Brand & Growth

Founder & Operator

Team reviewing notes around a meeting table

7/6/26

8 min

The 2P Model

The Ecommerce Accelerator Decision Framework: 7 Questions to Ask Before You Sign Anything

The Ecommerce Accelerator Decision Framework

7/3/26

6 min

The 2P Model

What the Founders Got Right: Independence Day Lessons for Modern Brand Builders

The Founders were operators, not just political philosophers — and the disciplines that built a 250-year-old country map directly to building a durable brand.

Tablet calendar and pen on a wooden desk

7/1/26

6 min

The 2P Model

Half-Year Reckoning: The 3 Numbers Every CPG Operator Should Stress-Test in July

The first week of July is the most useful week of the year to look at your business honestly. Three stress tests reveal whether your CPG brand is actually growing — or just appearing to.

Father and child sharing a quiet moment at home

6/19/26

7 min read

The 2P Model

The Father's Day Lesson: What Building a CPG Brand Taught Me About Patience

A Father's Day reflection on the one lesson that runs through both parenting and building a CPG brand: the expensive, operational discipline of not reacting to a single bad week.

6/5/26

7 min read

The 2P Model

Amazon Is Not a Channel. It's the Economic Center of Your Brand.

For most CPG brands, Amazon isn't one channel among many.. it's the price floor, demand signal, and capital-allocation engine for the whole business.

5/18/26

12 min

The 2P Model

Liquid Death: How a Can of Water Became a $1.4B Brand

What's actually transferable from Liquid Death's rise to a $1.4B valuation? Two principles — concept validation and brand specificity. The rest was unrepeatable.

5/13/26

12 min

The 2P Model

Stop Directing Customers Where You Want Them to Buy

Your DTC-first channel strategy isn't your customer's problem. Learn why brands should optimize for the first purchase anywhere, then build the relationship.

8/30/25

5 MIN READ

The 2P Model

Vendor Negotiations and the Cost No One Budgets For

Q1 Amazon vendor negotiations consume 40-65% of leadership attention without compounding. The real cost is strategic work deferred, not margins lost.

No packages. No add-ons. No surprise fees.

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