39:20San Diego 2025
Miami 2025
Omnichannel Growth with Javvy Coffee and IQBAR
Brandon Monaghan and Will Nitze compare how Javvy Coffee and IQBAR approach DTC, retail, product development, supply chains, and the teams behind growth.
Watch it. Put it to work.
ABOUT THIS SESSION
Choose channels your business can support.
Brandon Monaghan and Will Nitze compare how Javvy Coffee and IQBAR approach DTC, retail, product development, supply chains, and the teams behind growth.
For consumer-brand founders evaluating retail expansion and the operating model behind multiple channels.
- Speakers
- Brandon Monaghan
Co-Founder, Javvy Coffee - Will Nitze
Founder & CEO, IQBAR - Recorded at
- Miami 2025 ↗
April 2025
Speaker roles and platform examples reflect the session’s original context. This is an archived conversation.
TAKE IT BACK TO YOUR DESK
Ideas to put to work.
- 01
Build the operating capability behind the channel
Evaluate supply and fulfillment capability alongside each new channel opportunity.
Read this part · 00:00 ↓ - 02
Choose products with a clear set of criteria
Write down product and category criteria before evaluating the next launch.
Read this part · 08:19 ↓ - 03
Decide what needs to live inside the team
Choose internal and external capabilities according to speed, expertise, and the control the work requires.
Read this part · 18:37 ↓ - 04
Understand the connection between digital and retail
Look for cross-channel benefits while keeping a separate view of each channel’s economics.
Read this part · 26:04 ↓ - 05
Keep expansion connected to the brand
Let product positioning and operating priorities guide expansion rather than copying another brand’s sequence.
Read this part · 33:34 ↓
READ THE SESSION
The edited transcript.
A condensed, edited reading version based on the YouTube captions and session chapters. Repetition and unclear audience audio have been removed; the discussion is paraphrased for clarity, rather than presented as a verbatim transcript. Timestamps refer to the original video.
Original recording on YouTube ↗Build the operating capability behind the channel
The conversation starts with supply-chain realities. A channel opportunity is only useful if the business can make and deliver the product consistently. The founders connect growth decisions with the certainty they need around input costs and production.
That perspective changes the question from where a brand could sell to where it can sell well. The economics, product format, and operational demands of each channel deserve their own attention before the team expands into it.
Choose products with a clear set of criteria
The founders describe different approaches to innovation and category selection. Will discusses a checklist including shelf stability, weight, price relative to dimensions, and category growth. Those considerations shape whether an opportunity fits IQBAR’s model.
The lesson is to make selection criteria explicit. A product that attracts interest online may still create a difficult physical or commercial model. Decide what the business needs from a category rather than letting excitement about a launch answer every question.
Decide what needs to live inside the team
The discussion contrasts internal teams with an operating model supported by specialist partners. Will describes a small core with outside capabilities around it, emphasizing access to expertise and the ability to change resources quickly.
The tradeoff is ownership and proximity to the brand. An outside partner will not always care in the same way as the founders. The right model depends on what the business needs to control closely and what can be delivered effectively through specialists.
Understand the connection between digital and retail
Digital awareness can support retail demand, and a product seen on a shelf can prompt an online purchase. The founders acknowledge that reinforcing effect while resisting using it as an excuse for weak channel economics.
Brandon emphasizes wanting each channel to be profitable. A supposed halo can be difficult to measure, so keep a clear view of the business each channel creates. The relationship between channels should strengthen the model, rather than obscure where it loses money.
Keep expansion connected to the brand
The Q&A broadens into international opportunities and positioning. Different routes to market bring different constraints, but the customer still needs a clear reason to choose the product.
The founders’ approaches are not identical, and that is useful. Their choices reflect different products and operating priorities. Use the conversation to identify the questions your own expansion must answer rather than assume there is one correct sequence of channels for every consumer brand.
KEEP THE IDEAS COMING
Stay in the conversation.
3 SESSIONSPLAY IT BACK. PUT IT TO WORK.
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