I’ve always maintained that relationships are the most important thing in business (and in life), and it is those relationships that shape conversations, opportunities, and successes.
But this isn’t about preaching relationship building. I wanted to explore a different angle: what can founders learn from a buyer who said no?
Rejection is part and parcel of business, but understanding it can help you avoid repeating the same mistakes – or at least understand how a buyer thinks before you pitch.
In food and drink, buyer relationships are essential to success, so I sat down with Delia Churnin, a buyer who, in 2022, rejected me.
We each asked four questions of the other, exploring how early-stage conversations with buyers really work – and what both sides can learn from the experience.
A buyer asks
DC: I was working for a large global coffee chain when you pitched to me. How did you see the connection between the store and your product?
JW: A coffee shop was always a key target for us, rooted in the brand’s purpose. We wanted to show up in places where people have “meaningful moments with mates” – and what better setting than a coffee chain? The challenge was that, while the purpose aligned nicely in theory, translating that meaning to the end customer at point of purchase was both expensive and difficult. You can’t rely on storytelling when you’ve only got a second to catch someone’s eye.
DC: How did you react when I said no to your product because I didn’t think your brand name had the right connotations? Did that make you rethink the concept?
JW: At the time, we hadn’t heard that kind of feedback much. So, when you said it, it made us stop and think. Honestly, it felt like a shame. The idea that a name alone could block the opportunity was frustrating, especially when we were already too far down the track to change it easily. But we were open to being flexible – reducing the prominence of the name, abbreviating it to ‘TM’, and leaning harder on the descriptor ‘vegan gourmet gummy sweets’. In hindsight, that would have helped educate customers. Big lesson: get a lot of feedback on a name before launch.
DC: What did you learn from the rejection that changed how you approached future opportunities?
JW: I preach independent strategy first to all businesses in F&B retail: bigger margins, community building, and the chance to learn as you go. Rejection taught me that for national distribution, passion and product alone aren’t enough. You need to understand the nuance of each pitch, have clear data on audience, positioning, pricing, and marketing messaging. That lesson shifted how I prepared for later conversations: lead with evidence, not just enthusiasm.
DC: At the time, how did the rejection impact you personally – and how do you look at that moment now?
JW: I was gutted. Opportunities like this don’t come around often, and we were mid-fundraise. But the rejection forced us to pause and reconsider our brand positioning and messaging. Looking back, the decision made sense. It pushed me to sharpen my thinking, and today I use those lessons not just for my projects but to guide other founders through the same journey.
A founder asks
JW: What was the single biggest factor that led to you passing on us at the time?
DC: For me, it was the brand name and the connotations it brought. I even asked if we could do something bespoke to change it to better fit the customer profile. The products tasted good, packaging was great, but I didn’t think it aligned with the core customer base or brand vision. It was almost too modern and funky for the brand. Personally, I loved it, and had I been at a smaller chain or independent, I would have listed it and worked with you to grow awareness, the story, and sales.
JW: When considering a new brand in the snacks or confectionery space, what makes something a no-brainer for you?
DC: A new and innovative brand must solve a gap in the market, and bring something tasty and exciting that appeals to core customers and attracts new ones. Commercials need to make sense. I want to know where the product sits on shelf, pricing, function, and – of course – whether it tastes good. It has to offer something unique I can’t get elsewhere.
JW: Was there ever a moment during our conversations when you thought, ‘this could work’? What tipped the scale the other way?
DC: I could see the brand and product had potential, but I didn’t see it slotting into the range at the time. Space was limited, and a competitor matched the category strategy and sustainability targets better. I did think Tasty Mates would have been perfect for health food retailers, specialty stores, high-end department stores, and funky gift shops. The story behind the product was strong, but the corporate setting wasn’t the right fit.
JW: If you could give one piece of advice to a founder just about to pitch to a national retailer or global chain, what would it be?
DC: Do your homework. Understand available space, pricing, and shelf placement. Know what brands already exist in the category and what’s missing. Go into stores, watch customer behaviour, ask questions, and back it up with data. And never ask what margin the retailer needs – that’s sacred info buyers rarely disclose!
The relationship is king
Overall, the biggest lesson I’ve taken from sitting down with Delia is simple: buyers are meticulous and understanding them isn’t about guessing – it’s about listening, observing, and doing your homework. But even the smartest strategy can fall flat without one crucial ingredient: personal relationships.
At the end of the day, buyers are busy people, and initially you’re just a name on a screen. Your first job, when entering retail, is long-term relationship building.
This piece is part of a series. Read Joe’s previous lessons for startup founders here.
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