Mammoth Brands: Reshaping the Consumer Packaged Goods Landscape

Mammoth Brands is challenging the dominance of legacy consumer packaged goods (CPG) giants like Procter & Gamble and Unilever by building a modern portfolio of high-growth brands. With a 2024 revenue of $835 million and a compound annual growth rate exceeding 20% over the five years leading up to 2024, the company is now evaluating its long-term capital structure, including potential paths toward an initial public offering.

The Origins of a Modern CPG Challenger

The foundation of Mammoth Brands lies in the 2013 launch of Harry’s, a men’s grooming brand co-founded by Andy Katz-Mayfield and Jeff Raider. Katz-Mayfield, motivated by frustration over the high cost of replacement razor blades, aimed to disrupt the status quo by offering high-quality products directly to consumers. By 2016, the brand successfully moved from an online-only model to retail shelves at Target, proving that a digital-native strategy could translate into broad market appeal.

The company’s evolution continued with the launch of the women’s shaving brand Flamingo in 2018 and the subsequent rebranding of its internal lab to Mammoth Brands in April 2025. This transition marked a shift from a single-brand startup to a broader platform designed to scale multiple personal and baby care labels.

Strategic Acquisitions and Brand Portfolio

Mammoth Brands focuses on acquiring or building brands in “everyday care and wellness” categories. According to co-founder and co-CEO Andy Katz-Mayfield, the company prioritizes a small portfolio of large, high-performing brands over a vast collection of smaller ones.

Key milestones in this growth strategy include:

• Lume Deodorant: Acquired in 2021, this brand is credited with establishing the whole-body deodorant segment. Mammoth reported that Lume’s sales more than doubled within two years of the acquisition.
• Mando: Launched by the Harry’s team in late 2022, this brand applied the whole-body deodorant concept to the men’s market.
• Coterie: Purchased in late 2025, this high-end diaper brand reported over $200 million in net revenue for the 12 months prior to October 2025, representing a nearly 60% increase over the previous year.

Competing Against Legacy Giants

The strategy employed by Mammoth Brands represents a broader shift in the CPG industry, where smaller, culturally relevant brands are gaining market share from century-old conglomerates. Industry analysts, including Nik Modi, co-head of global consumer and retailer research for RBC Capital Markets, note that legacy giants are increasingly viewing these “disruptive” newcomers as a serious threat rather than minor competitors.

This competition is particularly visible in the diaper market. Data from Euromonitor International shows that Procter & Gamble’s U.S. diaper volume declined by 2% in the fiscal second quarter ending in December, with Pampers trailing Kimberly-Clark’s Huggies for the first time since 2021. While Coterie remains smaller than these industry leaders, its rapid growth and premium positioning have forced legacy players to respond with their own specialized product lines, such as Procter & Gamble’s Pampers Amore.

Future Outlook and Capital Strategy

As Mammoth Brands looks toward the future, it maintains a focus on omnichannel growth, with approximately half of its revenue still derived from online sales. While reports have suggested the company is weighing an initial public offering, co-CEOs Katz-Mayfield and Raider maintain that their primary focus is on operational growth and sustainable profitability.

“We’re fortunate that we make money as a company, and we’re able to use some of that cash flow,” Katz-Mayfield stated. The company plans to continue its disciplined approach to M&A, aiming for a portfolio of eight to 10 brands within the next three to four years, while ensuring that each addition aligns with its core mission of improving consumer experiences in essential categories.