LADYBIRD PROVISIONS | CONSUMER PACKAGED GOODBuilding a Business Worth Buying
Sarah Rioux and her partner Nicole founded Ladybird Provisions and quickly built momentum.
Then COVID hit. Revenue dropped by 50%, and the question wasn't just how to recover. It was whether the business was worth rebuilding at all.
Together, we stabilized the company, positioned it for growth, and ultimately prepared it for a successful acquisition.
Read the full story below…
THE ENGAGEMENT: Preparing to Sell | The Exit
“Sarah is able to answer questions you didn't know to ask. She's great at pointing out the whitespace — the planning that as a startup, you don't even know you don't know. She doesn't blow smoke, and she’s tactfully able to say ‘I don't think that's a great idea’ when it isn’t. That made it feel safe to really trust her.”
– Sarah Rioux | Co-Founder, Ladybird Provisions
THE TAKEAWAY
Building a business that’s ready to sell requires years of intentional decisions. I help owners create the financial visibility and operational discipline that make a successful exit possible.
The Challenge
Ladybird Provisions had built a loyal following. Starting at Austin Farmers markets, they earned their way onto HEB shelves, and then COVID disrupted everything. Supply chains broke. In-store discovery collapsed as customers moved to online grocery ordering. Revenue dropped by 50%. By 2021, the business was in a do-or-die situation.
The Work
We established clear financial visibility and built a forward-looking plan for sustainable growth. Together, we improved production efficiency, reduced supply costs, expanded retail distribution, and invested in the systems needed to build a stronger business. Just as importantly, every decision was made with a future sale in mind.
The Outcome
Ladybird grew into a seven-figure business with national retail distribution before being acquired by a larger CPG company. The team exited with cash and a stake in the acquiring company. Sarah Rioux had had three children over her seven years running the business, and her priorities had shifted. She waited until the business was in a place where she could exit on her own terms — and then she did. The exit wasn't the win. The optionality was.