd walked in. I said, you've got a draw foot. I said, I can see this big red or green gold foot on the label would certainly get people's attention. It doesn't look like anything else out there on the shelf. It's easy to remember Barefoot's the name of the wine. It's also the name of the logo. I was so excited. I was just bouncing around.
I said, I can see this stacked in the chains. This is going to sell a lot of wine. Why did you think that that? I mean, again, like Barefoot, I mean, it was risky, right? Some people might think, I don't want feet in my wine. Yes. I don't want to toe, I want sticky toes touching my wine. There might have been pushback. What did Annie? Did you run this by anybody at all before you decided to stick with Barefoot?
No, it was too much of an inspiration. When you get those kind of flashes of inspiration, it's kind of hard to question where they came from. Or everybody's going to have complaints no matter what you do. So I knew that there was going to be a big foot on the label. I had no idea how you knew that, but somehow you knew it. In your brain, you saw a foot on a bottle of wine called Barefoot. It's now early 1986, right? Right.
And you've got all this juice ready to be bottled and you can start the process of just getting it bottled. By the way, how many cases of wine did you guys, was this going to produce? 18,000. 18,000 cases of wine. And a case is 12 bottles of wine, right? Well, it was six, six. Six, okay. Because it was the big bottles. Right. All right. So from what I've read, the bottling starts around March of 1986. Yes. And you, Michael, had met with this guy, Don Brown, right? From Lucky.
I'm assuming you go back to him and you're like, okay, we're ready to go, Don. What did you say to him when you came to see him? I said, here you go, Don. Everything he asked for, you know, it's a salt and pepper act. It's as good as Bob and it's in a pig. You know, how many truckloads do you want? I love all the language. It's in a pig, salt and pepper, Bob. You're basically saying, I've got a liter and a half bottle. I've got it's red and a white version. And, you know, it's high quality.
High quality. Good to go. And he takes the bottle in his hand and he spins it around a couple times and he looks at me and he goes, are you crazy? He says, I can't put this in. You put a foot on it. You can't put a foot on wine. Yeah. He says, no box store, no chain store in the country is going to take this. Because why? You've done everything he asked you to do. Exactly. And he says, well, because nobody knows the name. He wants me to advertise it.
And if I don't advertise it, he won't put it in. He says, you know, so what are you going to put a million dollars into advertising? And I said, million dollars, I said, I don't have a million dollars. I don't know how to do that. So I have to back off and I say, okay, well, you know, what am I going to do, Don? We bottled it all up for you.
He says, well, I guess you're going to have to sell this to every independent, every mom of pop, every corner grocery store, every restaurant until it becomes a household name. When that happens, I'll put it in. And I said, but that's going to take years, Don. He says, that's right, you better get started. See, kicks me out the office. So you had gone back just assuming he was going to say, yep, let's do it, right? Oh, yeah. Well, you know, I was rather naive.
You know, like a kid with a straight A report card showing it to his dad, right? Yeah. Here you go. Everything he asks for, you know, how many truckloads do you want? You know, talk about Hoodspot. Yeah. So when he shut me down, I was like really shocked. And my mind was racing. What does this mean? You know, I've got all this wine bottled up. We took this big risk. We got Mark Lyon behind us. And we're facing a real traumatic situation at this point.
And the idea of going out on the street, see, because our plan A was, you know, sell it to a supermarket, right? How hard could it be? I wonder when he said to you, you know, you got to spend a million dollars in advertising. If not, then go start selling store to store. Did you respond? Did you say, hey, man? You know, well, you're scrum over here. Or did you, where you just kind of stunned and flabbergasted and just kind of shocked?
I didn't, I didn't want to put him off and say, hey, man, you know, I did exactly what you say. You say, oh, it to me, because I knew that I'd be back in there within a year or two, asking him to put it in again. Yeah. And whatever hoops I had to jump through, I figured I would jump through him. You know, you don't swim halfway across the English channel and get tired and swim back. So I think the thing that saved me was I was not from the industry. Yeah. I was from the business industry.
And I'd worked with lots of businesses. And many of my clients had the same problem starting off. It took him a long time to get traction. They had to eat humble pie for a long time. But it's sort of like, yes, you want to show them, but it's not so much you want to show them. You want to show yourself. Yeah. Now I'm out there on the street and I'm trying to sell it in San Francisco. To little stores, little bodegas, independence and whatnot.
You're just walking in with this magnum and saying, hey, can I sample some wine for you? Exactly. And they say the same thing. They say, well, are you going to advertise it? Nobody's ever heard of Barefoot. You know, you put a foot on it. It's pretty radical. You know, I said, yeah, well, people will remember it this way. And it's fun. You know, it's, they said, well, tell you what, we'll put it in. But if it doesn't sell in three months, you know, we're going to just continue it.
And so you would do this store by store. Licker store by liquor wine wine store. But, but still the pushback was, are you going to advertise it? Well, that's a chicken. I got a chicken back with, are you going to advertise it? Well, that's a chicken and egg problem. You have no money to advertise it. That's right. Tell me what your pitch was. Were you literally saying, look, we're going after a different wine drinker here. Is that what you were saying or not quite?
Well, the pitch was really threefold. Number one, we are going after a wine drinker that has not been properly addressed. The second pitch was interestingly. We're not in the supermarket. This is something you as an independent can have, that they don't have in the supermarkets. And then the third thing that we said is, this is a transition. You know, barefoot is a bridge between beer and wine.
And if we want to increase the size of the wine industry, we have to have inexpensive, easy drinking wine, so that people's first experience with wine will be a good one. And they're not going to get introduced to wine by having a $40 Pinawara as their first try. This will increase the amount of business that you have for your upscale wines, because now you're going to get more people who try wine at all. And they're going to say, oh, this is wine. Gee, I can drink this.
I mean, you had, if my map is right, 108,000 bottles of wine. Now, some of that you were going to pour for sampling and so on. So let's say roughly, I don't know, 105,000 bottles of wine, because you're not selling the wine by the Kate. I mean, you weren't selling to restaurants. You were trying to sell us to wine shops and liquor stores and corner stores.
Are we going to sell one bottle of wine at a time, and to sell 100,000 of them, that's kind of, I mean, once a store agreed to take the wine, it doesn't guarantee it's going to sell, because there's 100 bottles of wine in that store. So how did you even get people to notice your wine? Well, what we did was convince the store owner that if he was going to introduce our product, that people had to stumble over it.
And so he need to buy several cases of wine to build a display, and we would show him a couple on the beach going out. It's sunset, a very romantic picture, that we would put on top of the stack. Okay, so if the store agreed to a display, because the display is not that complicated with wine, right?
It's just you're stacking a couple of cases, and then you're opening one case up, and then you put a little sign up, but you put a photograph of a couple on the beach, and I guess the message you're telegraphing there is, hey, this is a fun wine you can bring with you to the beach and crack open on the sand, and that's what you're essentially saying. This is a casual fun wine.
We were selling the sizzle and not to stay, because they used to say, we were selling the idea of a romantic place that you could go to in your mind. Later on, that poster became really popular in places like Iceland and Canada, where they don't even see the sun, because they had this California vision of the beach. But when we did it in San Francisco and in Santa Barbara and up and down the coast of California, people identified with it right away.
We got a younger crowd, we got a predominantly female crowd, they said, okay, this is our wine. Okay, summer of 86, you're starting to sell a couple of stores, and what started to change? I mean, I know by the end of that year, by 1986, you did manage to sell virtually all those cases to wine stores. So you got those cases sold, but what was it that started to move things?
One day we get a telephone call. It's a guy from in San Francisco from kind of a neighborhood group. They want to build a kids after school park. He says, oh, you're a very wealthy wine maker up in Sonoma County. We only need $30,000 to build this park. You know, won't you donate $30,000 to our cause? And I said, well, I really appreciate what you're doing, you know, keeping the kids off the street is great.
I said, but, you know, I don't have 30,000. I said, I don't even think I have five at this point. But I do have all this wine. And I would be happy to donate some of this wine to your fundraiser. And he says, okay, well, he wasn't very happy because he wanted to get the check. But he took the wine begrudgingly. About three weeks later, we see a big upsurge in the three or four accounts that were in the same neighborhood as the neighborhood organization.
And so I looked at Bonnie and I said, look at these sales. I said, something's happening here. It was basically because they saw they drank it at the fundraiser. That's right. And more importantly, I think we gave them a social reason to buy our product and to advocate for it. They said, oh, these guys are on our side. You know, these guys are trying to help us achieve our goal here. And so we said, well, heck, if it works with that neighborhood, let's try another neighborhood.
So we tried another neighborhood in San Francisco. We went to a group that was trying to clean up the stream and they had a big fundraiser and we provided all the wine and whatnot. But this time we got smarter about it. We actually said where they could buy it and put our name up and got them to announce us from the podium and a bunch of other stuff. Sales took off in that neighborhood. And so we thought, gee, maybe we've learned something. Maybe we've discovered an alternative to advertising.
Okay. And I guess, and I don't know if it's still a slogan for the company today, for the brand, but the original slogan was get barefoot and have a great time. Exactly. Which sounds nice. Get barefoot, which means go to the beach, go to a park, hang around the pool. But from what I read, this was like controversial in that, you know, that some people, many people who sold wine didn't like it. They thought that was more like a beer slogan.
It was like a beer slogan. Beer was outselling wine by far. And the posters were a little more like beer ads. And so we took a lot from the successful beer industry and used it in the wine industry. Again, we were business people. We were not wine people. So when we looked at the business, we didn't say it's the wine business. We said, it's the alcohol beverage business. And we said, okay, what's selling the answer is beer. What are they doing right?
And we saw how beer was being marketed. And we said, let's apply beer selling concepts to the wine industry had never been done before. But still, even with some of that, right? I have to imagine that first year, 86, 87 even. I mean, it's a grind. Because you're going store to store making the same sales pitch, answering the same questions, getting the same pushback, repeating yourself a thousand times a week. Am I right? Is that what you're like?
What happened is, instead of selling the wine based on its benefits or its pricing or its profitability, we started to find out what the retailer really needed. They wanted help decorating their store for events that happened during the year. So products that had marketing material that, for instance, celebrated autumn or celebrated Mother's Day or whatever. And if it was the summertime, we would have, say, something to do with the barbecue or with the 4th of July or fireworks.
And we would show pictures of what our displays look like and say, you know, you can do a 4th of July display right here in your store right on that corner. And this will put people in the right mood. By the way, what was the price of a bottle of, like, a, we only doing it in magnums? Yeah. When we started, the magnum was 499. 499 for a 1.5 liter bottle of wine. That's correct. Okay. Wow. It'd be about $10 today. Yeah. So in 1985, that was not a cheap, not a, it was, it was an affordable, right?
Because I think today anything between sort of $8 and $20 is considered a sweet spot. Yeah. And what was your, what were your margins on the wine at that time? I mean, you guys had, if you're selling a bottle for 499, what were you guys making on it? I would say nothing or less than nothing. But if you took the data away and you took some of the other costs away and you took the cost of expansion away, we were probably making about 10%.
Well, but you can't take all that other stuff away because there's a lot of abilities. Oh, there you go. There you go. You can't take it away. Got it. Okay. So the idea was you were not going to pay this dead off quickly. It was going to take time because you, it sounds like, you know, I'm sort of jumping a little bit ahead here, but we're in the summer of 1988. This is two years really to go a little over two years in because I think you first bottle it in March of 86.
And you're far from profitable at this point, right? And probably still far from paying off the debt. We hadn't touched the debt at that time. And March had continued to help us with wine making and fronting us grapes. You know, we were slowly growing. One of the problems that we had was in some accounts. The brand was so popular it would run out on the shelf. So that was a big problem being so popular that you ran out of product on the shelf. So of course, all sales stopped at that point.
We were learning our lessons well and Michael was continuing to go back to Don Brown to see if he could get an order. All right. So let's go back to Don Brown, the buyer from Lucky. Now you're two years after your initial meeting with him. And he takes another meeting with you. This is summer of 88. I mean, you had to make a case to him or show him that you had some traction. What did you, what did you do at that point?
Well, we, there's something that happens before I go into talk to Don that I want to say. I was advised to go talk to these people in Southern California who they said were just as crazy as we were. And they had three stores and everybody thought they were going to fail. It was called Trader Joe's. They had one in Pasadena and they had a couple others in LA. And I mean, the guy who was the head of the store was the captain and you know, the clerk was the first mate.
And they had a big, you know, net on the wall with a lot of things. And we went to Trader Joe's and we said, look, you're crazy. We're crazy. We've got something here that we think we can work together on. What do you think about putting barefoot in? So they put barefoot in their three stores and they expanded rapidly. I mean, within a year, they had like 27 stores or something in California. It was just amazing. And they put barefoot in all of them.
So that's one of the things that pushed Don Brown over the hub. He saw it at Trader Joe's and he's like, well, we want it too. That's right. He always works that way. Oh, yeah. It's like you were saying, you know, it's the carton of horse. We finally had a horse. When we come back in just a moment, Michael and Bonnie launch a brilliant publicity stunt by poking fun at a very interesting place. And at a very fancy winery. Shatola. Well, we'll get there.
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So it's 1988 and after doing pretty well at Trader Joe's, Bonnie and Michael finally convinced Don Brown of Lucky Supermarkets to start selling Barefoot wine. He decided to give us a test market only in the Bay Area, which was where we were strong. And we executed that very well. And then he went to all his 225 stores in Northern California. Presumably, overnight they become easily your biggest, the strongest retail partner. Absolutely, overnight.
Okay, now here's my question. This is the late 80s. Wine is really starting to kind of gain more and more traction. I mean, more and more people are drinking wine. It's becoming more mainstream in the US. And how was the health of the business? I mean, were you still losing money on every bottle of wine you were selling? We started making a little profit here and there. We increased our line. We put the wines into the smaller bottles, the 750 milliliters bottles. The regular sides bottles.
Exactly. And we still won red, one white. That was it. At first, yes. And then we produced what was called the time blush or white zinfin d'eau. Rose. Mm-hmm. Which is now called rose. And we started expanding into different states. And because we weren't able to be there or keep track of the sales people that we'd hired for those states or the distributors, it didn't do very well. They just didn't get the concepts.
Well, once a quick story, I was told that one of the main stores in the Minneapolis, St. Paul area was not selling barefoot. And I was told by the distributor, we can't expect to sell it everywhere. I got on a plane the next day. And I went there. And what did I find? I found that the potato chips were in front of the barefoot. And they'd been there for two weeks. Just stopped the sales.
So rather than the distributor seeing that and doing something, because they're selling thousands of brands, what do they care? This is just one of them. They let the potato chips stay there. So it physically blocked the customer from seeing the product. So I removed the potato chips, you know? But what really did it for us was when we began to realize that it wasn't that the product was not popular, which it was. It was selling so fast that it wasn't getting replaced. Right.
And the distributors were not replacing it. And even the retailers were not replacing it. So we had to have wine cops in every market that would be policing the back rooms of the world and pulling the wines out of the back room and putting it on the shelf for the retailer. They were pricing items on their hands and knees on the monolium and stores in places like Tallahassee, Florida that you never heard of just to keep it scanning on the gatekeeper screen.
So we wound up creating jobs for people to do things like call the distributor up, you know, every week to stay on top of their inventory. Because if they ran out, we'd be out for two weeks and we were out for two weeks, there was no sales for two weeks and we would lose our shelf position, which means that in some stores there'd be no sales forever. But just on that point, I mean, that would mean you'd have to hire a lot of people. Yes.
How were you going to pay them and afford to pay them? Like, how did you make it so you could actually manage the costs? We did eventually come up with a commission and salary combo for the sales people. And they had to make sales in order to make the money that they wanted to have in their pocket. So that helped us a lot in our hiring efforts. We also had to expand only as quickly as we financially were able to.
So we had to make some profits along the way so we could hold these profits aside and say, what is the next state or territory that we can open up and hire a sales person who does know the market and does know the buyers and is incentivized by the large commission. There was no limit on the commission. The more they sold, the more they made. Yeah. The brand, you know, by 1990, you know, you're four years in, you're growing steadily.
Do you remember, either of you remember roughly what your annual revenue was by 1990? Had you broken a million dollars in sales? Probably half a million bucks. Half a million bucks. Okay. So you're doing okay, but you're still a small brand, comparatively small brand. We had a report. We called it the cliff report. We finally got into account. We said, look, we want to report that tells us how long we have before we can't pay our bills.
We'll call it the cliff report because we're going to fall off the cliff. How far is the cliff away? Is it a week away? Is it a month away? Is it three months away? Okay. So the whole time we had the business, I mean, if it was three months away, we were smoking cigars, you know. But the fact of the matter was most of the time it was between a week and two weeks away because we threw everything right back into it. By the way, did you, how long did it take you to pay Mark Lyon back, the loan?
I think it was about six years. You know, we might have made a first payment in the fifth year. And it probably was over a period of those fifth, sixth and seventh year. Okay. I think in 1993 was a pretty important year because I read that that year you sold 100,000 cases that year for the first time, which is a lot of wine. I mean, that's much more than $500,000 worth of wine. But I want to talk about something else that happened that year because I think this is interesting.
It reminds me a little bit of Cliffbar. I know that, you know, back in the early days, Gary Erickson ran ads for Cliffbar that basically took on Powerbar. Powerbar went and threatened to sue Cliffbar. They sent a cease and desist. And that actually generally allowed the interest in Cliffbar. People are like, what is this? You guys did something similar. What did you do? What happened?
Well, we always like to use humor when we're selling the product. And I think it was one of our buyers that said, oh, barefoot, like Lafitte. Chateau Lafitte, huh? And we said, yeah, that's right. What are the most expensive and prestigious wines in the world, right? Chateau Lafitte. Exactly. Unless you spell it F-E-E-T. Oh, Chateau Lafitte. Not F-I-T-E, right? That's right. So we were bold enough to print up T-shirts that said, barefoot. Chateau Lafitte of California wine.
And Michael was giving a talk to UC Davis to their inologist convention, which was really throughout the world, students would come in. And winemakers throughout the nation would come in. So we're passing out these shirts. And they were very popular. Michael loved to throw them out into the audience. Said Chateau Lafitte. Well, what do you know, Michael, who was in the class? Well, we heard second hand that one of the barren's relatives was in the class. And took the T-shirt back to France.
We get a call from a very expensive attorney in New York. He says, I represent the barren Rothschild. And he's taking unbarged use of the term Chateau Lafitte of California wine. He thinks that it would cause confusion. And so I said, well, if you're going to threaten me, you've got to threaten me in writing. You can't just call me up on the phone. And in those days, we had facts machines. I said, you type it up and, you know, I'll go stand by the facts. He does.
I immediately take it out of the facts machine. And I put it right back in the facts machine. And I send it to, we had a friend who was a writer for the LA Times. And we sent it down to him. Because, you know, I would bug him all the time. And say, you got to write about barefoot. You got to write about barefoot. He said, who the hell? Don't call me unless you've got some real news. So I sent it to him. And it was real news, you know, this thing of the bear. He writes it up.
And, oh my gosh, it like hit the AP, the UPI, the phone blew up. It was over the Thanksgiving weekend. And they wanted to know, you know, what I was going to do about the potential of being sued by the barren, one of the richest guys in Europe, we said, you know, this is what we've been waiting for. Because Americans don't like the idea of snobbery really. And they really Americans always pull for the underdog. And so I said, well, we agree with the barren. There might be some confusion.
And if there was confusion between his wines, which are like $150 a bottle and our wines, which were $5 a bottle, we'd be ruined. So we're going to change it. We're not going to use that term anymore. And thanks for pointing it out, barren. And they said, well, what are you going to call it? And I said, well, I guess we're going to call it chateaule, something of the lower leg.
Chateaule, it went out. He was in the London Times. It was all over Europe. Thank God, you know, it was a slow news day, right? Yeah. For them to take something that corny and make a big deal about it. But we took copies of that and said, you know, let's put this article up on the shelf next to our bottles. I'm curious about, at what point, a certain point, did you think about creating, you know, a legacy brand that you would run for 40 or 50 years?
Or did you, did you guys know pretty early on that you wanted to get this to a certain level and then sell it? We attended to bottle it up and sell it all to a chain store, put a couple bucks in our pocket and move on and decide what else we wanted to do. That was a plan to just kind of get it to a certain point, sell it and move on. So were you constantly looking for buyers all the time?
No, it took us a few years to realize that it had to reach a certain volume in order to be attractive to anybody else. I mean, we knew that we weren't making much profit and we were trying to build the volume. So our real goal was to open more territories so we'd have a higher volume and become more important to our potential buyer.
You know, we actually went to lunch with a broker and we asked the broker, have you sold anyone's brands that are at our price point for what we're doing, what does that look like? What is sold recently? In other words, what are the cops? And what we found out was not just what sold and how much it sold for but how big they were when they sold in terms of volume.
And that's when we realized that we had to be selling over a half a million cases a year before any serious acquirer would even look at us. Half a million cases well, okay, so a lot of wine. That's right. So all of a sudden we had our marching orders. We knew we had to achieve the 500,000 case level before we would start. Before anybody would be interested. That's right. And when did you hit that milestone? When did you sell half a million cases?
I think we probably 2003, 2002, 2003 we hit it. And by 2004 we were pushing 600,000. Wow, okay, so 2004 you knew that it was the right time to kind of seek out a buyer and you did. But not just any buyer. You were approached by the largest wine producer in the entire world, Gallo, which is incredible. So how did that come about? Well, first we got into the same distributorships, a couple of them that Gallo had pretty much monopolized.
By doing that, they became more aware of Barefoot and the fact that it was selling. Some of their brands were being outsold by Barefoot. And I understand now that some of the distributors were saying, hey, you ought to take a look at this brand because they're growing, you know, they could be a serious competition for you. So by being in those two or three distributorships, the word kind of got back to the company. And so 2004 you start to talk about an acquisition with them quietly, imagine.
Yes, very quietly. Yeah. And from what I said, you guys are selling over half a million cases and you had about 30, 40 employees on payroll. Yeah, 42, including us. And so just kind of doing back to the envelope math here. I mean, I'm thinking your revenue is over $25 million at that point. Probably. So that's a very, I mean, were you profitable at that point? Yes, we were. I mean, it seems like a pretty, you know, 40 employees, you know, you're doing 25 million at least a year.
It seems like things are going pretty well. I mean, was there any part of you that thought, let's just keep this going. Let's just grow and grow or did it, did it feel like, you know, we're just not going to be able to scale because a compete against the big, big guys because we don't have the resources to do that. I think it's choice to once we realized that the key to consumer package goods is staying in stock on the shelf.
And that that's more important than anything because if you're not there, they can't buy it. Yeah. And then we realized what that physically took to police it and to oversee it and to do everybody's job for them. Once we realized that we said, no, this is not what we want to do with our life. We're looking at an exit and now's the time to do it.
You guys finalize this deal in January of 2005 that some is undisclosed and I think contractually neither of you are allowed to disclose it. But I imagine both of you know, you certainly did well out of it and well enough to live a comfortable life. Is that fair to say? That's very fair to say. Yes. What's amazing is I read that that year, the year you, the deal is finalized, you sold 600,000 cases.
The next year, this is and you guys stayed on as consultants, this just shows the power of gallo and their distribution network. One year later, they sell four million cases. Yes. Seven times the number. Yes. And today, I mean, do you even know is it's got to be one of the top three selling labels. It's got to be up there. Well, according to drinks magazine out of London, it's the top wine brand in the world today. Wow, even bigger than yellowtail. Oh, much bigger.
I mean, it's kind of, it just shows you the power of, you know, a really well capitalized well oil machine like gallo because right because you're it's not like the quality of the wine changed or the, you know, or the price point changed. It's just that they were able to take exactly what they bought and really scale it and and do what they intended to do with it. Yes, that's exactly what we were looking for guy.
We were very happy to have brought it to life, but we knew we weren't the people to to bring it to the success that it was capable of. Yeah. It had the capacity. It just didn't have the manpower. Yeah. And you felt like it wasn't worth it trying to raise the money and then from investors and should just try to scale it and do it on your own. We were tired. Guy, we worked for 20 years at this fair enough. So you stayed on for another year's consultants and then that was it.
You were free and clear. You are today, of course, we're talking to 2024. You have no connection to barefoot wines. The only connection you have is that you created it, but you have no financial relationship with gallo. You've got no stock in the company. It's family owns this and stock, but you've got no equity. That's it. You're out of it, right? That's true. And we do see the wine everywhere.
We get pictures of barefoot wines throughout the world that people send us that we've made friends with. Say, hey, look where we saw your wine. They still call it our wine, but it's not a part of our lives in any way, any longer. We're just glad it's on the shelf. We're just glad that they have been successful with this brand and that it kind of goes ahead of us. So for that, we're happy for gallo success. It's amazing. When you guys think about this incredible journey to it, right?
Even just the chance meeting at that bar and then asking Michael to go collect the money and then how really that was a one-off job and how it led to all this. How much of it do you attribute to the grind and the work and how much do you think it had to do with luck? Well, first of all, I believe in luck. I believe in good luck. Everyone has good luck every day, but they have to move and take action on it. So that's where the hard work comes in.
It's not just a pile of gold that you stumble over. You might have to dig up that treasure chest. So yes, it was very fortunate that I met Michael that day. And it was fortunate that he was able to make a trade. But that's because of the actions that we both took and the decisions that we made after that. Michael? Well, I kind of second what Bonnie says. You know, if you're looking for things that are solutions and you believe that there's a solution, you're more likely to find them.
So preparation is the greater part of luck in my view. Chance favors those who work. That's Michael Hulahan and Bonnie Harvey, co-founders of Barefoot Line. By the way, the drawing on the wine label that naked foot, that's Bonnie's design. And it's my foot. It's my shape. That's how famous foot. Yeah, I sent Michael out to get the largest ink pad he could find. I put my foot in there and on some artist paper and I sent that off. And that's how my foot got on the label.
That foot on Barefoot Line is your foot. Yeah, I say I like, I want to dance on everyone's table. So that's how I do it. Hey, thanks so much for listening to this show this week. Please make sure to click the follow button on your podcast app so you never miss a new episode of the show. And of course, it's free. And if you're interested in insights, ideas and lessons from some of the world's greatest entrepreneurs, sign up for my newsletter at gyros.com.
This episode was produced by JC Howard with music composed by Routine Arableui. It was edited by Niva Grant with research by Olivia Rockman. Our audio engineers were Robert Rodriguez and Quacy Lee. Our production staff also includes Carrie Thompson, Alex Chung, John Isabella, Chris Messini, Carla Estevez, Sam Paulson, Devon Schwartz, and Elaine Coates. I'm Guy Raaz and you've been listening to How I Built This.
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