Family Business, Founder Pressure, and the Motherhood Behind It All with Ally Mamalinder

Welcome back to another episode of This Mother Means Business. I am joined today by Ally Mamalitar. She is the president of Organic Traditions, a Canadian superfoods company her father founded 25 years ago after taking his own health into his hands. Ally left a corporate career in luxury hospitality to join the family business. And over the past nine, almost 10 years, she's led the brand through its most ambitious chapter yet. Rebuilding the innovation pipeline, repositioning the company for today's wellness consumer and overseeing the brand's first ever total redesign in its 25 year history. Under her leadership, Organic Traditions has grown into one of Canada's most recognized names in functional nutrition with over 100, that is a lot of organic products, a vertically integrated Toronto facility and a mission rooted in something beautifully simple. Food is medicine made accessible to everyone. But what I really want to talk to Ally about today isn't just the business, it's the behind the business. She's a mom of two, a second generation founder, and someone who has had to figure out what it means to lead something that was built before she arrived and make it all her own. Ali, welcome to This Mother Means Business. Ally (01:10.091) Thank you. What a great recap. I love that. Laura Sinclair (01:13.23) Isn't it fun when someone recaps you and you're just sitting there like, okay, that's me. That's who I am. Those are all true things. And I'm still learning to receive those things when somebody reads my bio or gives me an intro. You know what I wanted to do? Do you listen to, I mean, I don't know if you do listen to the New Heights podcast or if you care about Taylor Swift at all, but Jason Kelsey does these crazy intros on his show where he'll be like, she's... Ally (01:15.605) Yeah. Accurate. Ally (01:22.241) Yeah. Laura Sinclair (01:41.07) She's five foot seven, she's a mom of three. And so really trying to, I'm not quite at that level yet, but just embody some excitement and hype up the women that come on the show, because we don't hype ourselves up enough, you know? Ally (01:49.751) Mm-hmm. I think you killed it. You did great. I loved it. Laura Sinclair (01:55.158) Thanks, girl. I appreciate it. Well, I'm getting to meet you for the first time today, which is very cool. And I was saying to you before we started recording that I feel like I've been circling you for a little bit. It's like we keep connecting with other people. I keep connecting with people that know you. And so I'm really glad that we get to share this story. So let's dive in, shall we? Okay, so I want to know about taking over your father's company, your family company. Did you know that that was something you were always going to do? Or where did that come from? Ally (02:14.677) Yeah, let's do it. Ally (02:24.247) Yeah, I definitely knew on some level that I was always going to do that. I had other plans, but I knew deep down inside that I'm definitely an entrepreneur. And it was just more of like when, not if. I think that for people in a multi-generational business, the case for me was really waiting until I felt ready and had a lot of value to add. If you've only ever been in a family business, I think it's really difficult to add value or to see what could be done differently. And so I'm lucky that whether explicitly knowing it myself or not, I waited for the right time until I was really ready and like was fully in at that point. Laura Sinclair (03:10.53) Yeah. When you talk about readiness, I mean, I always think about readiness as being a decision. And I'm curious for you, like when you thought about when I was ready, what did that really mean for you? Ally (03:23.671) I guess, yeah, you're never like, nothing's guaranteed and you're never fully ready. But I think it was really like one internal factor and one external factor. like just internally in terms of my own experience, I had more than six years in corporate communications at the time. I absolutely loved what I did in luxury hospitality. Actually, I probably never would have left, but I was working at an organization that had 50,000 employees. I had grown. Laura Sinclair (03:26.894) Of course. Ally (03:52.916) in that role a lot of skills in leadership and communication and change management and not necessarily things that were applicable to superfoods, but just how to be a great leader, motivate a team and like things that you really need to have thick skin and like do in your own business. And so being ready for me meant like, I think I felt that I had Obviously there's always more to learn, but I felt that I had seen enough at that point of the corporate world and knew that I picked up the skills I needed to then apply it to a smaller, more nimble organization. And then externally, this also was in 2017. And of course I was monitoring what my dad had been building with organic traditions through the years and was like involved behind the scenes and like grew up with that my whole life. But in 2017, it was really like Instagram was taking off and people were starting really big health blogs and there was juice bars and smoothie bars popping up everywhere and wellness as a lifestyle was becoming so much more mainstream. So I also started feeling like there's this massive opportunity for organic traditions that has not yet been tapped into by any means that I feel like I'm the person that can come and like make that happen and and bring that change to the business and sort of rebuild it from the inside out. aligned to where consumers are going. And so those are kind of like what made me feel ready, what was happening like kind of at that time. Laura Sinclair (05:23.672) Yeah. No, I think that's really good context because I think when anyone's on sort of the precipice of a decision, we have this feeling of, I'm going to wait till I feel ready. Usually, we don't really know what even that is. I like that you had a pretty clear bandwidth for what ready actually was for you. Ally (05:42.764) That's it. And I think that also a lot of people who want to be an entrepreneur or they're like dabbling in it, they don't realize how many skills they may already have gained. They may have already gained elsewhere that they're not putting into an entrepreneurial lane right now, but that are going to serve them very well. So for anybody also, I just like always like to tell people that if you're in a corporate role or just like a nine to five somewhere and you feel like you're trying, you want to go and build something, at least look around at like whether it's from working cross functionally or presenting to people like what are the things that you're already doing that you're going to need to have more of that tenacity to build your own business. Cause it's usually more than you think you may have already had access to. Laura Sinclair (06:29.09) Yeah, I'm so grateful for my corporate time and the skills that I learned in that environment. I couldn't imagine being an entrepreneur straight out of school. I was at an event recently and someone said, you know, I try to encourage entrepreneurs to start right out of school. Like I'm so glad I didn't do that because I needed so many of those skills. I would have been floundering or had to spend a lot of money on other people to teach me things, I think. Ally (06:51.187) Yeah, learn somewhere else first. That's way better. Laura Sinclair (06:53.612) Yeah, I agree. I agree. I personally have taken over business before I bought a brick and mortar gym in 20. Gosh, feels like a lifetime ago 2016. And there was it was tough buying it coming into our business as a new leader. And, you know, I had to change a lot of things that weren't going very well, which I'm sure was not the case if your dad had been made at that as long in organic traditions. But I'm curious about you you stepping into the CEO role that your dad has built. Did that feel like a lot of pressure? Was it something that you felt like you had to be someone other than you? I'm so curious about how that felt stepping into that role. Ally (07:35.552) Yeah, so the reality is I felt ready and I knew I had a lot of value to add, but I of course had a ton of imposter syndrome at the same time. So to be clear, like when I started at Organic Traditions, I was overnight responsible for every employee, every decision, everything that was happening, everything. But I did not give myself a CEO title at that point because it definitely did not feel like aligned or deserved or I was. Laura Sinclair (07:45.133) Yeah. Ally (08:03.849) like director of strategy and communication, which was just the most ridiculous title for someone who's literally running around doing absolutely everything. Yeah. And then I was the president and now I'm the CEO. So that almost journey of even just titles that I've given myself within the business, sort of reflects the journey of growing into being, Laura Sinclair (08:08.75) The CEO, yeah. Ally (08:26.323) an entrepreneur and being comfortable with it and sort of battling back against the imposter syndrome that I was feeling. So it's been a continued journey. But from day one, yes, there was a lot that needed to be changed. He had built an incredible business with a really great foundation from a loyalty standpoint, from a innovation standpoint, quality of the product, but people, process, scalability, the manufacturing side, like that all needed so much work. I like to tell people that, like, if you think I was handed the keys to like a Rolls Royce of a company, that is absolutely not the case. It's more like a Honda Civic, like going down the highway lit on fire with the engine falling out of it and needing to like resuscitate. So I just... Laura Sinclair (09:07.682) Ha ha! Laura Sinclair (09:18.775) Yeah, OK. Ally (09:21.633) had this massive whiteboard that I just started putting every single idea of what we needed to do and like prioritizing it. And the first thing I did within the first week was sat with every single employee we had at the time and asked them like, what's working well? What could we do better? And just started just like taking in all this data from everyone and everything. And then just like got into it and really never stopped since then. Laura Sinclair (09:47.724) Yeah. Did you have like carte blanche to do that? Or did you get pushed back like when you made all the changes that you did? Ally (09:53.592) I told everyone right out the gate that my role in being here was to make it a better place to work and a better business and a better brand. And that ultimately I got a lot of buy-in from people really quickly. They saw that I was organized and I was bringing a new sort of approach to the business. And I didn't get too much pushback. with my dad, we overlapped for about nine to 12 months of him just sort of like being around in the business and then he hasn't been involved in the day to day at all since that point and he didn't really push back on things. I think this is what he wanted. He kind of always knew. So not too much pushback. It's mostly the pressure that I put on myself that was the most intense than other people not wanting to change. It was just how much I wanted to accomplish and the night the night naivete that I had of like how long things take to really change and grow. There was a lot. Laura Sinclair (10:58.062) Yeah, it's not just, yeah. I mean, I've never run a product-based business. I've done a lot of service in it, but I have seen the lead times on things. when you are like, want this to change now, but it never really works that way. It's usually a lot more complicated and a lot more people and a lot more moving parts. So I love that. I'd love to chat a little bit about the rebrand. I I think, I mean, I've known of organic traditions. I'm Canadian. I'm 39 of... I know I remember the old box and being in the supplement store and going and seeing what the old box looked like. Talk to me about this because it was the first redesign that organitrition has ever gone through. I'm curious, like what made it the right time and what is the intent of it? Ally (11:40.932) Mm-hmm. Yeah, it was a massive project. It was really all hands on deck and I had evolved the brand, the visual identity of the brand slightly just like modernizing some things, cleaning up imagery, like reducing copy like over time, but we'd never really changed the logo, changed the style of the imagery, just changed the overall, again, visual identity of the brand and Going into the 25 year anniversary, we had brought on an advisory board. We had done a lot of internal strategic work as a business to look at where is there still so much opportunity for organic traditions to grow. And resetting our visual identity just kept coming up as one of those big opportunities where. We said we really wanna maintain the heritage and credibility of this brand, but we wanna evolve it, make everything look super appetizing, keep the OG customer, but attract a new customer at the same time. And that was really what the impetus for it was and what we were trying to achieve with it. We did a lot of consumer testing since launching it and luckily have sort of hit that. mark that we were looking for with like over 90 % of people liking the new packaging better, which is great. There's always some people that are like, don't change, don't change a thing. But no, it's been really, really well received and it's been so refreshing for the brand allowing continued momentum. And it's been great to see it roll out into all the retailers now. Laura Sinclair (13:24.114) Yeah, I I have I mean, I've seen the new product, I have it in hand. And it feels like and I don't know if this was the intent. But it sort of felt like the old product was almost like a little more like clinical, like in a clinical setting. And now it feels much more consumer approachable to me. Like I would drink this versus I don't know if I'm allowed to drink this because this might be medicine is sort of like, that's sort of how it feels to be. I don't know if that resonates with you at all. Ally (13:38.687) Yes. Ally (13:44.608) Mm-hmm. Ally (13:48.34) Yeah, that's like actually one of the things that we talked about when we were like, we don't want it to feel scientific and cold, we want it to be warm and inviting and something that you would want in your pantry or on your counter that it's superfoods that we want it to really feel food form and food based, not like medicine. So that's you absolutely nailed it. Laura Sinclair (14:08.238) Well, you nailed it. Because I think when I hold it, I was like, oh, this is so much it does. It feels so much more approachable. It doesn't feel like I'm not sure I should be putting this in my body because there might be, you know, I need to talk to a doctor first. You know, I think about my experience with the brand over the years, and it was usually like my naturopath telling me that I should have, you know, this product. So I love it. I think you guys did a great job. I imagine that was a project that took a very long time. Ally (14:21.013) Yeah. Ally (14:35.349) Yeah, it was about 18 months, sort of from start to finish with about half of that time being like really like heavy packaging implementation work. What people may not realize is like changing the logo is one thing and aligning on a color palette or photography style is another thing, but then Laura Sinclair (14:37.528) Wow, okay. Ally (14:56.415) The actual fact of rolling that out across like 120 SKUs with US packaging, Canadian packaging, doing all the translation work, looking at any new copy that needs to be on all the packaging, like that's where a lot of the work comes in. So it just took a really long time to operationalize that, but we got through it and nearly killed me, but here I am. Laura Sinclair (15:21.454) Yeah, I can literally only imagine. I have gone through these rebrands, certainly when I was in my corporate life, seeing what that looks like, but with 120 SKUs, that's having to repackage 120 products. That's not making a social media graphic. This is a massive undertaking. Ally (15:39.221) Yeah, yeah, it's a heavy lift. And then there's a lot of queuing regulatory checks, of course, before things go to print and a lot of print testing and but we're just so happy with it. So it was definitely worth it. Laura Sinclair (15:47.554) Well, of course. Laura Sinclair (15:53.87) Yeah, it looks great. One of the things that I really admire about you and you you have done a fair bit of press, which good for you. I love that as a founder. But I love how open and honest you have been about your own experience as an entrepreneur. sometimes when we I think sometimes as women and I see this a lot, certainly with people I talked about in the show and in my own work, we sort of feel like we can't be human. Like we have to kind of be like a robot super founder. There's nothing I'm I have no faults, like I'm totally perfect, but you've talked a lot about your struggles and some of your lessons and crying a lot over the things that happen in entrepreneurship. mean, you just said it, it nearly killed you. When you look back at sort of those earlier days, what felt like the hardest thing you got wrong early on? Ally (16:44.481) hardest thing I got wrong early on was not one big event or occurrence. It was a lack of focus on what will really move the needle in the business. It was trying to say yes to everything, every opportunity, and not even knowing what aligned with my strategic plan because I didn't have one. Laura Sinclair (16:58.381) Mm. Ally (17:11.607) I was running around like a chicken with my head cut off, right? So what saved me from that was getting the right people into the right roles on a more scaled up leadership team, us setting really aggressive but attainable goals for each year and like breaking that down into what then is each department responsible for, et cetera, et cetera, because. That allows you as a leader and every single person in your organization to have a filter on for what they're going to say yes and no to. And when you're a scrappy entrepreneurial business, when you're trying to do the most, you need such crystal clear guardrails of what you're doing and why. Because we get so many opportunities coming our way or like people want us to do this event or send gift bags or Laura Sinclair (17:45.688) Yes. Ally (18:07.009) come on this trade mission to Germany or what like we used to do international trade shows, but we hadn't even tapped out the Canadian market yet. And it's like, why? Why would we spend money on that? Spend time on that? Print collateral for that? But we did that stuff. And it was, I think it's a pretty common thing for entrepreneurs, because you just have this fear of missing out of these opportunities. And you never know that could be the next thing that makes your business pop off. I think really Laura Sinclair (18:19.299) Yeah. Ally (18:36.929) driving everything back to the strategic goals of the business and having clarity kind of allowed me to come out of that biggest mistake, which was the lack of focus that we had. Laura Sinclair (18:47.694) I think every woman founder has that unless you're like a really type A analytical, you go into it like maybe having already made a business before. But I think we see this so much and I think it's so common because you get excited and you want to do all the things and then you realize actually that is horribly unsustainable, especially when you're a mom, especially when you have kids. How old are your children? Ally (19:10.677) My son's turning six this month on the 29th, so he's almost six, and then my daughter is just over three and a half. Laura Sinclair (19:18.284) Okay, so you've been navigating being a CEO and becoming a mom during that window and doing the rebrand and, and, and, and that's a lot of ands. You're, you're, you're busy. You're busy. I'm curious, like for you navigating all of this and like, we know that corporate life and entrepreneurial life and the hours that are required and the responsibility and the team, like when you think about your life and putting things life first, like what is, what does day to day that look like for you? How do you find, Ally (19:29.078) You Laura Sinclair (19:47.854) that sort of life first approach when you're running a company with 100 plus SKUs. Ally (19:54.968) It comes down to, for me, the only thing that allows me to operate at the level that I strive to operate at is being really intense about personal time management so that I can be more free in the free time that I have. I don't want to be intense all the time, especially as a mother. but I need to really carefully manage the time blocking that I have in place so that I can be softer and available and get the time that I need with my kids. So for me, that looks like I'm one of the people that will wake up before their kids to get an hour or two in in the morning. And then every single day, Monday to Friday from 4.30, my calendar is blocked. I can't get booked into a meeting of like 4.30 to 5.30 when I know I need to go and be with my kids. And that also means that sometimes I'm back online after they go to bed. And that's not every day, but when it's required, it's required and that is what it is. But I try to reserve weekends as solid family time as much as possible. And that's kind of where I'm at with it. It's... My kids are starting to recognize too how much my husband and I work, but they see it in a very positive light. And so that makes me happy and makes me feel like there's enough of a balance to what I'm doing. Laura Sinclair (21:28.034) Yeah, yeah, I think it's it's so hard, right. And there's been a lot of rhetoric with like Emma greed and her talking about how you know, in this season, how she shows up for her kids and how much time there is and people get really judgmental about those things, right? Like, it should be this, it should be that. But I mean, a whole part of ethos for this mother means business is like, there isn't one way to do it, right? Like if you want to be a person that works 20 hours a week, you're probably not running organic traditions, right? You're probably not taking that on. But there is... the realistic. Ally (21:57.804) That's it, just be realistic. I think people also just love to like talk about Emma Greed, they haven't even read the book. I have read it, loved it. And I actually resonate with a lot of what she says, to be honest. I think like, it's true, like you get out what you put in and you can't do all the things you want to put in maybe at the same time. Laura Sinclair (22:05.612) Also true, yeah. Laura Sinclair (22:17.27) No, I totally agree. And I don't think there's a right way or wrong way. I think you can be a mom that, you know, is with your kids three hours a week or has limited time or whatever like the parenting philosophy is you can agree with it or not agree with it. I don't think any of it's wrong. Like we all just get to choose whatever version of this is the most aligned for the person that we are and what it is we want to get out of this one shot we have a life on this planet. And if that's running a solopreneur business for 20 hours a week and clearing six figures and gorgeous. And if that's running a massive super fruits company and doing it, you know, and that means you getting up a little earlier and working a little bit in the evening, then perfect. It's like different circumstances for different people. I feel like you knew exactly what you were getting into when you do it. I think, and I don't want to put words in your mouth because we're just meeting, but my sense of you is that you would do it again. Ally (23:13.419) Yeah, I would. think the only thing I would do differently perhaps is I didn't really take a maternity leave with either kid. I was working from home and much less available to my team, but I was doing a ton of work still in the background or showing up for certain meetings. And when I look back at that, that's Maybe that's the only regret I have about the whole like motherhood and CEO situation is like, I specifically vividly remember coming in for a meeting one day where I was still breastfeeding and I had my pump with me and it was like the LV pump that you literally put in your shirt. And it's like supposed to be silent, whatever. And I remember sitting in the meeting, turning it on remotely for my phone. And for anyone who's pumped, know, like the second it turns on, you feel like the life force being sucked out of you. Laura Sinclair (23:52.676) yeah. Yep. Laura Sinclair (24:02.136) the sound. Yeah. Ally (24:05.623) Like you're like just instantly like a dead zombie, so tired. And I just remember sitting there and I'm like, what am I doing here? Like I'm blacked out in this meeting right now. Like, why am I doing this to myself? It's absolutely not necessarily, whatever this meeting was, I don't even remember what the topic was. But I just felt like this, like I have to push through and no one was putting that on me. Everyone was super supportive. My husband was supportive. Laura Sinclair (24:24.621) Yeah. Laura Sinclair (24:32.942) and Ally (24:35.477) We had a nanny, all the things. And so I think it is hard for women who are high achievers to let that go. That's the only thing I would do differently was probably just be easier on myself in postpartum, especially not having taken a traditional mat leave at all. Laura Sinclair (24:57.73) Yeah, I didn't take traditional matleaves either. And it's hard to let go of, think. Was this first baby that you were pumping in the meeting or second baby? Do you remember? Really? OK. Ally (25:04.961) think that was with the second actually because the first one was during COVID so like everything was remote anyway but yeah. Laura Sinclair (25:13.794) Yeah. Yeah, it's hard to let go of it. That was something that I really struggled with was at the time when I had my daughter. I always say my first daughter. I only have one daughter and a son. But my daughter, I owned a brick and mortar gym and so much of my identity was wrapped up in being a gym owner. And previously that it was, you I worked for BMW. And so that was my identity is that, you know, I lead all the marketing, digital marketing in Canada for BMW. And I love saying that. And then when I owned a gym, was like, well, I own a brick and mortar gym. And so then having to like figure out my identity, who was I, I still wanted to show up as those things. And for me, I had to like really kind of pull apart my own, who Laura was separate from the thing that Laura did. But I have memories of, you know, coaching a class at my gym and then going and like sitting in this little closet of a change room in our first facility, we ended up with a second facility and like pumping and like sitting there and like my members coming in and me popping my head out of the thing being like, Hey guys, I'll be right there as I'm like trying to pump a bottle and it's like, this is, this is dumb. Like there should definitely be someone else here right now. Like this, this is not what you should be doing. Ally (26:17.398) Yeah. Ally (26:22.475) Someone needs to go tell those people, but you wouldn't have listened anyway. Laura Sinclair (26:25.678) I know. No, we wouldn't have. know what's funny is so we inside of this MotherMeans business, we have an Inner Circle program and the other day, a woman came on the call. She was at her job on the call for her business and was pumping at the same time. You know that sound, that pumping sound that like, it was like, am I about to lactate? This is the most triggering. It was totally like, you my son is about to turn six. Ally (26:42.539) Yeah, yeah. That's like PTSD. Laura Sinclair (26:51.15) It's been a long time since I've had one of these attached to me, but you know that sound and it's like, oh, I also know what it's like to be trying to do three things at once and then also having to be a food source. It's crazy. It really, really is. It really is. I've been curious, though, for you looking back on that time and certainly being in it now with six and three, which is kind of a stage where they get to be pretty independent. are similar age gap, so I have almost nine and almost six. But I remember six and three being a moment where I was like, okay, I started to breathe a little bit. Nobody's napping. We're not in diapers. We've got a little bit of a renewed sense of freedom, almost school age. We're almost there with both kids. But looking back on those early days, for any of our listeners that are maybe in the early days, they're in the, they're in the, do I need to wear this breast pump to this meeting moment? What would you say to them now, other than put the pump away or don't do that? Ally (27:51.352) Just keep doing your best, whatever you think that is. Everything is so personal. I don't know, just don't be so tough on yourself and that's it. Laura Sinclair (27:57.998) Yeah. Laura Sinclair (28:02.017) Yeah, I actually really love that because I think it is personal, right? And we talk about people always say like, business isn't personal. It is personal when you're also raising a baby and trying to run it and you're also being like, that is personal. It is emotional. And you do have to give yourself a lot of grace. And sure, people always say like, it gets easier when you're in it. That doesn't help you, right? Like you just have to find ways to be kinder to yourself, I think. Ally (28:03.329) you Ally (28:28.823) It's also okay for your business and the fact that you have children to become part of the identity both at the same time. Obviously, we can be more than one thing and you can be wrapped up in your identity as a CEO or a gym owner or whatever and a mom at the same time. I actually had an investor pitch call. Laura Sinclair (28:48.76) Yeah. Ally (28:55.317) like last year at some point where in an early early version of our deck there was like an intro page about the company and it had a picture from a brand photo shoot of me with my kids and the guy that I was talking to from this like VC fund we finished the pitch and everything went great and he was giving feedback and then he was like yeah I'd remove that picture of you and the kids because it might make it look like you're not all in on this and I was like like actually, I think that the picture of me with the kids makes it look like I'm more all in on this than anything. And like, you have no idea what I'm capable of. so anyway, I like to tell that story because like that I was fully comfortable with that being part of my identity as a CEO, I think for a lot of people, could show them actually how capable that I am. It just depends on the lens that they want to take to it. So it can be both. Laura Sinclair (29:47.874) Yeah, and a stronger like, and a really strong why. Right? It's like, no, I'm not just, yeah, I'm not just doing this for me. Like, I think I love that you name that. And I also hate that that happened to you. And I hate that that's still the perception. I mean, we know the statistics around like women getting VC funding and women owned businesses. Like, it's abysmal, because there is still that thought, right? Where it's like, well, if you're gonna spend your time on your kids, like, Ally (29:52.439) Exactly. Highly motivated. Laura Sinclair (30:15.722) Moms are the most efficient people that I know. Like nothing will make you more efficient than becoming a mother when you realize you don't have 10 hours a day to mess around on stuff that's not relevant. You're gonna do, you have to figure out what is the most relevant, most efficient use of your own time. And nobody can do that better than Ally (30:39.327) That's it. We're machines. Laura Sinclair (30:41.454) We are. to that. to that. Ali, what is the thing that you're most proud of in your nine years of being in the Organic Traditions? Ally (30:50.325) I think it's the team that I've been able to build and bringing so many people who are really talented along for the ride of taking us into this like massive shift and change and growth. Like we've doubled more than, we've more than doubled the business. And I love that I get to like lead a team of great people. So I would say that. Laura Sinclair (31:07.342) amazing. Laura Sinclair (31:13.838) That's a cool answer. I like that answer a lot. That was not the answer I was expecting. I was expecting the rebrand or this new product that we launched. I love that it's the team. I think that speaks a lot to your heart and the intention behind what it is that you're building. Ally (31:27.275) I'm proud of all of those things, but I just feel like I can't take credit for those solely. Like I drove every one of those initiatives, yes, but they wouldn't have gotten done without the people. And so I think every great leader knows that without the team getting things done, it's doesn't, nothing happens. So you've, I think that's like scaling a team so that we can get to those things that we're proud of. Laura Sinclair (31:30.061) and Ally (31:55.788) is what comes first. Laura Sinclair (31:57.814) Yeah, I love that. If we're shopping, we're at the store, what organic traditions products should we be trying for the entrepreneur mom? Where should we start? Ally (32:07.051) Well, I always like to say you could start with our matcha latte. That's definitely like an absolute top seller over more than 10 years. It's Canada's number one matcha product. And for busy entrepreneurial moms, it's great because maybe you don't have time to like sit and make a ceremonial matcha with the whisk and all the things, but this is going to give you like great instant energy source and you won't have a caffeine crash from it. Laura Sinclair (32:18.115) What? Ally (32:34.913) good antioxidants, so I would start with that one. Laura Sinclair (32:37.838) I love it. Where can we learn more about organic traditions, connect with you, learn more about the products? What's the best way to find out about that? Ally (32:44.183) So everything's at organictraditions.com and at organic traditions on Instagram, TikTok, and then I'm at Ali Zeifman on Instagram and TikTok as well. Laura Sinclair (32:56.312) Very cool. Can we walk into stores and buy organitricians as well? Ally (32:59.893) Yeah, so in Canada, we're in pretty much every health food store and grocery store coast to coast. You can find us in like most retailers for sure. You can find it. Laura Sinclair (33:10.71) Awesome. Well, I'm going to go find myself a matcha latte. That's what I'm going to do. Ali, thanks for coming and sharing your wisdom with us. Ally (33:15.447) Perfect. Thank you for having me. It was great. Laura Sinclair (33:19.02) Yeah. And thank you for listening. We'll see you on the next episode.