Burst Management
A Family-Run Business for Emerging Brands

Great ideas are born out of a need to address significant gaps. Mike Robinson felt there was a missing link after 40 years in the consumer-packaged goods (CPG) industry, working for national distributors and brokerages. The typical broker model was focused on the established top 20 percent manufacturers and wasn’t geared for brands poised for growth but not yet ‘large enough’ to be a priority.

Burst Management was created specifically for these emerging brands. It ensured they got the best services the prominent brands received but with a familial touch. A company that helps them navigate working with large retailers and distributors, learn industry jargon and acronyms and consult them on what opportunities and deals to take, with proper communication.

Its family-owned credential isn’t just about having a different kind of ownership but something that permeates how it operates. Burst Management prefers to work closely with a more manageable portfolio of clients.

“Since our inception, we have stuck to a manageable portfolio, giving us the room to dedicate ourselves and give quality results to clients,” says Robinson, president and CEO of Burst Management. “Our account managers handle no more than 5–6 brands, ensuring daily progress and respectful persistence with retailers and distributors.”

Another advantage of a smaller portfolio is having sound communication channels with them—a rarity in the space. Burst Management ensures good communication through a three-pronged approach, starting with a live Google document.

Each live document is tailored to a single brand, containing the planned strategy and the list of retailer accounts to pursue, developed in tandem with the client. The document is regularly updated with the progress made, as well as a promotional tracker and a sample page. Burst Management substantiates this with regular phone calls and in-depth emails containing written reports, recapping the progress and updates.
“Our clients need this kind of communication as they are budding CPG brands, mostly small startups that are new to the grocery industry,” says Taylor Romatoski, CFO.

For these emerging brands to prosper, Burst Management pursues a retailer-first approach, prioritizing the product reaching the desired shelves. Sales are the target, and once demand is established, it opens up to the retailer’s primary distributors to improve velocity. The company operates as a part of the client’s team, taking the time to consult and educate them on what they are getting into.

“We like to have a lot of options for our clients so they can make choices that best suit their ambitions, as not every opportunity is the right fit for everyone,” says Rachel Parsons, COO.

This approach was proven right with a direct-to-consumer (D2C) business venturing to the brick-and-mortar side. They were a health and beauty brand that was successful on an e-commerce platform but inexperienced in the retail domain and everything that goes with it, like distribution and pricing. Burst Management helped them with these fundamental understandings and lead generation to give them the best start. Today, they’ve launched nationally with multiple retailers, having a brand footprint of around 3000 doors.

The success here has been replicated many times because of the close-knit, family-run operation at Burst Management. Robinson brought in and mentored Parsons and Romatoski, his stepchildren, who, in turn, brought their expertise and fresh perspective to the company. A similar close working relationship exists with all the other members, helping them address problems for brands as a team. The team believes in the brands they represent and collectively fights for their win in the retail space.