Bobo’s: Beryl Stafford. A Single Mom Turns a Baking Project into a $100M Business

What It Covers

Beryl Stafford, a 40-year-old divorced stay-at-home mom with no business experience, builds Bobo's Oat Bars from a four-ingredient recipe into a $100M brand by starting in Boulder coffee shops in 2003 and scaling through Whole Foods, UNFI distribution, and Costco over two decades.

Key Questions Answered

• •Location as competitive advantage: Launching a natural food brand in Boulder, Colorado provides access to a built-in ecosystem of natural food entrepreneurs, distributors, and retailers. Celestial Seasonings, White Wave, and Justin's Nut Butters all originated there. Beryl shared a commercial kitchen and employees with Justin's Nut Butters founder via a joint LLC, cutting overhead to rent and payroll only.
• •Retail entry sequencing: Start with independent co-ops and local coffee shops before approaching Whole Foods. Beryl sold 12-bar batches to a single Boulder coffee shop, built proof of concept, then walked into Whole Foods where a buyer already knew the product from the co-op. That single conversation secured placement in 12 Colorado stores simultaneously without a formal pitch.
• •Pricing by competitive benchmarking: Without financial modeling, Beryl priced Bobo's bars by walking Whole Foods aisles and comparing competitor prices. Because Bobo's bars weigh three ounces versus the industry standard one-and-a-half to two ounces, she priced slightly above competitors. Wholesale price to distributors started at $1.17 per bar, with retail at $2.00–$2.50.
• •CEO hire as inflection point: After 11 years as sole operator and $8M in revenue, Beryl hired an external CEO, TJ McIntyre, rather than selling. She retained founder and president roles while McIntyre executed a growth playbook. The company raised $8M in its first outside round and doubled revenue to $16M within roughly two years, demonstrating that founder-CEO separation can unlock stalled growth.
• •Manufacturing control as brand differentiator: Bobo's owns its 125,000-square-foot production facility with 500 employees rather than fully outsourcing. This preserves the bars' intentionally imperfect, hand-baked appearance that distinguishes them from guillotine-cut competitors. When Costco volume spikes, a co-packer supplements capacity, but core production stays in-house to maintain product consistency and brand identity.