You asked for more content around business finances, so we’re delivering. Welcome to Money Matters where we give you an inside look at the pocketbooks of CEOs and entrepreneurs. In this series, you’ll learn what successful women in business spend on office spaces and employee salaries, how they knew it was time to hire someone to manage their finances, and their best advice for talking about money.

It’s safe to say Nicole Bernard Dawes knows a thing or two about the food industry. Raised among the aisles of her mother's natural food store in Chatham, Massachusetts, and on the factory floor of her father’s company, Cape Cod Potato Chips, she was surrounded by CPGs and P&Ls from a young age. And it didn’t take long for her parents’ passion for food and entrepreneurial drive to make an impression on her. When she was twelve, she started a cookie company with her best friend, and although the business was short-lived, lasting just one summer, her appetite for entrepreneurship was not.

In 2003, after a search for organic crackers left Dawes empty-handed, she teamed up with her father to launch Late July, a snack food company to fill the gap in the market for delicious, organic options. Known for its range of delectable crackers, popcorns, and tortilla chips, the brand has quickly grown into a multi-million dollar business with stockists ranging from CVS and Bevmo to Whole Foods. Now, Dawes is applying her business acumen and skill for bringing superior-tasting organic options to market to the beverage industry with Nixie, a certified organic, non-GMO sparkling water brand.

Ahead, the serial entrepreneur tells Create & Cultivate all about how she’s built two successful food and beverage companies, what really it takes to see a business through tough times, and why every entrepreneur should prioritize investing in their team.

How did you make your first dollar and what did that job teach you that still applies today?

When I was twelve my best friend and I started a cookie company. By some miracle, we actually convinced two delis in our small town to sell our homemade chocolate chip cookies all summer long. Twice a week from June to September, we baked our cookies, wrapped them individually, labeled them, and walked to each location dropping them off. We had a blast! In addition to the importance of pricing your product correctly and crafting a good sales pitch, I experienced the joy that comes from loving your job.

Take us back to the beginning—what was the lightbulb moment for Nixie and what inspired you to pursue this path?

With Late July, I was pregnant with my oldest son and couldn’t find an organic saltine anywhere in New York City. I realized that I had discovered an opening into the multi-billion dollar snack market. For Nixie, similarly, I desperately wanted a delicious, refreshing, and certified organic sparkling water to satisfy my family’s significant daily sparkling water habit. I was shocked that none existed that checked all those boxes.

One of the things that drives me the most with both Late July and Nixie, is proving that certified organic products can sell as well as their conventional counterparts. I also love being a business owner because we’re able to make an impact in areas that are important to me personally and also for our planet—for example, I have a goal of helping to eliminate single-use plastic beverage containers and Nixie is committed to never using them.

Entrepreneurship is all about taking calculated risks. What’s the most pivotal financial risk you’ve taken, and how did it change your path? 

Deciding to launch Late July’s tortilla chips during the recession of 2009, the same year my father died and our bank used his death to put our multimillion-dollar loan in default, was the biggest risk I’ve taken as an entrepreneur. We essentially pivoted our whole company with a very expensive product launch during the most uncertain time in our company’s history. Those tortilla chips went on to become the number one tortilla chip in natural foods, and changed the whole trajectory for Late July, making us an overnight success, seven years in the making. When we made this pivot our sales were at $8M, afterwards, we quickly grew to $100M.

Where do you think is the most important area for a business owner to focus their financial energy and why?

Definitely their team. Hiring the right people is expensive and time-consuming, but your team is everything.

What was your first big expense as a business owner and how should small business owners prepare for that now? 

For both Late July and Nixie our first big expense was our initial production run which is very often the case for consumer product companies. Most factories have pretty significant minimum order quantities, which in addition to the cost of producing the finished goods, also means significant upfront costs for raw materials, packaging, and corrugated all before you have any customers. You have to spend the money without any guarantee that you’ll ever make it back. First production runs are expensive and terrifying for a million reasons, but also exciting.

What are your top three largest expenses every month?

Outside of the cost of goods, freight, and promotional expenses, our three biggest monthly spends are on payroll, trade marketing, and sales support (brokers, merchandisers, etc.).

In the beginning, how much did you pay yourself and how did you know what to pay yourself? 

I didn’t take a salary for a long time at Late July and when I did it was $60,000 per year. It wasn’t until a board member in my eighth year suggested it was time to stop underpaying myself based on the company’s success that I finally increased it to a market rate. For that, I used comps for my industry as compiled by our payroll provider. I’m not currently taking a salary at Nixie.

Would you recommend other small business owners pay themselves? 

It really depends on the source of your funding and the amount of your ownership. If you are the primary source of funds and own a significant majority of stock, then it doesn’t really make sense to pay yourself until the company is ready. If you are giving up ownership to bring in investors, then you should absolutely budget for your own salary at a market rate.

How did you know you were ready to hire and what advice can you share on preparing for this stage of your business? 

I hired a part-time accounting person almost right away at Late July and budgeted for a full team for Nixie. So much depends on your funding and how fast you intend to grow. One piece of advice I’d suggest—especially if this is your first venture—is to be hyper-aware of what areas are your strengths and which are your weaknesses so you know what roles to hire first and what qualities to look for in any given role.

Did you hire an accountant? Who helped you with the financial decisions and setup? 

I did have an accountant from the beginning of both companies. He helped me choose the right type of company formation (i.e., LLC vs corporation). For Nixie, we also used an outside accounting person to help our VP of finance with day-to-day accounting in lieu of bringing that function in-house.

What apps or software are you using for finances? 

I highly recommend the following financial and software programs that we use at Nixie: Xero for accounting, Bill.com for bill pay, Gusto for HR, Unleashed for purchase orders, Crisp for sales forecasting, and Expensify for expense reports. We also use Office 365 and Microsoft Teams. I love our current software setup. It’s not expensive and allows for easy reporting from anywhere.

Do you think women should talk about money and business more? Why? 

Absolutely! If you stop for a minute and realize that until the Equal Credit Opportunity Act passed in 1974, married women were denied credit cards and loans in their own name. It wasn’t much easier for single women. It takes generations of change to normalize new behavior, and encouraging open communication on the topic of money and business among women is a vital part of that. I have a network of fellow women CEOs who I frequently and openly talk to about issues affecting our businesses. I also love when business magazines, podcasts, and websites utilize women CEOs to answer everyday business questions.

Do you have a financial mentor? Do you think business owners need one? 

Not specifically, but I was raised in a family business and grew up around P&Ls, income statements, and balance sheets. When I started that cookie company at twelve, my father taught me how to calculate our cost of goods and properly price our products. I don’t think having a specific financial mentor was essential for me because of my background and the fact that I was an economics major so I had a high degree of comfort and familiarity with finance, but if finance and accounting are outside of your comfort zone, then yes.

What is your best piece of financial advice for new entrepreneurs?

Deeply understand your cost of goods, P&L, and balance sheet. Never let anyone else tell you the financial state of your company. If there’s something you don’t understand, learn it.

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