Career pivots often involve shifting into an industry or role you know little about, which can make the move that much more daunting. In episode 68 of Career Relaunch, Pip Murray, a former science museum producer turned founder of Pip & Nut, shares her thoughts on what it takes to start your own company, how to build your confidence during transitions, and why taking action is so important to turn your ideas into reality. During the Mental Fuel segment, I also share some thoughts about how to do something you have no idea HOW to do.
Key Career Insights
- You don’t need to quit your job the moment you decide it’s time to move on. The decision simply shapes how you approach the upcoming months or even years until you’re ready to make the leap.
- At some point, you have to cut the cord and turn your side hustle into your full-time job if you want to really give it the attention it deserves.
- You absolutely can learn anything you need to know in order have a shot of cracking into a new industry if you devote yourself to educating yourself, connecting with the right people, and filling your knowledge gaps.
- When you’re trying to test out a new idea, err on the side of doing. Otherwise, your idea will always be an idea. Getting where you want to go involves a series of improvements as you test out various approaches.
My challenge to you, especially if you feel like there’s no way you can do something or you feel like you don’t have the skills, experience, or knowledge to pursue some idea that you would actually find very gratifying, is to sit down, and take an honest inventory of what it would take for you to get yourself to a place where you DID feel comfortable giving it a shot.
It could be a knowledge gap you would need to fill so you can go into the process well-informed, or some specific questions you need to answer, or a set of skills you would need to acquire. Capture exactly what those knowledge gaps, unanswered questions, or missing skills are. Then, take action to address at least one. For example:
- Reach out to your network, maybe on LinkedIn or Facebook, to see if anyone knows someone who could shed some light on your questions.
- Enroll in a course that allows you to upskill or learn a missing skill
- Or even just Google the question you need answered to see what you can uncover on your own online.
I really believe you can be incredibly resourceful when you care enough about an idea you want to pursue. With enough tenacity, you’ll get yourself to a place where you can go for it, knowing that you’ve done the groundwork to give yourself the best shot of succeeding.
About Pip Murray, Founder of Pip & Nut
Pip Murray is the Founder of the nut butter brand Pip & Nut, which offers a range of eight naturally nutritious nut butters. A keen marathon runner and a fierce foodie, Pip had the inspiration for the brand when she couldn’t find a delicious but nutritious protein source to fuel her training. Taking matters into her own hands, she set about creating her own brand and starting on her Pip & Nut journey. So far it’s encompassed everything from market trading and crowdfunding to national supermarket launches and international expansion.
She’s received a host of industry accolades:
- In January 2019, Pip won ‘Start-Up Entrepreneur of the Year’ at the Natwest Great British Entrepreneur Awards
- In 2018 Pip was named a Forbes 30 under 30 Europe in 2018 and a Management Today’s 30 under 30
- She was Young Entrepreneur of the Year at the Startups.co.uk ’s 2017 Awards
- She was also awarded ‘Young Achiever of the Year’ at the The First Women Awards 2016, was named as a winner in The Grocer’s Top New Talent Awards for 2016 and in December 2016 picked up the ‘Artemis Award’ for the most inspirational woman running a business trading for a minimum of 18 months up to 3 years at the Natwest Everywoman awards.
All of Pip & Nut’s products are 100% natural, with absolutely no refined sugars, additives or palm oil. Now four years old, Pip & Nut can be found in 5 international markets and over 5,500 stores around the UK and Europe.
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Episode Interview Transcript
Teaser (first ~15s): Particularly when you’re going into something new, there’s a weird tipping point where you suddenly start understanding all these things, and you start to be able to say and speak with confidence. It’s actually a really satisfying process to go through. It’s this real learning curve.
Joseph: Good morning, Pip, and welcome to Career Relaunch. It’s great to have you on the show.
Pip: Thank you so much for having me. It’s a pleasure.
Joseph: I’d love to kick off by just having you tell us what is keeping you busy right now in your work and also the rest of your life.
Pip: So busy at the moment. At work, we’re actually doing a pretty large funding round which I hope we’re going to close in the next 12 months.
I’ve got a lot of new products coming out this year, both within our existing catch bin that we are currently within, which is obviously nut butter and peanut butter. I think it’s six different product launches over the course of the next year, so that’s a really big one for us – a big campaign that we’re planning in September, but all of the hard work happens right now. A lot of plates are being spun at the moment.
Joseph: What about the rest of your life, what’s keeping you busy right now in the rest of your life?
Pip: This is always the challenge with having a startup, isn’t it? It’s like we focus so much on the business, and the rest of your life suddenly sometimes falls by the wayside.
I’m currently moving house actually, which I’m meant to be out house-hunting to find a new place. That’s going to keep me busy, but I’m also going away this weekend for a long weekend, going camping to the Scilly Isles – some fun on the horizon, which is cool.
Joseph: Very cool. We are going to talk a little bit more about Pip & Nut. I do want to come back to that. I would like to focus most of our conversation on your historical career before you were at Pip & Nut and also your time at Pip & Nut.
Before we do that, as an American, I’m always looking for a good peanut butter here in the UK, and I, for many years, really struggled to find a good one here. Then I spotted Pip & Nut I think in the whole foods, and I immediately became a fan. What do you think people should look for when they’re trying to find a good peanut butter?
Pip: For me, it’s all about if it’s natural or not. We don’t put any palm oil in any of our products. It does mean that we get some oil separation on the top of our products, but I actually always think of that as a really great thing. It shows that the product is totally natural. There’s no additives within the products or any palm oil. That’s something that I always look out for.
Obviously, I only eat my own. The less ingredients on the back of the packaging, the better. Use the best quality peanuts and almonds that you can get your hands on, because really, when you’ve only got few ingredients, they make such a difference.
Joseph: One of the things I love about your product is it tastes great and that you also don’t use palm oils. It’s actually really hard to find a peanut butter that doesn’t have palm oils. I think it’s great you’re doing what you’re doing. I also love the range of your flavors. I think I tried your maple nut one. That was the first one I tried, which is very tasty.
We’re going to come back and talk about your journey as an entrepreneur and the Founder of Pip & Nut, but before you were doing this, you were in a very different line of work. Can you tell me about your time as a Producer for the Science Museum in London? Then we’ll move forward from there.
Pip: I studied anthropology at university, which is not very useful for what I do right now. When I was leaving the university, I always assumed that I’d work within the creative sector. I’d always been interested by museums and material culture, which is a big part of what anthropology is about.
When I left university, I started pursuing career within the creative arts, worked at various different art centers across London, and eventually went to the Science Museum where I worked as a theater producer or an assistant theater producer before I started up the brand.
I guess what that role is it’s essentially helping pull together large theater shows in the Science Museum, in particular focused on children theater. You’re working with creatives, as well as technical production, whether it’s lighting and sound producers, as well as obviously the directors themselves and the actors. You’re basically the one to help facilitate and coordinate the whole show.
It’s a really, really interesting job, Probably, I’m of those people that I didn’t actually really hate my job at all, and I thought the career path that I was one was actually pretty interesting and potentially exciting one, so going to start up my own business and moving to a completely new sector, away from more public, creative sector was actually quite a big shift but also something that I wasn’t necessarily pushed. It was certainly a choice and wasn’t necessarily in my initial thinking when I was growing up that I would run my own business.
Joseph: That’s really interesting, because I think some of the founders that we’ve got on this show, many of them actually say that they never had the intention to start their own business. It was the idea that pulled them toward starting their own business. How did you move from theatre production into creating your own peanut butter?
Pip: I actually vividly remember the day that I handed in my notice at the Science Museum. My boss at the time looked at me as if I was crazy because it’s so random and so different that I think he thought I was going absolutely loopy.
I think it takes a long time. I think you don’t quit your job on the first day that you come up with the idea. The idea forming in my brain took me about two years or a year and a half before I actually fully quit my job.
I think that, also, it was partly down to the fact that I had never worked in this sector before. I really, really didn’t know what I was doing. I knew that I needed to get a little more validation for both the product itself that I was forming in my brain and started to create in my kitchen but also need to validate whether or not I actually like the idea of running my own business. Did I enjoy the process of creating a product? I think that’s one of those things that takes time.
I think the key steps, when you are looking at starting your own business and specifically a food one, firstly, you have to develop the recipes. I bought posh, fancy blender and made the products in my kitchen. I’d make 200 at a time, and I’d take those products to a market down in South London. I’d actually road test them on people to see whether or not they liked it. Hopefully, they liked it enough to buy it. That was my validation. That was my way of sense checking whether or not what I was creating was something that people wanted, and it also helped me in getting some direct feedback.
It think that’s something so brutal about selling something to someone on the market: people will instantly love it, or they’ll instantly hate it. I think you could quite quickly understand whether or not you’re onto something.
Once you got that sense check and you’ve tweaked and refined and improve on your product, that was when I was like, ‘Yeah, I think I want to scale this up.’ That’s a whole new set of challenges that you face when you scale something up.
Joseph: How did you decide on peanut butter? Of all the different things that you could invest your time in, I guess you’re pretty busy with your day job, how did you decide that you wanted to devote all of your energies to this particular food product?
Pip: I’d always been interested in the food sector. I’ve lived in London for 12 years now, and it is such a hot bed for amazing food trends. They’ve got a great food scene with all the food trucks that are popping up all around London.
I’d browsed the shelves of whole foods myself as I shop, and I was, like ‘Oh my god, there are just so many great products on the shelves and so many more emerging.’
I think I first was interested in this sector, and I thought there’s an option here where you can be both creative and also have a product that actual does people good. I thought that was really exciting.
I’ve landed on nut butter and peanut butter partly because I am a proper peanut butter addict. I still eat it every single day, not a lie. I love it, if not two or three times a day. It really came from a love of the product.
I was doing a lot of training at the time. I’m doing some marathons, and for me, nut butter on toast or in my porridge, wherever it was, it was my go-to, post-run treat.
I just thought this product is brilliant. It not only tastes unbelievably good, and it’s so addictive. This is also filled with nuts and really wholesome ingredients. It’s not often you get a health food product that actually delivers on flavor as well as functional benefits, like protein and healthy fats and things like that.
The thing that started to actually make me see the gap in the market was that nearly every product that I bought in supermarkets contain palm oil, like I mentioned. In a food product perspective, there was really only just peanut butter on the market. I was like, ‘You know, there are things like almond butters and cashew butters.
The products themselves take flavor really brilliantly, the coconut almond butter was one of our first products that I developed. It’s just a really great flavor combo, and I felt like there wasn’t really a brand taking hold of that. I just really love the fact that this space in the supermarket, which is a bit traditional, a bit tired, hadn’t really seen a brand enter into this space in the past 30 years, which is so open for an innovative brand to come in.
It was all those things that started to come together that I was like, ‘You know what? I think there’s definitely a gap here, and there’s definitely a growing trend with protein and fats and things like that being good for you,’ that I think this could be a business.
Joseph: You also mentioned the two-year transition. Before we talk about how you turned this into a business, I’d be really curious if you could give us a glimpse into what the transition was like, balancing your day job with trying to get this idea and eventual business off the ground. What was that like for you?
Pip: I always say that the setup phase, the startup phase is actually one of the hardest. It’s the most isolating and lonely part for the whole journey, I think.
What I used to find so frustrating about it was that you are so reliant on other people getting back to you. Lots of businesses up and running, you can run a million miles an hour. It’s you’re prerogative to get things out there and start selling and driving the brand forward, but when you’re setting things up, you’re reliant on other people to unlock doors so that you can launch the brand. That, I found really frustrating.
I guess in those early days I was working, I went part-time with my job. Once I tested the products at markets, I decided to give myself some more time and space to able to develop the products properly and really setup the supply chain and things like that.
You end up being a bit Jekyll and Hyde during your work week. You go and do your normal job, do your 9:00 till 5:00, and then outside of these hours, you’re squirreling away on your laptop, trying to figure out which supplier of labels do you want to have and how you’re going to develop brand.
Because they’re so different, it can feel like you’re two different people really. It’s always really hard when you’re setting something up, because you don’t really understand what it is you’re trying to create until something becomes an actual tangible product that is sold in supermarkets. For a lot of the time, you’re having to do a lot of proving yourself and explaining to people what it is that you’re doing.
Whilst it’s exciting because they’ll see you’re developing a product, and it’s the first time that maybe you’re working, that I personally was working independently without any structure to my day at work – three days at the museum, and then the rest of the time, I’d work on the business. The rest of the four days would be on the business. That was really cool and exciting and freeing in lots of ways.
In other ways, you’re finding yourself having to understand how to go and stretch you back into your day and still a bit unsure whether or not it’s going to work. There’s a lot of anxiety there that sits around.
You’d have these highs and low moments. You’d get to break through on a factory as an example. You’d find a factory that can make your products. It feels unbelievably high because it’s a big thing, I feel, in creating your product to have a good supplier. The next day, something else will go wrong. It’s these real swings that you’d find. You’d go for a week or two without nothing really moving because you’re waiting on some information from someone.
Tough period, and I feel for people that are in that stage where it’s one of those things you have to hold on to your vision for the brand and the idea that it will come to life at some point or another. Yes, a fair bit of resilience is needed at that particular point.
Joseph: Let’s shift gears here then, Pip, and talk a little bit more about how you turned this into a business and how you scaled it. At what point did you decide you wanted to devote yourself fully to Pip & Nut?
Pip: At the point I developed the brand, the brand, the look and feel of the product and packaging was there. I’d sourced the factory, and I started to finish. I was almost there with developing the products themselves. At that particular point where I went full-time on the business, I was searching for funding. I was doing lots of pitching to different angel investors.
The weird tangent I had towards that, I entered a competition actually. It was run by a startup company themselves who were doing a bit of a PR campaign. The whole campaign was based around giving a startup a leg up and offering free accommodation and free desk space for three months. I entered on a bit of a whim.
The catch for this whole competition was that it was to live rent-free but in a garden shed in the back garden of their headquarters. I entered on a fleet whim, not expecting to win this at all and ended up winning the competition. I remember getting a call from one of the co-founders of this company saying like, ‘Pip, you’ve won the competition. You’re going to move into the garden shed.’
It’d been a moment of like elation, because I was like, ‘Oh, that’s great. I can quit my job. I don’t have any overheads I had to worry about. I could focus on the business completely,’ but then a bit of fear, because I was like, ‘Oh my god, I’m going to have to live in the garden and be like a feral animal in the back garden.’
If anything, what that competition did to me—and I guess it’s what a lot of people do. They might move in with their parents, but for me, I moved into a shed for the summer—was just gave me really low overheads. It extended my runway for a period of time but also allowed me to completely focus 100% on the business.
I think it’s a really important step that, at some point, you do have to cut the cost. You do almost have to make this your primary job and less of a side hustle. I actually did a crowd funding campaign on Crowdcube—it’s sort of an equity crowdfunding site—and raised ₤120,000, which I completed at the end of the summer, which then allowed me to go continue work full-time on the business, move back into normal accommodation, and get a desk space and a co-working space.
Joseph: I’m listening to this, Pip, and this is a very impressive story. At the same time, I’m listening to this and thinking about other listeners out there who maybe don’t have a background in business, but they’ve got an idea that they’re tinkering with, and they’re thinking about how to turn it into a full-fledged business.
You were a museum producer before. You mentioned you had a background in the arts. How did you manage to figure out the commercial aspects of starting and running your own business? You mentioned pitching, finding a supplier. You mentioned crowd funding. How did you figure out how to do all this?
Pip: I was a complete and utter novice when it came to business, whereas now I love it and actually, it’s probably the element I really enjoy: actually the slightly more commercial parts of the business. For anyone that’s out there that’s thinking, ‘God, I don’t think I can do it because I don’t know how to do finance or I don’t know what model I need to be working to,’ neither did I. I totally fresh-faced it all.
The main thing that you can do to try and upscale yourself is, firstly, shrug off any perception that you can’t do it. Just get over that as soon as you possibly can because you’re going to have to, and there’s no question about it.
Secondly, it’s about then reaching to people that you know and any contacts that you potentially have within the sector that you’re about to enter into. There are a number of brands I loved. I had a few friends also that worked in the industry. I remember trying to get them to connect me with people that could help.
There is a time and a place for consultants as well within any business. For me, I worked with a finance consultant so that I could get to grips with what the model was and what margins I needed to make, what margins other people needed to make and all those really important things that you need to ensure that you’ve got the right structure, financial structure within the business.
Some things I think you definitely need to try and get expertise, and you might, at some point, have to pay some consultancy fees in order to get a proper models and access to information. So much of it you can also get through just learning. I think listening to podcasts like this is one really good way of starting to absorb things that you need to know.
Going to trade events and speaking to people. Going to speaking events where people are talking about the same thing, and trying to grab people at the end of when they’re doing their talks or whatever and seeing if you can get their email address and go for coffee and then pick their brain. People do share information quite openly. Whether that’s a contact name for Selfridges buyer to what margin they make at a certain retail, most people are fairly open with this sort of information.
It’s a gradual process. I think you just need to take it step by step, particularly when you’re going into something new.
There’s a weird tipping point when you suddenly start understanding all these things and you start to be able to say and speak with confidence. It’s actually a really satisfying process to go through. It’s this real learning curve, but then you come out the other end, and you’re like, ‘Wow, I actually have a good grip on what this industry is all about.’
I think it’s all about learning on the job. I’m a big believer that you can teach yourself anything that you need to know. As soon as you possibly can, hire people that can improve on the things that you started.
Joseph: Very good advice. I know your brand’s known for its Nut Butter, Pip. Can we talk for a second about the almond drinks?
Joseph: I first spotted your almond drinks in Holland and Barrett. I actually liked them a lot. For those of the listeners out there who are not familiar with Holland and Barrett, it’s a very well-known health foods retailer in the UK. I understand that the drinks aren’t necessarily a product line that you’re focused as much on. Can you describe how you thought through whether or not to continue investing into this sub line of your products?
I guess what’s behind my question is that, if anyone out there is listening to this and if ever they started anything of their own and you’ve invested all your energy into something to get it off the ground, it can be hard to know when to let go of that idea and when to move on. How did you think through whether or not to keep pushing this sub line of products?
Pip: We have actually pulled them out of the market now. It was a really tough decision. I developed those products and had such relief that they could work and that they’d be a big part of our business going forward.
When it comes to products and when you launch them, you know very quickly within the first six months whether or not they’re going to really work. Consumers will tell you very quickly whether or not they’re something that will continue to prosper.
I think some of the things that we noticed, for instance, was that even when we’re doing samplings—and so we loads and loads of samplings across our different stores to get people to try our products—the reaction to our almond milk versus what people were like when they tried our nut butters was just so unbelievably different. People were less excited about them. They dropped and not go about for a second sample, all these really soft measures that you start to clock that you’re like, ‘I’m not sure if this is quite right.’
As well for us, we noticed that there are a lot of brands entering that space. When I initially started developing them, there’s still a lot of white space within this particular category. By the time that I’ve finished developing them—it took about a year and a half to develop—it was really crowded. The catch bin itself wasn’t growing as it was two years prior to that.
All these market conditions as well, I was saying, ‘You know what? This is going to be really tough to get this going.’ There were things that we wanted to tweak and change about the products. In the end, I think we decided that it’d be best to focus our energy and our resources and our finances on driving our core bit of our business forward, which is obviously our peanut butters, and really become number one in that sector rather than trying to diversify too soon.
I think it was one of those really hard lessons to learn, but I actually learnt a lot about how important it is to look after what you currently got rather than necessarily feeling that you need to expand really quickly across all these different areas.
Joseph: That’s a great tip. I think that there’s always this temptation to spread yourself a little bit too thin, no pun intended. It can be hard to know where to focus your energies. Very interesting.
The last thing I want to talk about, Pip, before we wrap up are just a few of the lessons you’ve learned after shifting from being an employee to a food brand founder.
You and I first crossed paths, because we both spoke at the marketing academy foundation event at Facebook in London earlier this year. One of the things I heard you say on your panel that you eluded to earlier today was that there are very high highs and very low lows when you’re an entrepreneur. Why do you think that is?
Pip: I think it’s because you just care so much. You are so invested in the brand both in doing well and also financially as well. It’s your livelihood.
I think for me, I have really big ambitions and really high standards to where I think the brand could go, and so when things don’t quite go to plan, you really feel it. Things that don’t go quite to plan are often felt more within small businesses, because whether you, for instance, don’t win a customer that you’re expecting to win, that probably is more meaningful for you as a small business owner in terms of financially than it probably is for a larger business that can switch focus onto a different customer as an example and fill the gaps.
I do think it’s predominantly because you’re emotionally connected to the brand. It’s always like your baby, isn’t it? It’s like something that you’ve nurtured from an early age that you know intrinsically, and therefore if something isn’t quite right, you feel it.
I would say that overtime, you stop reacting so much to everything and anything. I feel like now, I’m much more levelheaded. Yes, there will be days which get me down or that I’ll find tough, but I won’t react to it in such an explosive way than probably I did in the first year or two. I think that’s almost because you start to realize what a real problem is versus one that’s just a bit of a hiccup. That’s just something that you build a level of resilience and a level of understanding about as the business grows.
Having said that, the high is when things are going incredibly well. You’re flying. There’s just no better feeling. There’s such joy in the fact that particular products that you had in your head five years ago is now stocked. Pip & Nut is stocked in about 5,000 stores around the UK, and it’s eaten by thousands of people every day for breakfast – those sorts of feelings. When you hear great feedback from people, it’s just so rewarding, particularly when your product is also doing people good. It’s good for people. That’s even better.
It’s one of the blessings and the curses of running your own business. It’s like a job, but it really isn’t. It’s so much more than that. It’s not just a clock-in, clock-out kind of attitude that you take. You really care.
Joseph: Something else you said on the panel, Pip, was that it’s important to put something out there, even if it’s not 100% finished. What did you mean by that, and why is that so important?
Pip: When you’re starting something up, when you’re really at that early stage, you can get a little bit preoccupied on making sure or comparing yourself to businesses that are maybe 5 or 10 years old. Actually sometimes, it’s a case that you need to get the product out in the market and test it.
There are certain things that probably you can compromise. For instance, you maybe didn’t quite get the packaging supplier that you wanted, or there are things that you’d like to improve, but I think when it comes to product, try and get it as good as you possibly can do, but I think always be aware that a product can always be improved.
Certainly, when you’re just trying to test something, you get a feel for whether or not something is going to resonate with shoppers. I think it’s quite important to start doing. Otherwise, your idea will just always be an idea.
If you just keep thinking about it, nothing is going to move forwards. If you test it on a really low level, basic way, that is a really good way to start the ball moving and give yourself some confidence to then really go for it. Otherwise, you’ll feel like there’s this huge gulf that you have to jump over in order to launch the brand, when in actual facts, it’s a series of small improvements that get you to where you need to go.
Joseph: That makes a lot of sense I think, especially for the perfectionists out there, and I include myself in that group. We have this tendency of wanting to get everything exactly right before we take action on it or to put it out there for people to see.
In the meantime, if you’re not learning anything about it, you’re probably going to change it again anyway, even if you’ve launch the version that you think is perfect. A series of small steps makes a lot of sense.
Finally, is there anything is particular that surprised you about shifting from working in a museum to running your own food brand and company?
Pip: I think the thing that I never ever really thought about was the fact that if everything goes well, which it’s gone pretty well so far, that you’ll end up leading a team, which seems like a really funny thing to say. You focus so much on the product and what the brand looks like, but for me personally, the fact that there’s 14 of us in the team at the moment—it’s still quite small but growing quite fast—suddenly you find yourself in a completely different role in your own right. You’re a leader within the team. You’re there to help shape the culture and nurture and encourage the people within the business to prosper.
Actually for me, I was 24 at the time I started out the business. I’ve never managed anyone. I’ve never really led anything. I’ve never been fully and totally responsible for something. Now, I find myself in a really different kind of job. That’s a whole new skillset which I’ve had to learn and actually has probably been hard. It’s been a really hard part of the journey: figuring out how to be a leader and how to be clear and give direction to a team of people who are all taking a big risk to work for the business.
I think that actually came as a bit of a shock. It is a bit of a realization when you’ve launched. You’re like, ‘All right.’ Once the team starts to grow, you realize that you’ve got a whole new job that you never really thought about.
Joseph: Let’s wrap up with what’s next for Pip & Nut then, Pip. Can you tell me a little bit more about the new range of products you have coming out?
Pip: Yes. We are launching a range of snacking products in the autumn.
Joseph: Oh, cool.
Pip: We’ll have nut butter ripple through everything that we’re doing.
Joseph: I’m excited.
Pip: We’ve got some tasty things coming out.
We’re also doing, like I mentioned, a big campaign in September. That’s something where for the first time ever as a brand, we’ll start to go above the line in terms of our advertising. That’s a really big moment for the team.
Joseph: Wow, very exciting. I hope the brand launch goes well and then your product launch goes well. Where can people go to learn more about your products and also buy your nut butters?
Pip: Head to our Instagram. It probably shows you the best array of delicious pictures about what to do with nut butters. That’s @pipandnut.
If you want to go and buy our products, for those in the UK, you can find them in Sainsbury’s, Tesco, at the Morrisons. For those of you not in the UK, you can go onto Amazon or even onto our own website at PipAndNut.com.
Joseph: Thank you so much, Pip, for telling us more about your life as an entrepreneur, the importance of focus, and also the lessons you’ve learned along the way of your very interesting career journey. I am going to continue to enjoy your peanut butters, and I just wanted to wish you the best of luck with your new launch this fall. Thanks so much for being on the show.
Pip: Thank you so much.