November 3, 2025 • 33 mins
Amy Huffman
CEO | DRNX Adaptogenic Water
Amy Huffman is the Chief Executive Officer of DRNX Adaptogenic Water, a pioneering brand redefining functional hydration. With more than 15 years of executive leadership experience, Amy has built her career on driving operational excellence, strategic growth, and brand innovation across competitive industries.
Grounded in authenticity, integrity, and perseverance, she leads with a philosophy centered on collaboration, determination, and accountability. Amy fosters a culture of hustle, grit, and teamwork, inspiring those around her to reach their highest potential. Under her leadership, DRNX continues to push boundaries in the beverage industry, delivering a product that reflects purpose, performance, and passion.
Follow her on LinkedIn!
DRNX Adaptogenic Water
DRNX Adaptogenic Water is a premium functional water designed to fuel performance, focus, and support overall wellness through the power of natural adaptogens. Crafted with over 20 plant-based ingredients, zero sugar, and only 5 calories, DRNX delivers clean hydration that supports balance and vitality for those who hustle hardest.
Founded on the principles of authenticity, integrity, and innovation, DRNX represents a new era of beverage, one that blends science, nature, and culture. Backed by professional athletes and creative visionaries, the brand continues to disrupt the market with its bold flavor, sleek design, and mission to inspire people to perform at their best, on and off the field.
From ball fields to boardrooms, DRNX is redefining what it means to hydrate with purpose.
CEO | DRNX Adaptogenic Water
Amy Huffman is the Chief Executive Officer of DRNX Adaptogenic Water, a pioneering brand redefining functional hydration. With more than 15 years of executive leadership experience, Amy has built her career on driving operational excellence, strategic growth, and brand innovation across competitive industries.
Grounded in authenticity, integrity, and perseverance, she leads with a philosophy centered on collaboration, determination, and accountability. Amy fosters a culture of hustle, grit, and teamwork, inspiring those around her to reach their highest potential. Under her leadership, DRNX continues to push boundaries in the beverage industry, delivering a product that reflects purpose, performance, and passion.
Follow her on LinkedIn!
DRNX Adaptogenic Water
DRNX Adaptogenic Water is a premium functional water designed to fuel performance, focus, and support overall wellness through the power of natural adaptogens. Crafted with over 20 plant-based ingredients, zero sugar, and only 5 calories, DRNX delivers clean hydration that supports balance and vitality for those who hustle hardest.
Founded on the principles of authenticity, integrity, and innovation, DRNX represents a new era of beverage, one that blends science, nature, and culture. Backed by professional athletes and creative visionaries, the brand continues to disrupt the market with its bold flavor, sleek design, and mission to inspire people to perform at their best, on and off the field.
From ball fields to boardrooms, DRNX is redefining what it means to hydrate with purpose.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hey, Amy, glad you could join us today. How you
doing good?
Speaker 2 (00:02):
Thanks so much for having me here.
Speaker 1 (00:04):
Yeah, let's just be comfortable to have a little conversation.
I have a little bit of a kind of a runway,
a pathway of how we're going to do it. But
first and foremost, tell me about yourself.
Speaker 3 (00:12):
So I have been in the beverage space for I
would say practically my whole life, especially the last sixteen years.
I've been in some role capacity of leadership, and I
really just dialed into what my strengths were, which is
I bring you know, a lot of experience in operations, strategy,
(00:36):
just brand growth.
Speaker 1 (00:38):
Tell me a little bit about your family.
Speaker 3 (00:39):
So my family, jeez, my family covers all of the
all of I am in every generation you can imagine
here with my crew. I've got an eight year old,
so I'm still doing like second grade homework all the
way up to a twenty six year old. It's married,
and I have a grandson and another on the way
so and then two teens in between that. So I'm
(01:01):
kind of in every phase of life which keeps me
on my toes and then also running this company. It's
you know, it can be especially challenging if you don't
have a family that is supportive and understands like you're
working for a greater good and a higher goal. And
so thankfully, I've been fortunate enough to have a family
that really supports and sees my vision and my passions
(01:24):
and they kind of fall in line.
Speaker 1 (01:27):
That's awesome. We share a little bit in common. I
have a twenty eight year old daughter that's gonna be
twenty nine when she gets married in March of twenty six,
and then have twenty four, seventeen, thirteen, and eleven.
Speaker 2 (01:39):
So you're in the same boat as me.
Speaker 1 (01:41):
Yeah, But honestly, I think what you do and what
female CEOs do as much harder as I see what
my wife does as the CEO of the Janes family.
So you know, you describe multiple leadership roles, right, the
CEO of d RNX, wife, mom and grandma, yes, our grandmother,
(02:03):
depending on how you want to be called. But that's
pretty awesome.
Speaker 3 (02:06):
Yeah, and I'm glad that you brought that up because
I think that people in our culture fail to recognize
the challenges that women in leadership have, and that is
many times I am the single female walking into a.
Speaker 2 (02:21):
Boardroom of eight nine men.
Speaker 3 (02:23):
And so my family kind of kind of makes fun
of me, and how like I'm always I try to
always just present the best parts of me and I
am always in heels. And they're like, why do you
always have to wear heels? And I said, it is
an empowerment move, guys. It empowers me. I feel good
(02:44):
and confident and walking into a culture where it is
primarily a man's world. Even as far as we've come
in society today, it is still very much a male
driven economy. And so it is difficult to be the mother,
the wife, the CEO and to be taken seriously and
just to fight to make your voice heard in when
(03:07):
you are not the dominant position.
Speaker 1 (03:09):
So do you open the door. Let's just walk in
here for a second. So what's a mindset when you
walk in as a female CEO into a male dominant room?
If you will, like w how do you? You mentioned
a few things, but one is I want you to
give some advice for young ladies. You know, because I'm
a father of a daughter. You know, I'm a husband
of a wife of a wife. So what are some
(03:31):
advice that you would give other ladies wanting to grow
into a leadership role like yours.
Speaker 3 (03:37):
Sure, So I think that my first strategy when I
walk into a room of primarily all men and men
in power positions, is to disarm them. So find something
to connect that is outside of the corporate realm. I mean,
it could be a tie, it could be you know,
some kicks that they're wearing just kind of unexpectedly throw
(03:58):
them out of what they would typically think that you
would basically come to them right away with you know,
the pleasantries are simply that, and they're kind of.
Speaker 2 (04:11):
Personal, and so finding a.
Speaker 3 (04:13):
Way to look at your I wouldn't say opponent, but
you look at the environment and how you can disarm
the person and bring them into a real humanized position,
then they kind of let their guard down. I would
say that my second strategy is to build trust immediately.
(04:33):
So what I have found is that if I can
present myself in the most authentic way with full transparency
and I am exactly who I am, I don't walk
in and try to be more educated than I am,
or say words that I don't know how to pronounce.
And I have a crazy Southern accent.
Speaker 2 (04:51):
Which I hated.
Speaker 3 (04:54):
I hated for years, But you know, I found that
trying to disguise a Southern accent makes you sound like
a freaking.
Speaker 2 (05:01):
Idiot, and so I stopped doing that.
Speaker 3 (05:04):
But you know, even just trying to humanize myself and
be authentic, they that will disarm them, and it creates
trust and they immediately see you as an equal, yeah,
instead of a competition or less than being a female.
Speaker 1 (05:21):
Well, I think that's a great some great tidbits for
young leaders, male or female when you think about it,
going into situations that you're not used to being in.
But definitely great advice for young and upcoming female leaders.
You mentioned the word tie. What is that? Because I
forgot what a tie was I in twenty twenty, I
just kind of took the terminology of tie out of
(05:44):
my dictionary. It is out.
Speaker 3 (05:45):
It is out of most people's language now. But forget
the tie. I forgot to mention heels. That is also
the third strategy that I use is empowerment through heels.
Speaker 2 (05:56):
That's just what I do.
Speaker 1 (05:57):
My wife does too, by the way, to me already
like her, Yeah, she's something. She definitely leads me. Well anyway,
so let's kind of we'll get it back into leadership
and leadership journey a little bit later. But DRNX we're
actually sipping on some of the water here. Taste great,
it's refreshing, it's healthy for you. Tell us a little
(06:18):
bit about the company, the history, how you got involved,
whatever you want to share with the audience about DRNX
as the company and what you're trying to get done there.
Speaker 2 (06:27):
Sure. So, DRNX is a.
Speaker 3 (06:32):
A enhanced water and we infuse it with twenty functional ingredients.
So basically, this is a product that is built to
fuel performance, daily hydration, and just contribute to your overall
wellness on a daily basis. It is good for young
and old alike. It is not a recovery drink or
(06:54):
a pre workout. It's certainly not an energy drink. It
is simply a water that is blessed by nature because
it is all plant based and natural. So I'm very
proud to stand behind a product like this. I think
a lot of the way that I see this company
and what I am building in the culture for drinks
(07:16):
or d r n X, is that we want to
be authentic. And you heard me mention that before. Authenticity
is a big, big part of who I am, and
so building the company that the way that we're building.
I want our culture to be about transparency, authenticity, and
a lot of that means the product that we offer,
(07:36):
being transparent about the ingredients that are put in this product,
and also having authentic partnerships. I want to make sure
that even on an endorsement level, the people that we
are partnering with to you know, love our brand, also
(07:57):
are consumers.
Speaker 2 (07:58):
Of the product.
Speaker 3 (07:59):
They believe in it, and they leave what it does
and they know that it produces results. So, you know
the way that I came to know Drinks is that,
you know, my husband is a beverage distributor, and therefore
I have literally been in the beverage space forever and ever,
and so I will say that he would hate me
(08:19):
if I said everything that I know about beverages I've
learned from him.
Speaker 2 (08:23):
So a little plug for him on that.
Speaker 3 (08:25):
But yeah, So we were approached by a broker of
the brand to distribute the product, and we just built
a relationship with the owners and just fell in love
with them. Our families kind of became families, and their
relationship just continued to strengthen and evolve over time. And
so once they kind of saw that I was trying
(08:45):
to help and offer suggestions on some strategy and brand positioning.
Then I was just pursued relentlessly to run this company.
And while I had went into a different role and
I was very happy there, they continue to pursue me,
and so I finally I finally had to, you know,
(09:08):
give up and say, okay, fine, I'm all in. I
love the product, I love you guys, and I am
in it for the long haul. So, you know, just
looking at how we're building the culture and you know,
the team that we have. Everything is very methodical in
what I do and very intentional in not only building
(09:31):
the team and who that consists of, but also moving
into distribution and what those partnerships look like to make
sure that they're in line with what our company culture is.
Speaker 1 (09:41):
Just if thrown some good rocks in my way, intentionality, authenticity, strategy,
and that's pretty awesome. So how long has it been? Like?
So when did When did DRNX kick off?
Speaker 3 (09:52):
So DRNX, you know, they have been around for a
couple of years, several year, but what really changed the
game was last in the fall of twenty twenty three,
they had some opportunities to partner with large corporations that
(10:15):
kind of pushed them over the next level, and so
at that point I came in last October. So I've
been a part of this for not quite a year.
Although it is like my fifth child, you know, I'm
so familiar with the product, the brand, and the people,
(10:36):
and so it was very easy for me to adapt
and fall right into alignment with what they stand for.
And then also as I started to build a team.
There was a very very small team when I came
on board, so just building that to be in line
with what their vision is for the product and the brand.
What LaMelo is part owner of our brand, so making
(10:57):
sure that we are representing him well and aligning with
what his vision is. And so just being part of
the bigger picture, even on a small scale, has just
been very important in making sure that we are approaching
it as we're kind of small and startup almost However,
(11:20):
we're thinking five and ten years ahead. We want to
be a household name and a lifestyle brand.
Speaker 1 (11:26):
That's awesome and just for the audience, LaMelo Ball from
the Charlotte horn.
Speaker 3 (11:30):
Yes, so LaMelo ball right in our back right in
our backyard, So LaMelo Ball of the Charlotte Hornets.
Speaker 1 (11:35):
That's exciting.
Speaker 3 (11:36):
Yeah, he is. He's part owner of the brand. And
I mean obviously you see.
Speaker 1 (11:40):
Yeah, I'm drinking the Kiwi strawberry on the.
Speaker 3 (11:45):
Cover yep, has his has his image on there. And yeah,
he is a very firm believer in the product. He
uses it, loves it, and so yeah, it's fun. You know,
it's fun to build something bigger than your sale and
seeing what his passions even you know, outside of actually
(12:07):
generating revenue and building this brand, what we can offer
to the community that's right here in Charlotte. And he's
very passionate about the Charlotte community and what he does.
And so we really try to tie into a lot
of his initiatives and make sure that those are successful
and we can contribute as much as we can, which,
like we mentioned earlier, I think offline was you need
(12:29):
something to feature soul.
Speaker 1 (12:30):
Yeah, absolutely, so absolutely, We're going to get into that
a little bit better. It's just well, I call this
double bottom line. It becomes important. You know, as we're talking,
you know, as a CEO a leader, you're probably very similar.
We were talking about health for the airing and black
coffee versus you know, seven hundred calorie frappuccinos and all
the other things that many of us have explored in life.
(12:52):
But you know, as a leader of an organization, I
find it super important to take care of my health
and constantly looking for the bio hacks that are to
help me show up one really well in my home
for my wife and my kids, and then two show
up well for the employees that I have at Thompson
And I know you feel the same. I mean, this
really is a good drink for CEOs and leaders. Yeah,
(13:14):
it's a biohack for them. Yeah, you know, so this
is pretty cool.
Speaker 3 (13:17):
Yeah, it's a lot, you know, especially because I am
I mean, I am a first time CEO. While I
have held many positions in leadership and been successful with that,
you know, this is an opportunity that came to me
that I don't think I would have otherwise had. So
I took it very very seriously, which I think most
CEOs would and most leaders, even not even CEOs, take
(13:39):
things very seriously in their roles. But for me, it
was a shift of my mindset because leading and building
a brand, especially a new brand that is still like
crawling before it walks and then runs, is challenge and
(14:00):
very demanding, and so I had to say to myself,
what changes do I need to make right now so
that I can have, I can endure, and I can
be mentally, physically, emotionally capable to manage all of the
dynamics of this role and also presenting myself and being
(14:23):
an example for the team that I'm building. And there
again authenticity. You can't preach something that you don't want yourself.
So having a product that is amazing for you, it
is an everyday product, and it's just it complements everything
that we strive to do in achieving overall wellness every
(14:49):
single day.
Speaker 1 (14:49):
That's awesome. Very similar. I'm also and I've been talking
a lot about this recently. People don't realize this. I'm
a first time CEO as well. So when I got
to Thompson eight and a half years ago, that was
my first CEO role. And actually I talk about how
this how our organization has grown and sprawled out and
expanded way beyond Charlotte. And you know, you have a
new brand. I inherited an older brand now one hundred
(15:12):
and forty years old. Oh wow, I believe it or not.
We had to go through a rebrand and let the
community know we're similar, but we're different than what the
history of the organization. We want to honor the past,
but we want to meet the needs of the future,
and that looks different. So it's interesting that you're saying
those things. I was thinking about your story when you
were talking, correlating it to mine. And as we grow,
(15:34):
I almost have to reinvent and learn how to be
the CEO of a larger organization than when I found it,
and that takes time and effort. Let's talk a little
bit about your leadership journey. You know, you described it
a little bit and what was it that prepared you
for this in your leadership journey?
Speaker 2 (15:53):
So, I mean that's a loaded question.
Speaker 3 (15:56):
I will say that there is not one answer to
that what prepared me for this role. I don't think
that I accepted this role and changed anything about who
I was. I think that everything that I have in
me right now to fulfill the duties in the requirements
(16:17):
of this role have been embedded in me from early childhood.
You know, it comes down to work, ethic and education.
And I wanted to bring up education to say that
I am not the traditionally educated individual and certainly not
on a CEO level, I am you know, I have
(16:38):
learned everything that I have learned by hands on experience.
I have some college, but I have more life experience,
hands on experience and just dealing in the real world
and how to navigate relationships and challenges because a classroom
cannot teach you that. Now, I am a fan of
traditional college. All of my kids are required to go
and some.
Speaker 1 (16:59):
That workout, Yeah, what are going?
Speaker 3 (17:01):
Okay, they're all going so but really what has equipped
me is just a foundation of work ethic and confidence
in yourself even when you don't feel confident, and then
also having people around you that can lift you up
(17:24):
when you're not feeling your best self. And you know
that there are many times as a CEO that we
doubt what we can do, We doubt our effectiveness and
our influence, and at that moment you need to have
the people that you surround yourself with to fill the
gap in what your confidence needs to be and to
(17:47):
just remind you of how truly strong you are and
how you are making a difference not only with a brand,
but in the lives of the people that are around
you and the communities that you reach.
Speaker 1 (18:01):
Yeah, it's a big responsibility, no doubt. I don't think people.
I think they look at CEOs and it doesn't matter
how big the organization is, and they just assume the
job is an easy one, want of glamour and opportunity
and you get to talk. But the reality of it
is it's the difficult decisions that have to be weighed
and measured and made and then communicated. It makes the
(18:22):
job really really.
Speaker 2 (18:23):
All it is.
Speaker 3 (18:23):
And I have found too being a CEO, that you're
not the CEO.
Speaker 2 (18:28):
You are everything.
Speaker 3 (18:29):
You are the chief marketing officer, you are the revenue officer,
you are operations, you are a compliance your HR. You know,
you have to know a little bit about every single
thing to make it work.
Speaker 1 (18:45):
Yeah. Absolutely. My coach reminds me that it's you're also
a CRO but not revenue, the chief repeating officer. So
I feel like I am repeating myself constantly. It's right
to my team of those around us. So yes, So
that's awesome. So again, a great opportunity for the fans
or people to hear you, to learn a little bit
more about leadership and for you to leave some nuggets behind,
(19:08):
like what's a leadership lesson that you would tell your
younger self that you now know.
Speaker 3 (19:15):
I think a leadership lesson that I would tell myself
is that be who you are, people accept you for
who you are, and there again showing people your true
self and having that vulnerability instead of walking in with
(19:41):
airs about you walking in with you know, trying to
be overly confident. You know. The thing that I would
have told myself many years ago that I know now
is that we're all scared. We're all scared. I don't
care how far you climb on a corporate ladder or
a social ladder. There is a little bit of fright
in all of us, and there is always going to
(20:04):
be somewhere that.
Speaker 2 (20:06):
You feel uncomfortable.
Speaker 3 (20:08):
And I like being uncomfortable because what that says to
me is that I'm growing and and I'm not in
my element.
Speaker 1 (20:16):
So great lawson.
Speaker 3 (20:17):
What I have learned too, is that the more you
challenge and make yourself uncomfortable, you start to excel in things,
and you master that arena and then put yourself in
another arena where people are smarter than you, brighter than you,
have more money than you, whatever the case may be,
and you rise to the level of the environment that
(20:38):
you're in. So always surrounding me the way that I
look at it is always surrounding myself.
Speaker 2 (20:44):
With people who are achieved.
Speaker 3 (20:46):
More and have more under their belt only allows me
to rise to that level.
Speaker 1 (20:52):
Yeah, so I agree wholeheartedly. I get worried on with
the younger generation, especially as a parent, that they think
the growth comes from a lack of comfort. To your
point where and really you grow more in the discomfort
than you do in.
Speaker 2 (21:07):
The care Absolutely you learn.
Speaker 1 (21:08):
More through the mistakes that we make as people, as leaders,
as parents, whatever that is. But if you've got to
be willing to make those mistakes, absolutely learn from them.
And that's uncomfortable.
Speaker 2 (21:19):
It is, it is.
Speaker 3 (21:20):
And you know that's another thing that people you know,
I even think you know that people look at CEOs
and leaders that they don't make mistakes. But I can
say that the only reason that I am in this
seat right now is from all of the mistakes that
I made. And it is not always the wins that
(21:41):
teach you the biggest valued lessons. It is the mistakes
that have put me here because what that does to
me is teaches me to find a new strategy, in
a new way to have success with every mistake and failure.
Speaker 1 (21:58):
That's an awesome share. I would even propose if you're
not making mistakes, you may not be leading you right exactly,
and you're doing something, but you're not.
Speaker 3 (22:06):
Leading right right, you're fooling yourself. If you're not making mistakes.
I feel like, you know, every day I make a mistake,
whether small big, you know, I think part of being
a CEO, in leading a brand into the Promised Land
is making those mistakes and realizing them, accepting them, and
not acting like you're free of those.
Speaker 1 (22:28):
That's awesome. So we're a big leadership shop within our organization.
I know people kind of look at it like, really,
you're not for profit. Yeah. We invest a lot of time, money,
and energy into building leaders and getting leaders to learn
and grow. And it's just a core principle that the
leader gets better anything else gets better around you. So
what are some things that you're learning as a leader,
(22:49):
whether it be through a book or training, it could
be on your own through experience that you would share.
Speaker 3 (22:56):
So what I would share is that, you know, when
I first came into this role, I was very lone.
I thought, okay, and there again it was the fear
in the fright. I felt like I have these challenges
I don't have the answers to and I need a
network of people that I can ask. But if I
go to the CEO that's been doing it for fifteen years,
(23:16):
what is he going to think of me? Like, Oh,
my goodness, you're in this position and you have no
idea what you're doing. You know, having the people around you,
to me is not even negotiable. It has to be
an absolute. So right away I met, you know, some
great individuals who plugged me into a peer group of
(23:37):
fellow CEOs and leaders, and that has been a game
changer for me. Just putting yourself in a room with
like minded individuals who can be vulnerable and share their
own struggles. It may be right then, it may have
been ten years ago, but they see you as a
real person who really is trying to make a difference,
(23:59):
and they're willing to say, hey, I did this same thing.
You're gonna be great. You know, don't get discouraged. And
just having those people around you to be a sounding
board for things that you think are you know, good
or bad decisions, and they help you decide which they are.
Speaker 1 (24:21):
Yeah. Great. Lesson again for individuals listening. Whether you're a
leadership role, a CEO, or just in life, having a
peer group of sorts around you and have the humility
to be able to walk into a group of people
and like roles or like minded positions to learn from
is super critical. Absolutely, And I love that you said
it's non negotiable.
Speaker 2 (24:42):
It is, you know.
Speaker 1 (24:43):
I always say, like, everybody needs a coach, no matter
what your role. Like Lord knows I need more than
one in my leadership, but everybody needs a coach. And
I get concerned when you talk to leaders and CEOs,
it's like, who's your coach and I don't have one.
Who's your peer group? I don't have one. Chances are
their their stint may be shorter in others because you
(25:05):
need to discern and you need to lean into other people.
Speaker 3 (25:07):
You're exactly right, and it's a disadvantage they're putting themselves
at because you can't master everything alone and it is
only by your own mistakes and some wins and then
learning from others mistakes and experiences that basically create you
to what you are in the future.
Speaker 1 (25:28):
Yeah, my team reminds me, if you want to go faster,
go alone, you want to go farther, go together, that's right,
We want to go farther, right, and I know you
have big dreams for deon Nux and we're going to
get to that in just a second. But we are
a community a driven organization. So but people don't realize this.
We also run in what we call a double bottom line.
There is a profit component along with a purpose component,
(25:52):
or there should be in any company, any organization for
it to thrive and grow. And I know that's an
important end to business as well. So when you hear
about community engagement, community impact, where do you see d
r n X playing, whether it be in the Carolinas,
our way beyond, because you know, this is a brand
as a national brand, right you know, you work here,
(26:13):
you live here, but we want to see these everywhere,
right and you will, I know we will. I am.
I am pumped up out about it.
Speaker 3 (26:22):
But yeah, a big piece of who we are is
community involvement.
Speaker 2 (26:26):
I mean, I have.
Speaker 3 (26:30):
We invest heavily in showing.
Speaker 2 (26:33):
Up in the communities that we're in.
Speaker 3 (26:35):
You know, Charlotte obviously is our is our backyard, so
we want to be you know, very prominent in our
initiatives for the community in Charlotte, so we do a
lot of sponsoring of youth sports camps. We will also
support you know, local events. We do a lot for
(27:01):
you know, alongside of what LaMelo does with his foundation,
so feeding families at Thanksgiving and coat drives and you know,
all those things that meet people where they are. And
I will say even beyond our home of Charlotte, you know,
we extend that nationwide. We partner with other organizations to
(27:23):
host and sponsor youth camps for kids that would not
otherwise be able to afford a youth camp. And those
organizations they bring in pro athletes that are there in
the space where these kids live and are educated and
they thrive there. So us being able to contribute to
(27:45):
other people's initiatives as well is really part of our
DNA in what I want this brand to be known for.
I don't want this brand to be known for just
you know, being an amazing product, which it is, or
being known because it's you know, LaMelo Ball. Those are
great things, but I want us to be known for
(28:08):
what we contribute back to the community and making sure
that we never get beyond seeing people where they are,
We never get too far ahead to forget where we
were and just making sure that, like we mentioned earlier,
feeding the soul, we want to feed our souls and
(28:30):
we want to feed other people's souls. And the thing
is is that it is it is a profit thing,
but it is also you know, feeding the soul thing.
And so what I have found is profit is amazing.
Speaker 2 (28:45):
I love it.
Speaker 1 (28:45):
I love Green.
Speaker 2 (28:47):
They're my most favorite.
Speaker 1 (28:48):
That's okay. As an opera proper leader, I do too. Yeah,
And I think actually that's I think that's a requirement
it is.
Speaker 2 (28:55):
I mean, well, you have to have numbers in Green.
Speaker 3 (28:59):
To be able to support all of the mission and
the drive and the initiatives that you want to do
for the community and just continue to speak into the
lives of others.
Speaker 2 (29:08):
So yeah, it's a big piece of it.
Speaker 1 (29:10):
Yeah. And I challenge corporate leaders all the time. If
your purpose is heavy and your profit will be heavy too.
I promise you that there is an alignment in some way,
shape or form, good things and good will comes back
around for people and for businesses. So I'm excited to
hear that you guys are committed to community and for
(29:31):
us that as a non for profit leader that's a
community based organization. It's super exciting when I hear an
organizations saying we're committed to community. It doesn't necessarily need
to be to us or are things that we're involved in,
but you're committed to community and that therefore we're locking
arms and we're committed to community together. Because at the
end of the day, speaking to Charlotte, but most urban
(29:52):
areas where we where we work, Orlando, Florida, Tampa, Nashville, Memphis,
you know, you name it, Louisville, Kentucky, now Columbia, Greenville,
they all have the same problems. And the reality of
it is they're great places for the majority, but not
the whole, right, and I think we're just for us.
It's important that we rally around and make these communities
(30:15):
great for everybody who lives there.
Speaker 3 (30:16):
Yes, and you as a single organization can't do that, absolutely, people,
you know, organizations that can partner, and that is part
of my passion is partnering with fellow organizations that we
can build these communities together, yeah, and bring the resources
and make it happen.
Speaker 1 (30:33):
Yeah. I mean that that excites me and motivates me
to do what I do. When I hear leaders like
you talking in that way. So thank you so much
for that, because I need I need to be fed
sometimes too, I need to be motivated. The water's helping,
but the words are helping even more. Yeah. So kind
of as we close out, what's what's next for d
O n X, what's the what's the what's the three
year five year plan?
Speaker 2 (30:54):
Okay?
Speaker 3 (30:55):
So yeah, the three year five year plan is. You know,
we are right now, we are getting some serious momentum
in the market, and so working into distribution that is
a heavy focus for me right now. Obviously, so making
sure that drinks is in every shelf in a convenience store,
(31:17):
on every single corner, and it is a household name
and it is loved by all. I will say that
my goal three years, five years, ten years is to
be the market leader in functional beverage. So we want
to acquire the majority of the market share.
Speaker 1 (31:32):
I don't even know there was a such thing as
functional bality category.
Speaker 2 (31:36):
See that's the thing.
Speaker 3 (31:36):
It's an educational piece of people just do not realize
that there is a category that you know, you have
energy drinks, and you have waters, you have infused waters,
but you also have a functional beverage category and that
is where we want to be the industry leader and
show people what the gold standard for a product like
this should be and hold other competitors to that same
(32:02):
standard of what we have presented in this product, because
we are basically the pioneer of the space. Our differentiator
in this product from you know, any other competitive infused
water hydration water is the fact that we infuse it
with adaptogens, and so I like to consider us as
the pioneer of that space because it's not a frequented thing.
(32:27):
So it is a new trend that is a very
large steep upward trend in making it the biggest category
that is going to be in you know, twenty thirty
twenty thirty five. So yeah, just being the pioneer of
the space, making sure that we have the market share
in all of that category and then maybe lead into
(32:50):
some other categories too.
Speaker 1 (32:51):
But yeah, I anchor my leadership in a Bible Versus
says without a vision, that people will perish. Yes, and
you have a vision and it's a big one. Yes,
And we're excited for you, and we're going to be
here to root you along and to help you in
any way we can. But I just appreciate you coming
on and sharing some of your journey, some leadership lessons
(33:12):
or commitment to community. Obviously about you the family. There's
no doubt in my mind that Dr NX Drinks is
in good hands and I think we'll achieve your vision
and your goals. But again, thanks for coming on. I
really appreciate having you.
Speaker 3 (33:29):
Thank you, thank you, Thanks for having me. This has
been excellent and I love sharing. You know my passion
and you know what I want this brand to be
and represent, So being here today is just reinforced all
those things in me. So thanks for giving me the
opportunity to be here.
Speaker 1 (33:46):
Yeah, and thanks again just for coming on. I Art
Media's CEOs you should Know, powered by Thompson
Hey, Amy, glad you could join us today. How you
doing good?
Speaker 2 (00:02):
Thanks so much for having me here.
Speaker 1 (00:04):
Yeah, let's just be comfortable to have a little conversation.
I have a little bit of a kind of a runway,
a pathway of how we're going to do it. But
first and foremost, tell me about yourself.
Speaker 3 (00:12):
So I have been in the beverage space for I
would say practically my whole life, especially the last sixteen years.
I've been in some role capacity of leadership, and I
really just dialed into what my strengths were, which is
I bring you know, a lot of experience in operations, strategy,
(00:36):
just brand growth.
Speaker 1 (00:38):
Tell me a little bit about your family.
Speaker 3 (00:39):
So my family, jeez, my family covers all of the
all of I am in every generation you can imagine
here with my crew. I've got an eight year old,
so I'm still doing like second grade homework all the
way up to a twenty six year old. It's married,
and I have a grandson and another on the way
so and then two teens in between that. So I'm
(01:01):
kind of in every phase of life which keeps me
on my toes and then also running this company. It's
you know, it can be especially challenging if you don't
have a family that is supportive and understands like you're
working for a greater good and a higher goal. And
so thankfully, I've been fortunate enough to have a family
that really supports and sees my vision and my passions
(01:24):
and they kind of fall in line.
Speaker 1 (01:27):
That's awesome. We share a little bit in common. I
have a twenty eight year old daughter that's gonna be
twenty nine when she gets married in March of twenty six,
and then have twenty four, seventeen, thirteen, and eleven.
Speaker 2 (01:39):
So you're in the same boat as me.
Speaker 1 (01:41):
Yeah, But honestly, I think what you do and what
female CEOs do as much harder as I see what
my wife does as the CEO of the Janes family.
So you know, you describe multiple leadership roles, right, the
CEO of d RNX, wife, mom and grandma, yes, our grandmother,
(02:03):
depending on how you want to be called. But that's
pretty awesome.
Speaker 3 (02:06):
Yeah, and I'm glad that you brought that up because
I think that people in our culture fail to recognize
the challenges that women in leadership have, and that is
many times I am the single female walking into a.
Speaker 2 (02:21):
Boardroom of eight nine men.
Speaker 3 (02:23):
And so my family kind of kind of makes fun
of me, and how like I'm always I try to
always just present the best parts of me and I
am always in heels. And they're like, why do you
always have to wear heels? And I said, it is
an empowerment move, guys. It empowers me. I feel good
(02:44):
and confident and walking into a culture where it is
primarily a man's world. Even as far as we've come
in society today, it is still very much a male
driven economy. And so it is difficult to be the mother,
the wife, the CEO and to be taken seriously and
just to fight to make your voice heard in when
(03:07):
you are not the dominant position.
Speaker 1 (03:09):
So do you open the door. Let's just walk in
here for a second. So what's a mindset when you
walk in as a female CEO into a male dominant room?
If you will, like w how do you? You mentioned
a few things, but one is I want you to
give some advice for young ladies. You know, because I'm
a father of a daughter. You know, I'm a husband
of a wife of a wife. So what are some
(03:31):
advice that you would give other ladies wanting to grow
into a leadership role like yours.
Speaker 3 (03:37):
Sure, So I think that my first strategy when I
walk into a room of primarily all men and men
in power positions, is to disarm them. So find something
to connect that is outside of the corporate realm. I mean,
it could be a tie, it could be you know,
some kicks that they're wearing just kind of unexpectedly throw
(03:58):
them out of what they would typically think that you
would basically come to them right away with you know,
the pleasantries are simply that, and they're kind of.
Speaker 2 (04:11):
Personal, and so finding a.
Speaker 3 (04:13):
Way to look at your I wouldn't say opponent, but
you look at the environment and how you can disarm
the person and bring them into a real humanized position,
then they kind of let their guard down. I would
say that my second strategy is to build trust immediately.
(04:33):
So what I have found is that if I can
present myself in the most authentic way with full transparency
and I am exactly who I am, I don't walk
in and try to be more educated than I am,
or say words that I don't know how to pronounce.
And I have a crazy Southern accent.
Speaker 2 (04:51):
Which I hated.
Speaker 3 (04:54):
I hated for years, But you know, I found that
trying to disguise a Southern accent makes you sound like
a freaking.
Speaker 2 (05:01):
Idiot, and so I stopped doing that.
Speaker 3 (05:04):
But you know, even just trying to humanize myself and
be authentic, they that will disarm them, and it creates
trust and they immediately see you as an equal, yeah,
instead of a competition or less than being a female.
Speaker 1 (05:21):
Well, I think that's a great some great tidbits for
young leaders, male or female when you think about it,
going into situations that you're not used to being in.
But definitely great advice for young and upcoming female leaders.
You mentioned the word tie. What is that? Because I
forgot what a tie was I in twenty twenty, I
just kind of took the terminology of tie out of
(05:44):
my dictionary. It is out.
Speaker 3 (05:45):
It is out of most people's language now. But forget
the tie. I forgot to mention heels. That is also
the third strategy that I use is empowerment through heels.
Speaker 2 (05:56):
That's just what I do.
Speaker 1 (05:57):
My wife does too, by the way, to me already
like her, Yeah, she's something. She definitely leads me. Well anyway,
so let's kind of we'll get it back into leadership
and leadership journey a little bit later. But DRNX we're
actually sipping on some of the water here. Taste great,
it's refreshing, it's healthy for you. Tell us a little
(06:18):
bit about the company, the history, how you got involved,
whatever you want to share with the audience about DRNX
as the company and what you're trying to get done there.
Speaker 2 (06:27):
Sure. So, DRNX is a.
Speaker 3 (06:32):
A enhanced water and we infuse it with twenty functional ingredients.
So basically, this is a product that is built to
fuel performance, daily hydration, and just contribute to your overall
wellness on a daily basis. It is good for young
and old alike. It is not a recovery drink or
(06:54):
a pre workout. It's certainly not an energy drink. It
is simply a water that is blessed by nature because
it is all plant based and natural. So I'm very
proud to stand behind a product like this. I think
a lot of the way that I see this company
and what I am building in the culture for drinks
(07:16):
or d r n X, is that we want to
be authentic. And you heard me mention that before. Authenticity
is a big, big part of who I am, and
so building the company that the way that we're building.
I want our culture to be about transparency, authenticity, and
a lot of that means the product that we offer,
(07:36):
being transparent about the ingredients that are put in this product,
and also having authentic partnerships. I want to make sure
that even on an endorsement level, the people that we
are partnering with to you know, love our brand, also
(07:57):
are consumers.
Speaker 2 (07:58):
Of the product.
Speaker 3 (07:59):
They believe in it, and they leave what it does
and they know that it produces results. So, you know
the way that I came to know Drinks is that,
you know, my husband is a beverage distributor, and therefore
I have literally been in the beverage space forever and ever,
and so I will say that he would hate me
(08:19):
if I said everything that I know about beverages I've
learned from him.
Speaker 2 (08:23):
So a little plug for him on that.
Speaker 3 (08:25):
But yeah, So we were approached by a broker of
the brand to distribute the product, and we just built
a relationship with the owners and just fell in love
with them. Our families kind of became families, and their
relationship just continued to strengthen and evolve over time. And
so once they kind of saw that I was trying
(08:45):
to help and offer suggestions on some strategy and brand positioning.
Then I was just pursued relentlessly to run this company.
And while I had went into a different role and
I was very happy there, they continue to pursue me,
and so I finally I finally had to, you know,
(09:08):
give up and say, okay, fine, I'm all in. I
love the product, I love you guys, and I am
in it for the long haul. So, you know, just
looking at how we're building the culture and you know,
the team that we have. Everything is very methodical in
what I do and very intentional in not only building
(09:31):
the team and who that consists of, but also moving
into distribution and what those partnerships look like to make
sure that they're in line with what our company culture is.
Speaker 1 (09:41):
Just if thrown some good rocks in my way, intentionality, authenticity, strategy,
and that's pretty awesome. So how long has it been? Like?
So when did When did DRNX kick off?
Speaker 3 (09:52):
So DRNX, you know, they have been around for a
couple of years, several year, but what really changed the
game was last in the fall of twenty twenty three,
they had some opportunities to partner with large corporations that
(10:15):
kind of pushed them over the next level, and so
at that point I came in last October. So I've
been a part of this for not quite a year.
Although it is like my fifth child, you know, I'm
so familiar with the product, the brand, and the people,
(10:36):
and so it was very easy for me to adapt
and fall right into alignment with what they stand for.
And then also as I started to build a team.
There was a very very small team when I came
on board, so just building that to be in line
with what their vision is for the product and the brand.
What LaMelo is part owner of our brand, so making
(10:57):
sure that we are representing him well and aligning with
what his vision is. And so just being part of
the bigger picture, even on a small scale, has just
been very important in making sure that we are approaching
it as we're kind of small and startup almost However,
(11:20):
we're thinking five and ten years ahead. We want to
be a household name and a lifestyle brand.
Speaker 1 (11:26):
That's awesome and just for the audience, LaMelo Ball from
the Charlotte horn.
Speaker 3 (11:30):
Yes, so LaMelo ball right in our back right in
our backyard, So LaMelo Ball of the Charlotte Hornets.
Speaker 1 (11:35):
That's exciting.
Speaker 3 (11:36):
Yeah, he is. He's part owner of the brand. And
I mean obviously you see.
Speaker 1 (11:40):
Yeah, I'm drinking the Kiwi strawberry on the.
Speaker 3 (11:45):
Cover yep, has his has his image on there. And yeah,
he is a very firm believer in the product. He
uses it, loves it, and so yeah, it's fun. You know,
it's fun to build something bigger than your sale and
seeing what his passions even you know, outside of actually
(12:07):
generating revenue and building this brand, what we can offer
to the community that's right here in Charlotte. And he's
very passionate about the Charlotte community and what he does.
And so we really try to tie into a lot
of his initiatives and make sure that those are successful
and we can contribute as much as we can, which,
like we mentioned earlier, I think offline was you need
(12:29):
something to feature soul.
Speaker 1 (12:30):
Yeah, absolutely, so absolutely, We're going to get into that
a little bit better. It's just well, I call this
double bottom line. It becomes important. You know, as we're talking,
you know, as a CEO a leader, you're probably very similar.
We were talking about health for the airing and black
coffee versus you know, seven hundred calorie frappuccinos and all
the other things that many of us have explored in life.
(12:52):
But you know, as a leader of an organization, I
find it super important to take care of my health
and constantly looking for the bio hacks that are to
help me show up one really well in my home
for my wife and my kids, and then two show
up well for the employees that I have at Thompson
And I know you feel the same. I mean, this
really is a good drink for CEOs and leaders. Yeah,
(13:14):
it's a biohack for them. Yeah, you know, so this
is pretty cool.
Speaker 3 (13:17):
Yeah, it's a lot, you know, especially because I am
I mean, I am a first time CEO. While I
have held many positions in leadership and been successful with that,
you know, this is an opportunity that came to me
that I don't think I would have otherwise had. So
I took it very very seriously, which I think most
CEOs would and most leaders, even not even CEOs, take
(13:39):
things very seriously in their roles. But for me, it
was a shift of my mindset because leading and building
a brand, especially a new brand that is still like
crawling before it walks and then runs, is challenge and
(14:00):
very demanding, and so I had to say to myself,
what changes do I need to make right now so
that I can have, I can endure, and I can
be mentally, physically, emotionally capable to manage all of the
dynamics of this role and also presenting myself and being
(14:23):
an example for the team that I'm building. And there
again authenticity. You can't preach something that you don't want yourself.
So having a product that is amazing for you, it
is an everyday product, and it's just it complements everything
that we strive to do in achieving overall wellness every
(14:49):
single day.
Speaker 1 (14:49):
That's awesome. Very similar. I'm also and I've been talking
a lot about this recently. People don't realize this. I'm
a first time CEO as well. So when I got
to Thompson eight and a half years ago, that was
my first CEO role. And actually I talk about how
this how our organization has grown and sprawled out and
expanded way beyond Charlotte. And you know, you have a
new brand. I inherited an older brand now one hundred
(15:12):
and forty years old. Oh wow, I believe it or not.
We had to go through a rebrand and let the
community know we're similar, but we're different than what the
history of the organization. We want to honor the past,
but we want to meet the needs of the future,
and that looks different. So it's interesting that you're saying
those things. I was thinking about your story when you
were talking, correlating it to mine. And as we grow,
(15:34):
I almost have to reinvent and learn how to be
the CEO of a larger organization than when I found it,
and that takes time and effort. Let's talk a little
bit about your leadership journey. You know, you described it
a little bit and what was it that prepared you
for this in your leadership journey?
Speaker 2 (15:53):
So, I mean that's a loaded question.
Speaker 3 (15:56):
I will say that there is not one answer to
that what prepared me for this role. I don't think
that I accepted this role and changed anything about who
I was. I think that everything that I have in
me right now to fulfill the duties in the requirements
(16:17):
of this role have been embedded in me from early childhood.
You know, it comes down to work, ethic and education.
And I wanted to bring up education to say that
I am not the traditionally educated individual and certainly not
on a CEO level, I am you know, I have
(16:38):
learned everything that I have learned by hands on experience.
I have some college, but I have more life experience,
hands on experience and just dealing in the real world
and how to navigate relationships and challenges because a classroom
cannot teach you that. Now, I am a fan of
traditional college. All of my kids are required to go
and some.
Speaker 1 (16:59):
That workout, Yeah, what are going?
Speaker 3 (17:01):
Okay, they're all going so but really what has equipped
me is just a foundation of work ethic and confidence
in yourself even when you don't feel confident, and then
also having people around you that can lift you up
(17:24):
when you're not feeling your best self. And you know
that there are many times as a CEO that we
doubt what we can do, We doubt our effectiveness and
our influence, and at that moment you need to have
the people that you surround yourself with to fill the
gap in what your confidence needs to be and to
(17:47):
just remind you of how truly strong you are and
how you are making a difference not only with a brand,
but in the lives of the people that are around
you and the communities that you reach.
Speaker 1 (18:01):
Yeah, it's a big responsibility, no doubt. I don't think people.
I think they look at CEOs and it doesn't matter
how big the organization is, and they just assume the
job is an easy one, want of glamour and opportunity
and you get to talk. But the reality of it
is it's the difficult decisions that have to be weighed
and measured and made and then communicated. It makes the
(18:22):
job really really.
Speaker 2 (18:23):
All it is.
Speaker 3 (18:23):
And I have found too being a CEO, that you're
not the CEO.
Speaker 2 (18:28):
You are everything.
Speaker 3 (18:29):
You are the chief marketing officer, you are the revenue officer,
you are operations, you are a compliance your HR. You know,
you have to know a little bit about every single
thing to make it work.
Speaker 1 (18:45):
Yeah. Absolutely. My coach reminds me that it's you're also
a CRO but not revenue, the chief repeating officer. So
I feel like I am repeating myself constantly. It's right
to my team of those around us. So yes, So
that's awesome. So again, a great opportunity for the fans
or people to hear you, to learn a little bit
more about leadership and for you to leave some nuggets behind,
(19:08):
like what's a leadership lesson that you would tell your
younger self that you now know.
Speaker 3 (19:15):
I think a leadership lesson that I would tell myself
is that be who you are, people accept you for
who you are, and there again showing people your true
self and having that vulnerability instead of walking in with
(19:41):
airs about you walking in with you know, trying to
be overly confident. You know. The thing that I would
have told myself many years ago that I know now
is that we're all scared. We're all scared. I don't
care how far you climb on a corporate ladder or
a social ladder. There is a little bit of fright
in all of us, and there is always going to
(20:04):
be somewhere that.
Speaker 2 (20:06):
You feel uncomfortable.
Speaker 3 (20:08):
And I like being uncomfortable because what that says to
me is that I'm growing and and I'm not in
my element.
Speaker 1 (20:16):
So great lawson.
Speaker 3 (20:17):
What I have learned too, is that the more you
challenge and make yourself uncomfortable, you start to excel in things,
and you master that arena and then put yourself in
another arena where people are smarter than you, brighter than you,
have more money than you, whatever the case may be,
and you rise to the level of the environment that
(20:38):
you're in. So always surrounding me the way that I
look at it is always surrounding myself.
Speaker 2 (20:44):
With people who are achieved.
Speaker 3 (20:46):
More and have more under their belt only allows me
to rise to that level.
Speaker 1 (20:52):
Yeah, so I agree wholeheartedly. I get worried on with
the younger generation, especially as a parent, that they think
the growth comes from a lack of comfort. To your
point where and really you grow more in the discomfort
than you do in.
Speaker 2 (21:07):
The care Absolutely you learn.
Speaker 1 (21:08):
More through the mistakes that we make as people, as leaders,
as parents, whatever that is. But if you've got to
be willing to make those mistakes, absolutely learn from them.
And that's uncomfortable.
Speaker 2 (21:19):
It is, it is.
Speaker 3 (21:20):
And you know that's another thing that people you know,
I even think you know that people look at CEOs
and leaders that they don't make mistakes. But I can
say that the only reason that I am in this
seat right now is from all of the mistakes that
I made. And it is not always the wins that
(21:41):
teach you the biggest valued lessons. It is the mistakes
that have put me here because what that does to
me is teaches me to find a new strategy, in
a new way to have success with every mistake and failure.
Speaker 1 (21:58):
That's an awesome share. I would even propose if you're
not making mistakes, you may not be leading you right exactly,
and you're doing something, but you're not.
Speaker 3 (22:06):
Leading right right, you're fooling yourself. If you're not making mistakes.
I feel like, you know, every day I make a mistake,
whether small big, you know, I think part of being
a CEO, in leading a brand into the Promised Land
is making those mistakes and realizing them, accepting them, and
not acting like you're free of those.
Speaker 1 (22:28):
That's awesome. So we're a big leadership shop within our organization.
I know people kind of look at it like, really,
you're not for profit. Yeah. We invest a lot of time, money,
and energy into building leaders and getting leaders to learn
and grow. And it's just a core principle that the
leader gets better anything else gets better around you. So
what are some things that you're learning as a leader,
(22:49):
whether it be through a book or training, it could
be on your own through experience that you would share.
Speaker 3 (22:56):
So what I would share is that, you know, when
I first came into this role, I was very lone.
I thought, okay, and there again it was the fear
in the fright. I felt like I have these challenges
I don't have the answers to and I need a
network of people that I can ask. But if I
go to the CEO that's been doing it for fifteen years,
(23:16):
what is he going to think of me? Like, Oh,
my goodness, you're in this position and you have no
idea what you're doing. You know, having the people around you,
to me is not even negotiable. It has to be
an absolute. So right away I met, you know, some
great individuals who plugged me into a peer group of
(23:37):
fellow CEOs and leaders, and that has been a game
changer for me. Just putting yourself in a room with
like minded individuals who can be vulnerable and share their
own struggles. It may be right then, it may have
been ten years ago, but they see you as a
real person who really is trying to make a difference,
(23:59):
and they're willing to say, hey, I did this same thing.
You're gonna be great. You know, don't get discouraged. And
just having those people around you to be a sounding
board for things that you think are you know, good
or bad decisions, and they help you decide which they are.
Speaker 1 (24:21):
Yeah. Great. Lesson again for individuals listening. Whether you're a
leadership role, a CEO, or just in life, having a
peer group of sorts around you and have the humility
to be able to walk into a group of people
and like roles or like minded positions to learn from
is super critical. Absolutely, And I love that you said
it's non negotiable.
Speaker 2 (24:42):
It is, you know.
Speaker 1 (24:43):
I always say, like, everybody needs a coach, no matter
what your role. Like Lord knows I need more than
one in my leadership, but everybody needs a coach. And
I get concerned when you talk to leaders and CEOs,
it's like, who's your coach and I don't have one.
Who's your peer group? I don't have one. Chances are
their their stint may be shorter in others because you
(25:05):
need to discern and you need to lean into other people.
Speaker 3 (25:07):
You're exactly right, and it's a disadvantage they're putting themselves
at because you can't master everything alone and it is
only by your own mistakes and some wins and then
learning from others mistakes and experiences that basically create you
to what you are in the future.
Speaker 1 (25:28):
Yeah, my team reminds me, if you want to go faster,
go alone, you want to go farther, go together, that's right,
We want to go farther, right, and I know you
have big dreams for deon Nux and we're going to
get to that in just a second. But we are
a community a driven organization. So but people don't realize this.
We also run in what we call a double bottom line.
There is a profit component along with a purpose component,
(25:52):
or there should be in any company, any organization for
it to thrive and grow. And I know that's an
important end to business as well. So when you hear
about community engagement, community impact, where do you see d
r n X playing, whether it be in the Carolinas,
our way beyond, because you know, this is a brand
as a national brand, right you know, you work here,
(26:13):
you live here, but we want to see these everywhere,
right and you will, I know we will. I am.
I am pumped up out about it.
Speaker 3 (26:22):
But yeah, a big piece of who we are is
community involvement.
Speaker 2 (26:26):
I mean, I have.
Speaker 3 (26:30):
We invest heavily in showing.
Speaker 2 (26:33):
Up in the communities that we're in.
Speaker 3 (26:35):
You know, Charlotte obviously is our is our backyard, so
we want to be you know, very prominent in our
initiatives for the community in Charlotte, so we do a
lot of sponsoring of youth sports camps. We will also
support you know, local events. We do a lot for
(27:01):
you know, alongside of what LaMelo does with his foundation,
so feeding families at Thanksgiving and coat drives and you know,
all those things that meet people where they are. And
I will say even beyond our home of Charlotte, you know,
we extend that nationwide. We partner with other organizations to
(27:23):
host and sponsor youth camps for kids that would not
otherwise be able to afford a youth camp. And those
organizations they bring in pro athletes that are there in
the space where these kids live and are educated and
they thrive there. So us being able to contribute to
(27:45):
other people's initiatives as well is really part of our
DNA in what I want this brand to be known for.
I don't want this brand to be known for just
you know, being an amazing product, which it is, or
being known because it's you know, LaMelo Ball. Those are
great things, but I want us to be known for
(28:08):
what we contribute back to the community and making sure
that we never get beyond seeing people where they are,
We never get too far ahead to forget where we
were and just making sure that, like we mentioned earlier,
feeding the soul, we want to feed our souls and
(28:30):
we want to feed other people's souls. And the thing
is is that it is it is a profit thing,
but it is also you know, feeding the soul thing.
And so what I have found is profit is amazing.
Speaker 2 (28:45):
I love it.
Speaker 1 (28:45):
I love Green.
Speaker 2 (28:47):
They're my most favorite.
Speaker 1 (28:48):
That's okay. As an opera proper leader, I do too. Yeah,
And I think actually that's I think that's a requirement
it is.
Speaker 2 (28:55):
I mean, well, you have to have numbers in Green.
Speaker 3 (28:59):
To be able to support all of the mission and
the drive and the initiatives that you want to do
for the community and just continue to speak into the
lives of others.
Speaker 2 (29:08):
So yeah, it's a big piece of it.
Speaker 1 (29:10):
Yeah. And I challenge corporate leaders all the time. If
your purpose is heavy and your profit will be heavy too.
I promise you that there is an alignment in some way,
shape or form, good things and good will comes back
around for people and for businesses. So I'm excited to
hear that you guys are committed to community and for
(29:31):
us that as a non for profit leader that's a
community based organization. It's super exciting when I hear an
organizations saying we're committed to community. It doesn't necessarily need
to be to us or are things that we're involved in,
but you're committed to community and that therefore we're locking
arms and we're committed to community together. Because at the
end of the day, speaking to Charlotte, but most urban
(29:52):
areas where we where we work, Orlando, Florida, Tampa, Nashville, Memphis,
you know, you name it, Louisville, Kentucky, now Columbia, Greenville,
they all have the same problems. And the reality of
it is they're great places for the majority, but not
the whole, right, and I think we're just for us.
It's important that we rally around and make these communities
(30:15):
great for everybody who lives there.
Speaker 3 (30:16):
Yes, and you as a single organization can't do that, absolutely, people,
you know, organizations that can partner, and that is part
of my passion is partnering with fellow organizations that we
can build these communities together, yeah, and bring the resources
and make it happen.
Speaker 1 (30:33):
Yeah. I mean that that excites me and motivates me
to do what I do. When I hear leaders like
you talking in that way. So thank you so much
for that, because I need I need to be fed
sometimes too, I need to be motivated. The water's helping,
but the words are helping even more. Yeah. So kind
of as we close out, what's what's next for d
O n X, what's the what's the what's the three
year five year plan?
Speaker 2 (30:54):
Okay?
Speaker 3 (30:55):
So yeah, the three year five year plan is. You know,
we are right now, we are getting some serious momentum
in the market, and so working into distribution that is
a heavy focus for me right now. Obviously, so making
sure that drinks is in every shelf in a convenience store,
(31:17):
on every single corner, and it is a household name
and it is loved by all. I will say that
my goal three years, five years, ten years is to
be the market leader in functional beverage. So we want
to acquire the majority of the market share.
Speaker 1 (31:32):
I don't even know there was a such thing as
functional bality category.
Speaker 2 (31:36):
See that's the thing.
Speaker 3 (31:36):
It's an educational piece of people just do not realize
that there is a category that you know, you have
energy drinks, and you have waters, you have infused waters,
but you also have a functional beverage category and that
is where we want to be the industry leader and
show people what the gold standard for a product like
this should be and hold other competitors to that same
(32:02):
standard of what we have presented in this product, because
we are basically the pioneer of the space. Our differentiator
in this product from you know, any other competitive infused
water hydration water is the fact that we infuse it
with adaptogens, and so I like to consider us as
the pioneer of that space because it's not a frequented thing.
(32:27):
So it is a new trend that is a very
large steep upward trend in making it the biggest category
that is going to be in you know, twenty thirty
twenty thirty five. So yeah, just being the pioneer of
the space, making sure that we have the market share
in all of that category and then maybe lead into
(32:50):
some other categories too.
Speaker 1 (32:51):
But yeah, I anchor my leadership in a Bible Versus
says without a vision, that people will perish. Yes, and
you have a vision and it's a big one. Yes,
And we're excited for you, and we're going to be
here to root you along and to help you in
any way we can. But I just appreciate you coming
on and sharing some of your journey, some leadership lessons
(33:12):
or commitment to community. Obviously about you the family. There's
no doubt in my mind that Dr NX Drinks is
in good hands and I think we'll achieve your vision
and your goals. But again, thanks for coming on. I
really appreciate having you.
Speaker 3 (33:29):
Thank you, thank you, Thanks for having me. This has
been excellent and I love sharing. You know my passion
and you know what I want this brand to be
and represent, So being here today is just reinforced all
those things in me. So thanks for giving me the
opportunity to be here.
Speaker 1 (33:46):
Yeah, and thanks again just for coming on. I Art
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