Brad Neumann: Co-Founder & Co-CEO of Saint James Iced Tea

Episode 830

Can you really reinvent a category as established as iced tea — and scale to 15,000+ doors in just a few years?
On today’s episode, we welcome Brad Neumann, Co-Founder and Co-CEO of Saint James Iced Tea — one of the fastest-growing brands in the ready-to-drink beverage space. Launched in 2022, Saint James is bringing a fresh perspective to a legacy category with organic ingredients, low-to-no sugar formulations, and bold, modern branding designed for today’s consumer.
With a background at Red Bull and Anheuser-Busch — where he became one of the youngest Directors — Brad brings deep industry experience to the table, along with a track record of helping scale beverage startups to successful exits. That expertise has fueled Saint James’ rapid rise, with the brand growing to over 15,000 retail doors and selling more than 900,000 cases in 2025 alone.
In this episode, Brad shares what he saw in the iced tea category that others were missing, how he approached building a differentiated product from day one, and the strategies behind Saint James’ breakout growth. We discuss the power of brand partnerships — including collaborations with HBO’s White Lotus, Juicy Couture, and LOOP Beauty — and how to translate awareness into real retail velocity. Brad also breaks down the realities of scaling quickly in a crowded market, maintaining brand integrity, and what founders need to know about building momentum without losing focus.
If you’re interested in the future of beverages, scaling a high-growth CPG brand, or what it takes to stand out in a competitive category — this episode is for you. Tune in now on The Kara Goldin Show.

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Transcript

Kara Goldin 0:00
I am unwilling to give up that I will start over from scratch as many times as it takes to get where I want to be. I want to be you. Just want to make sure you will get knocked down. But just make sure you don’t get knocked out, knocked out. So your only choice should be go focus on what you can control. Control. Control. Hi everyone, and welcome to the Kara Goldin show. Join me each week for inspiring conversations with some of the world’s greatest leaders. We’ll talk with founders, entrepreneurs, CEOs and really, some of the most interesting people of our time. Can’t wait to get started. Let’s go. Let’s go. Hi everyone, and welcome back to the Kara Goldin show today. I’m joined by Brad Neumann, who is the co founder and CO CEO of Saint James, also known as Saint James Iced Tea, one of the fastest growing brands in the ready to drink beverage space in a category that’s been around forever, Brad saw an opportunity to completely rethink iced tea for today’s consumer, cleaner ingredients, better flavor and a brand that actually stands out. Since launching in 2022 Saint James has exploded into more than 20,000 retail doors and is growing at an incredible pace. Brad brings deep experience from companies like Red Bull and Anheuser Busch, along with building and exiting multiple beverage startups, and he’s now applying that playbook to scale Saint James in a really smart, strategic way. I’m super excited to dig into how he’s building momentum in such a competitive space, what it takes to break through at retail, and how to grow fast without losing what makes your brand so special. So Brad, welcome to the Kara Goldin show. So excited to finally meet you.

Brad Neumann 1:59
Thank you so much for having me. I can’t wait to chat with you about

Kara Goldin 2:03
the business. So excited to have you here. So for listeners who may not know Saint James yet, how do you describe the brand and what makes it unique?

Brad Neumann 2:13
Sure, Saint James is ice tea, as it should be. That’s been our tagline since we launched the brand, and we knew that iced tea is the second hot, second most consumed beverage in the world from a category size standpoint, and the category has been stale for a really long time. So we wanted to come out, and I don’t want to be as aggressive and say, disrupt the category, but we knew that we could do something a little better. So we launched Saint James, and we truly are the highest quality, better for you, healthy, great tasting iced tea on the market for the last three and a half years, we’ve got two different lines of products. We have a black tea line and a green tea line, and we’re known for having not only the highest quality fresh, real, fresh, brewed tea, but also really fun, interesting and unique flavors. And like I said, we like to say that we are, you know, brewing tea for the next generation of consumers.

Kara Goldin 3:10
I love it. So you’ve had experience at Red Bull and Anheuser Busch and also with other startups. How different is it for starting a brand from scratch, as you’re doing, versus going and joining a large brand that is established, that has trucks, in some cases, money, all of those things, right? I’d love for you to kind of lay it out, especially for people who maybe have an idea for a brand but just don’t even know what they’re up against.

Brad Neumann 3:50
Yeah. Well, I graduated college from the business school with a major in entrepreneurship, management of new and small businesses. So I always knew I wanted to do my own thing, start my own company in the beverage industry. I started my career about 16 years ago at Red Bull, like you said, and my five years at Red Bull were incredible, and they taught me about brand building, about relationship building, which I quickly found out is is really the heart and soul of this industry, you know, doing what you say you’re going to do, but also being out in the market and learning how to bring a brand to life. And then my two years in Anheuser Busch were complete opposite end of the spectrum, definitely much more of a corporate environment, but it really taught me the nuts and bolts of the business while learning the three tier system and how distribution works. And, you know, I was very fortunate to pick up tools from both of those experiences where I felt like, all right, I was ready to start a brand and go do something. So, you know, I’ve had a few startups over the last couple of years. And frankly, Saint James has been the most exciting project I’ve ever worked on. We’ve been very lucky to grow and scale really fast. And I think what really sets us apart is from day one of when we launched Saint James brand, was always first. It was always over invest in the brand, over invest in events and experiential, knowing that when distribution would come, I would have a consumer ready to go. And I truly feel like that is the biggest reason why our brand has scaled as quickly as it has in the last three years. And you know, from from the business, we get spins reports every four weeks for the last 24 months, we have not had a four week report where Saint James wasn’t the number one fastest growing I see in the country in both dollars and unit sales.

Kara Goldin 5:51
I love it. So Saint James the brand name. How did that come about?

Brad Neumann 5:57
I wish I could take credit, but in terms of Saint James, I am a co founder and CO CEO, as, you know, and I was brought in as the operator to help build the brand and scale it. My partner in Saint James is John fairlito, who’s the co founder of Arizona, ICE T so when he came to us, you know, few years ago and said, I think I want to do it again. How do you say no to the guy who built the category 30 years ago, right? But I love telling this story, because not many brands have as interesting of a story as we do. So when John was starting Arizona in the early 90s, him and his partner, Don Voltaggio, they were working for a beer distributor in Brooklyn. They had the idea to start this ice tea company. They didn’t know where to start. There was a local priest named Father James Haggerty, who really helped them get going. And he started raising money in their local parish. He started calling businesses around the neighborhood in Brooklyn and said, Give these kids a chance. They’re starting, you know, they’re starting a new brand. Fast forward 20 years, Arizona was one of the largest privately owned, multi billion dollar brands in the industry, and it’s all because of father, James Haggerty, who helped, you know, John get his start. So this brand name and this drink is kind of an homage to him, and and in John’s eyes, he was a saint. And that’s, that’s why we call the brand st jeans.

Kara Goldin 7:25
That’s wild. I did not know that. That’s, that’s such a that’s such a great story. So speaking of stories, how important do you think in building the brand, our stories, right? And the kind of the backstory, obviously, you have to have a great product and a great tasting product and team and all of those things. But stories. What would you say about that as it relates to brand building?

Brad Neumann 7:51
Yeah, I think, you know, storytelling is a really important part of the pitch always. You know, obviously, when you’re building a brand, you’ve got hundreds of stories. You got hundreds of late nights, early mornings, things that you thought were going to happen that didn’t happen, or things that you didn’t think were going to happen that happened at, you know, the 23rd hour. But you know, what’s really been interesting for us is we always pitch this product as everything that the rest of the industry is not doing. And what I mean by that is, I think you’ve seen a lot of things in the industry over the years with the better for you and emerging brands, but there’s also a increased focus on functionality. Right? Everyone has an angle, whether it’s a prebiotic or a protein or milk thistle or Asha ganda or this and that. And our pitch has been very simple. We’re none of that. We are just good quality, clean iced tea. We import the highest quality organic tea leaves from the Assam region of India. We fresh through them here. We flavor it, we bottle it, we make it. There’s nothing added. There’s no synthetic there’s no this, no that. In some ways, the simplicity of our product is the biggest angle that we have in our pitch. So we’re not trying to sell some, you know, overarching functionality that may or may not actually be impacting the product. I love it, but I think also storytelling comes in. We really lean on John, right? I mean, we’re, we’re so lucky to learn from him and his experience and his tutelage and his relationships, and, you know, he, he built brands in a time where, you know, these billion dollar brands were not exactly an everyday thing, like they tend to be as of late, right? So, you know, he’s got a lot more war stories than we do, but obviously the credibility and the experience has been second to none, and it’s just been really great to kind of work work with him while growing this brand.

Kara Goldin 9:51
So how many SKUs did you guys actually launch with then?

Brad Neumann 9:55
So we started with four SKUs. We launched with four green tea SKUs. We have since discontinued one of those flavors, and within about our six first six to eight months, like everyone else, you start to get consumer feedback, customer feedback. People were asking for a sugar free option, or this flavor or that flavor. So our first four flavors were all green tea skews, and our green tea line is differentiated because it has four grams of organic cane sugar and 20 or 25 calories. Historically, iced teas are 30 plus grams of sugar 100 plus calories, not the healthiest category, right? And so we, you know, have a big point of differentiation with those skews. And then we started to get the request for zero sugar line, or, you know, other flavors. So it was only about a year in where we launched our black tea line, and our black tea is zero sugar, zero calorie, right? So that’s how we started to differentiate. And for a very long time, we had three green teas, three black teas, and it was a mix of, like, new, unique, exciting flavors, like mango, passion fruit, pineapple, mango, blood orange and hibiscus. But then we also felt the need to kind of give the consumer the traditional or historical flavors that they expect from iced tea. So we came out with a lemon, a raspberry, a mango. You know, those flavors that you’ve come to know and love when you think of iced tea. So we’ve got a really solid offering now with over 7s views in the market. I love it.

Kara Goldin 11:27
And what is the number one? One for you? For you all, it

Brad Neumann 11:30
depends who you ask. And I know, obviously I’m biased, because I work so much on the innovation on the flavor side, my favorite is always the newest one that we come out with, but peach and passion fruit is our number one seller because it’s also been around since, you know, since we started. Our raspberry is killer, our classic mango has quickly become our number one most subscribed flavor on Amazon. And then our pineapple mango does really well, awesome. But we’ve got a couple new flavors coming out later this year. I’m drinking one right now, which is our half and half iced tea lemonade, which I think is our new best flavor. And I’m excited to bring

Kara Goldin 12:15
you to market. That’s a good one. That’s a really, really good one. So very, very very exciting. So when you think about beverage overall, you’ve been in it, you get it, you launch with different distributors. And when you think about how fast you expand across the US, is there a formula that maybe you think about? I remember early on when we were first launching, hint we were launching in the Bay Area, where we live, and we actually got a phone call from New York and from a big distributor out in New York who asked us to come and launch. And we always talk about how that was like our Vietnam, to some extent, because we had no idea how big New York was. We were like, yes, we made it right, and then all of a sudden you have to put people and marketing and all of the stuff. And so we sort of eventually grew into it, but it was an expensive lesson for sure, to launch without really nailing the bay area first. But what has been your experience?

Brad Neumann 13:28
My experience is you spend a lot of time working on the strategy and a 10th of the time throwing it out the door. What I will say is we had a very similar mindset when launching Saint James. So the first thing we did was a proof of concept down in South Florida. That’s where the company is based, out of Boca Raton. We put it in about 350 independents, gifted all the product just to see how it would do. Within our first three weeks, we had a 78% reorder rate. And that’s when we knew, all right, we think we have something here. So then, when we started to actually launch the brand in retail, we focused on two markets, LA and New York, because that’s where my partner and I, where we had most of our relationships, and that’s also where we hired, you know, our first, first view head count, to help really manage the business. So it started out very small, you know, the Bristol Farms of the world and and kind of other, you know, small regional grocery and the rate of sale kept getting better and better, and then we felt like we were ready to expand. You know, it’s funny when, when you talk about scaling, you tend to hear the same five or six things over and over again from other entrepreneurs who have done it, and for whatever reason, it’s very hard to listen. And I remember, you know, within our first year, we got the opportunity to go into Walmart, and everyone says, Don’t go too fast. Don’t go too fast. But when Walmart calls, how. Who say no, and you know, it was a big learning experience for us, because we went into, you know, over 1000 Walmarts. Unfortunately, they were spread out all over the country. We didn’t really understand what execution and support was going to look like. And it was one of those things where we had to make the decision to pull out of Walmart, because after that was about six months, they wanted to expand us to more stores. And we said, listen, we’re frankly, not ready, right? I mean, there are opportunities that come and it’s the perfect fit, and then sometimes there are opportunities that aren’t. And you fast forward to three years later, and now we’re going into a few 1000 more Walmarts and excited to kind of build up the channel now that we’ve gotten our legs from under us. But when we first started 100% it was two or three markets. Go deep, really deep, focus and control the controllables, and then start to slowly expand from there, right? Even when you start to talk about national retailers like Kroger and Safeway, we’re not asking for a national launch, off the bat right. Give us a few regions, a few banners. Let us show you what we could do, and then and then, slowly expand.

Kara Goldin 16:11
I totally, totally agree. So you’ve done some pretty awesome, high profile brand partnerships with that little show, White Lotus and Juicy Couture. I loved that. What I saw of it on social, really, really cool. How do you think about partnerships, and especially when you’re a brand that is, is, you know, new, but also maybe not new, like, what do you think about partnerships, and is it, is it worth it, right? And, and at what point is it not worth it, right?

Brad Neumann 16:49
It’s a great question, and it’s funny, this is the, probably the most common question that I get from France, outside of our industry, what’s the ROI for this? What’s the ROI for that? And I think you know, what it comes down to is you have to have an idea of what you’re trying to get out of that partnership, right? Is it a retail focused partnership? Is it a buzzy Brand Awareness Partnership? Is it an eyeballs partnership? All of these things kind of play a different role in the selection of different opportunities. What I will say, going back to again, us focusing on brand from day one, I think my Director of Partnerships might have been my second or third hire when we launched Saint James. So we knew from day one, right? We need to get cans in hands. We want to be in front of our consumers. We want to be where they are. And we saw the value in partnerships and events very, very early on. When you look at some of the brand collaborations that you just mentioned for us, it’s been a key part of our strategy, because you know better than anyone, right? When you’re walking down an aisle and there’s 500 options on the shelf, you’ve got a split second to try and get someone’s attention. So if there’s something that you can do to help make your brand stand out a little more than the guy next to you, why not? Right? Just making sure that it’s the right product fit, it’s the right brand fit. And one thing that we’re working on is, you know, when these collaborations make sense for us really focusing on a call to action with the drive to retail, right? Like our Juicy Couture collaboration, it happened actually very naturally. We recently brought on a new creative director, and she always would talk about our brand as, like, fun, juicy, colorful, bright, etc, and we kept using the word juicy, and at the same time, you started to see a rise in nostalgia brands from y 2k Juicy Couture was really having a moment, so we reach out to them. We did a partnership. We launched juicy peach, a co branded bottle with kind of bedazzled bottles and and all that. And we launched it nationwide, in Target, right? So I think, you know, putting the resources and the time and the plan behind something that maybe doesn’t have a retail fit is a slippery slope. So for us, it’s always making sure that we have a home for it and that we can kind of naturally fit it into our portfolio and our offering. Same thing with the White Lotus. You know, white lotus was our first big collab. We’re the official ICE T of season three. So we worked with Warner Brothers and HBO, and we’re very lucky to build a robust marketing plan behind that, not only putting it in, you know, over 10,000 stores, but we had watch parties. We had events with HBO, we had influencer viewing parties and all you know, in some of our core cities, so really making sure that we’re building 360 plans around all the things that we’re doing. But that would be my one big takeaway is anything you can do to catch more attention when someone’s walking down that aisle. Right? And making sure that that product has a place at retail.

Kara Goldin 20:04
Yeah, totally. I always call it borrowing equity, especially, you know, right? And if you can partner, especially if you’re, whether you’re a little brand or maybe you’re a brand that feels like they want to get into certain audiences, or, you know, figure out what those brands are that you can partner with and and again, like do it in a way that is a win win as well, because it doesn’t make sense at, you know, crazy dollars, probably, unless you can actually activate this in retail, as as you all are doing too. So velocity is really the name of the game. And you talked about spins and and, but like, how fast you have to get these turns, like you talked about target and what, what’s your take on, you know, how fast you have to make sure that it’s moving. You also talked about Walmart and how you pulled back and now you’re going back in but, but when you look at that world out there, velocity is probably a newer term, maybe to somebody who hasn’t studied entrepreneurship, but it’s an important one, right?

Brad Neumann 21:28
It’s the most important. That’s what the retailers hold you to the fire over, yeah, totally.

Kara Goldin 21:33
And really, it’s the way that you actually expand on the shelf too and stay on the shelf, but, but that is, that’s the name of the game. So I’d love to hear your perspective on that, knowing what you know, with all the different brands you’ve worked with,

Brad Neumann 21:51
yeah, I think, listen, this is why our industry is so challenging, right? You have to focus on building a brand and marketing, but if there’s no connectivity to the shelf. It’s just not going to happen. Because, like you said, the retailers are not going to continue to even give you that shelf space, and they’re certainly not going to let you expand it. Right? Most retailers won’t even let you think about displays or, you know, additional points of distribution, until you hit a threshold. So when we first launched. We launched in a Tetra pack. It was a 16.9 ounce Tetra pack, recycled cardboard. Sustainability has always been one of our three most important pillars of the brand, so we launched in Tetra and for us, our threshold is typically somewhere between about five or seven units per store per week. And when we first launched, tetra was doing just about that. And as we started to get into the end of our first year, it got better and better, closer to nine to 12 units per store per week, right a case a week. About a year and a half ago, we transitioned the brand into the new packaging, into the aluminum bottle, and the aluminum transition has completely transformed our business. Almost immediately, our velocities about just about tripled. They went about three to three and a half x which caused a whole slew of problems that we can talk about or not talk about, on the forecasting and demand planning side, but rate of sale has always been our number one goal, right? So you want to get on the shelf as fast as you can, but you want to get off the shelf even faster. So again, you know, as the brand has gotten bigger and bigger, a lot of our marketing dollars are shifting away from, let’s call it brand awareness, and more to driving trial and conversion at point of sale. So the budgets are just shifting right? Like I said, when we first started, it was brand, brand, brand. Now, how do we focus on getting the product off the shelf? And I think that’s something that our team has done an incredible job at. You know, our, like I said, as the number one fastest growing in both dollars and units for for two years straight, we’ve got, I want to say our average velocity at Albertsons nationwide is 48 units per store per week. And we have over 350 stores that are averaging 200 units per store per week. So again, it’s, it’s the the main takeaway is always make sure there’s that direct connectivity between everything you’re doing on the brand side to how that’s going to translate into retail.

Kara Goldin 24:34
So, so interesting. So you’re scaling this business super quickly. What’s the biggest challenge that you see in in scaling the brand? Obviously, demand for, you know, all of that, but, I mean, it’s kind of like, careful what you wish for, right? It’s when, when you get those bumps. It sounds great, but it’s also, it’s it. Be hard. Can you talk about that 100%

Brad Neumann 25:03
and I can give you a perfect example, because it just happened to me yesterday. So one of the biggest challenges in scaling is people. Right? You need to find good people. You need to hire and train good people, trust good people, right? The larger you get, you can’t have your eyes on each and everything. You know, about a year and a half ago, we had nine full time employees, so we all wore a lot of hats. We’re pushing 50 now, right? So that changes a lot in terms of roles and responsibilities. And it literally, it just happened yesterday, I was looking at one of our Slack channels, and, you know, everyone’s sharing wins at retail, etc. And I see a name pop up, and it’s the first time since we launched this brand that it was someone that I didn’t know. I interviewed every single employee that we hired up until I don’t know, let’s say employee number 38 I wrote everyone’s offer letters. I did their onboarding, you know, etc, and we’ve just grown so fast lately. I hated the fact that there was someone on our team that I didn’t have a relationship with, so I literally I shot him a text over the weekend. We had a 30 minute call yesterday. I just want to introduce myself, get to know him, learn about him, his family, where he lives. So I think that’s one of the biggest things, just for for me as a leader, as someone who, you know has grown a team is managing this scale and maintaining that. I think the amazing culture that we’re building at Saint James stays where it is. You know, in three years and almost 50 employees, we’ve had two employees leave the company. One was on their terms, and one was it just wasn’t the right fit, right? So retention has been incredible for us. I think we’ve done a really good job at attracting talent, which I know you’re you’re familiar with, personally, but that’s definitely a big, big kind of concern, and call out for me making sure that we still have this culture of, you know, no hierarchy, right? Anyone picks up the call. Calls anyone whatever they need. I mean, I’m still unloading storage units down the road. I’m still doing demos on the weekend with my daughter sometimes, and that that’s the one thing that kind of hit me out of nowhere, when I realized that there were people on the team that I didn’t know, and it just didn’t, didn’t sit right, didn’t sit right with me.

Kara Goldin 27:32
Yeah, no, I know that’s a it’s a somewhat awful feeling actually, that first time when, yeah, when that starts to happen and and it’s kind of like having a stranger in your house, to some extent, too. So I love that it’s frankly easier now, over the last few years, to be able to connect with people, and we had a philosophy inside of hint where you should reach out to people once a quarter and actually, and actually, you know, ask them what they do. And because we would have all these divisions too, where people were not all doing the same thing. They weren’t all in the sales team versus the marketing team versus the direct to consumer or operations or finance team. And then I found that just by forcing people, to some extent, to pick out somebody that you have no idea what they do and kind of chat a little bit, you also get an appreciation for all the spokes in the wheel, right, that that’s you know so much better. And then hopefully you’ll meet them live, and you guys can talk a little bit more. But I think it’s, I think it’s really, really important. So, so last question we’re heading into summer, summer is so, so key for, especially for the beverage industry, what are you most excited about? As you are killin it out there with such an amazing team, an amazing product. But what’s next for Saint James?

Brad Neumann 29:14
We’ve got a couple things coming down the pipe that we’re really excited. Like I said, the half and half flavor. We have been working on this for over a year, and it’s such a core flavor for the ICE T category, we think ours is incredible. We sampled it at expos and had an incredible feedback. So we’re that’s going to be our hero SKU this summer. It’s hitting the market in April, and that’ll kind of be our brand focus and hero SKU towards the end of the summer, we have our first, let’s call it a line extension that is Ice T adjacent. So we are expanding the offering. And again, it’s still, you know, a little top secret, so I can’t fully discuss it, but it’s going to be the first time that we move beyond Ice T, and we’re building an incredible. Plan around this line of product, and I think building a really, really great meshing of of what that line is going to do to complement, but also differentiate to our iced tea offerings. But like you said, summer is, you know, it’s our Super Bowl, right? It’s, it’s peak selling season. We are very fortunate now that we’re, you know, essentially nationwide and also in Canada. So there’s no excuses that you have in q1 or q4 where it’s bad weather, or you you’ve got, you know, rain or it’s cold, everyone’s even in the summer, and when you get hot, you like to drink iced tea. So we’ve got a lot of new retailers coming on board with, you know, May and June resets, which is going to be a big opportunity for summer. We’ve got some really big experiential and brand collaborations coming out this summer around specific SKUs and partnerships. We obviously have, you know, festival season coming in over the next 60 days, 90 days, which we play, you know, a big hand in just continuing to bring our brand to life. You know, like I said, we’ve, we’ve done a pretty good job at creating this brand that people want to be associated with. And I think the summer just offers more opportunities to hit different use occasions and different utilities that sometimes otherwise get hidden a little bit based on, you know, q4 being focused on holiday. Q1 is a lot of new year resolution, etc. But you know that summer and back to school time period that’s, that’s where our whole year and our whole business really thrives. And we, like I said, we’ve got over 7000 stores additional coming on board in the next 60 days, and we’ve got some really, really large nationwide programming with some of our key retailers happening in July and August that we’re excited to support.

Kara Goldin 31:55
I love it well for everyone listening, be sure to check out Saint James, iced tea, if you have not tasted it, you must, must, must. And Brad, you are just killin it. So I’m so proud of you and the whole team. You guys are doing an excellent job. And for everybody listening for the first time, like I said, find it, get it. Follow them on social. Lots of good things are coming. Yeah, from Saint James. So Brad Neumann CO, founder and CO, CEO of Saint James. Thank you so much. Thank you. Thanks again for listening to the Kara Goldin show. If you would please give us a review, and feel free to share this podcast with others who would benefit. And of course, feel free to subscribe so you don’t miss a single episode of our podcast, just a reminder that I can be found on all platforms. At Kara Goldin, I would love to hear from you too. So feel free to DM me, and if you want to hear more about my journey, I hope you will have a listen or pick up a copy of my Wall Street Journal, best selling book, undaunted, where I share more about my journey, including founding and building. Hint, we are here every Monday, Wednesday and Friday. Thanks for listening and goodbye for now.

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