The last month has been a bit of a whirlwind, in a good way. Black Friday marked our first real test as a young brand, and while we didn’t break the internet, we did exactly what we needed to do. We hit our conservative sales goal, learned a ton, and proved that even with a very small ad budget, the demand is real. We fell short of our more ambitious stretch goal, but that honestly feels like the right place to land for a first season. Most importantly, a lot of product moved, and we’re now running low on inventory across several items—which means restocks are already in motion.
Product Changes and Growing Pains
I want to be transparent here, because this is very much part of building something from scratch. The first version of the NMBH bino harness was a huge milestone for us, but we haven’t been fully satisfied with our original manufacturing partner. Communication gaps and a lack of clarity forced us to take a hard look at whether that relationship set us up for long-term success. Ultimately, we decided it didn’t, and we made the call to switch manufacturers. It wasn’t an easy decision, but it was the right one.
The upside is that v1 taught us a lot. We’ve taken everything we learned—from fit and function to materials and construction—and we’re already deep into developing NMBH v2 with our new partner. At the same time, we’re officially expanding the NMBH system beyond just the harness itself. Additional components and accessories will be available separately, allowing customers to build a setup that actually fits how they hunt. The goal has always been to create one of the most durable, functional, and customizable modular systems on the market, and this move gets us much closer. We’re still in the production sampling and design phase, but we’re nearing the end and expect to be ready by spring. Add in the new upland vest we’re developing with another manufacturer, and it’s safe to say the plate is full—but in the best way.
Expanding Into Retail
This is the biggest shift we’ve been planning for, and it’s something that’s been quietly shaping a lot of our decisions over the last several months. We’re officially working toward expanding into brick-and-mortar retail for the 2026 season, with the goal of being on shelves by spring and ready for early hunting seasons across the country. This isn’t a rushed move, and it’s not something we’re doing because it feels trendy or expected. It’s happening because, at our core, we believe this brand belongs in real stores, in real communities, and in the places where hunters already spend their time.
Our rollout will start close to home with independent retailers in Pennsylvania tri-state area. These are shops we can physically walk into, sit down with the owners, and build relationships face-to-face. That part matters to us more than convenience. Being able to visit a store, see how our product is displayed, talk through feedback directly, and understand what customers are actually saying in person is incredibly valuable—especially at this stage. Once that foundation is in place, we’ll begin expanding to a small number of retailers farther away, but only when it makes sense and only when we’re confident we can support them properly.
Starting small is intentional. Retail adds a layer of complexity that doesn’t exist with direct-to-consumer sales, and we want to respect that. Inventory forecasting, shipping timelines, order accuracy, packaging, and communication all have to be dialed in. By keeping our initial footprint tight and local, we give ourselves the ability to identify issues early and correct them quickly. If something goes sideways—a shipment gets delayed, a box shows up damaged, or an order isn’t quite right—we want the ability to hop in the truck and fix it ourselves. Those situations are rare, but they’re part of reality, and building a system that can handle them is critical.
Another major pillar of this plan is how selective we intend to be with retail partnerships. We don’t have any desire to be everywhere, and we’re not interested in chain stores at this stage. Dealer territory exclusivity is important to us. When a shop commits to carrying our product, we want them to feel confident that we’re not turning around and placing it in a competing store down the road. That exclusivity allows retailers to invest in the product, talk about it confidently, and build trust with their customers. For us, it also creates deeper, more meaningful partnerships rather than a long list of accounts with no real connection.
Over time, this approach also reflects a broader shift in how we want to operate as a brand. While online sales have been essential in getting us off the ground, our long-term goal is to prioritize brick-and-mortar, mom-and-pop retailers. These stores play a huge role in the hunting world—not just as places to buy gear, but as gathering points for local knowledge, conversation, and community. Supporting them feels like the right direction for us, even if it means slower, more deliberate growth.
To keep ourselves accountable, we’ve broken this expansion into a two-year plan. Year one focuses on three regional shops, allowing us to stay hands-on and build strong systems without overextending. Year two expands our radius and grows to roughly ten shops, once we can point to real sales history, proven efficiency, and solid retailer feedback. At that point, we’ll be able to leverage the success of the first year to support additional partners in a meaningful way, rather than stretching ourselves thin.
A lot of this work is already happening quietly behind the scenes. We’ve spent significant time planning inventory flow, wholesale pricing, margins, packaging, logistics, and how we want to support retailers once they come on board. None of this is particularly flashy, but it’s foundational. For a small business, this is a big step—but it’s one we feel good about. The plan is ambitious without being reckless, and it aligns with how we want this brand to grow: intentionally, sustainably, and rooted in real relationships.
Closing Thoughts
At the end of the day, the last month has been less about chasing quick wins and more about building something that lasts. From learning what worked—and what didn’t—during our first Black Friday, to reworking products so they truly meet our standards, to laying the groundwork for retail partnerships that we actually believe in, everything happening right now is about setting a strong foundation. There’s still a lot of work ahead, but it feels purposeful, and it feels aligned with why we started this in the first place. As always, we appreciate everyone who’s along for the ride and giving us the opportunity to grow this the right way.
— Jon, owner of Northwinds Outdoor Group
