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My Guest: Kat Cole is the CEO of AG1 (formerly Athletic Greens) and a renowned business leader known for a meteoric rise from Hooters waitress to Fortune 40 Under 40 executive. As former President/COO of Focus Brands (Cinnabon), she specializes in scaling global brands. Her career is defined by driving billions in sales, strategic innovation, and a strong, people-first leadership style.
Key Learnings
You can't market your way out of a bad product. AG1 has 3x'd the business in four years while being in only one channel (direct to consumer) for 15 years. 80% of retail is in brick and mortar, so they were doing that volume in less than 20% of where transactions happen. That only works when customers love the product, keep buying it for years, and tell their friends.
Scale comes from trusted recommendations, not marketing spend. Real volume comes from people telling their friends, recommending it to their teams and companies. That's where real scale and sustainable growth comes from.
Two questions guide every career decision. Is my work done here? Can someone else do what the company needs better than I can? If the answer to either is yes, that guides you toward pushing for change in your role, the way you show up, or finding the next opportunity.
Sometimes the best move is the lesser-known role. Kat could have stayed running big franchise brands everyone knew (Cinnabon, Auntie Anne's), but becoming COO of the parent company, Focus Brands, was a bigger, more complex role. Lesser known, smaller team, bigger stretch, more learning. That bridged her into consumer packaged goods and got her ready for AG1.
Consider financial needs, learning, and ego separately. Between financial needs, your ability to learn or contribute, and your ego or optics, there are questions you can ask yourself about a particular moment or opportunity that will help you be sharper in what you actually want versus what just looks like what's best next on the surface.
The founder heard her on podcasts and asked for an introduction. AG1's founder heard Kat on a couple of podcasts, knew Sahil Bloom, and asked Sahil to make the intro. She just happened to be taking time off and had been a customer for two years.
"You're interviewing for your next job every day." Whatever you do now, that choice of time, that tone of voice, that decision, how you show up or don't, creates an impact that leads to an experience and people's actions and then results. Eventually, it leads to the next thing.
Showing kindness in the airport matters. A caring note to someone struggling, a teacher or stranger saying, "I see something in you," a compliment when someone's in a dark place. It helps people out of darkness. Or opportunistically, being the one who sent the email or made the ask means you're the one who got the opportunity.
Don't burn bridges even when you feel wronged. When Kat was an executive at Hooters at 26, peers in their 50s and 60s would say things in meetings that weren't kind or appropriate. She would write letters expressing how it made her feel, but never sent them. She processed, reflected, and showed up professionally. Years later, those same people became advocates, partners, and references.
Four key mindsets for senior leaders. Humility, curiosity, courage, and confidence. By the time candidates get to Kat, they've been vetted on technical capability. She spends time validating those four characteristics because leadership and style trickle far into the organization.
Ask "if not for" questions to reveal humility. When someone tells you how they stood tall in tough moments, ask what enabled them to do those great things. They'll say, "I had access to this data, this team, this technical leader." Then ask: "If those people did not exist, if that resource did not exist, how would you have navigated that?" You peel back layers and see if they have the humility to acknowledge their success was due to critical factors.
The best candidates do the job in the interview. When someone says, "If we're doing this, we'll absolutely need this person in this specific role," or they have people in mind they're bringing with them, that's a good sign. Hiring leaders who have people who are loyal to them shows something real.
In reference checks, ask, "What does this person need to be successful?" It's a positive framing to get at what someone might lack or require around them to be effective.
Help people answer "how should I think about this?" In a fully remote company, you have less context and fewer vibes. When you send a note about ending a product line or launching something you said you'd never launch, people's subconscious internal war is "how should I think about this?" Leaders should start communications with "here's how I think about this" or "here's how we should think about this."
Sometimes the answer is to shut up and speak last. As teams get stronger, there's more weight on the few things the CEO says. Leave space for other leaders to lead. Kat removed herself from some meetings entirely because she has such great leaders and a strong culture.
Pay attention to themes in criticism, not individual attacks. When competitors attack you, ask: Are there patterns? Is there something reflective of industry questions? Sometimes criticisms point to things you already do well but aren't communicating well enough.
Comparison ads work short-term but don't build credibility long-term. Challenger brands use the playbook of "we're like the leader, but better/cheaper." Consumers see through it. People tell AG1, "I saw an ad comparing their product to yours, and they're clearly saying you're the leader."
The rage bait is brief; the truth is long. Algorithms reward dopamine hits and rage bait. Something untrue or negatively spun can quickly become widely seen because the critique is brief and witty, but the explanation and truth are long. AG1 has more human trials on a single SKU than any other multi-ingredient product ever in the space, but that's harder to say in a sound bite.
Don't criticize a car for not taking you to the moon. Someone criticized one of AG1's products for not doing something the product isn't supposed to do. When addressing criticism, clarify what the product is actually designed to do.
Her husband will be the fourth person ever to row across three oceans. He's already rowed the Atlantic (set the US record as a pair) and the Caribbean. Now he's training for the Pacific. If he completes it, he'll be only the fourth person to have ever done it in the world.
It's about who you become while striving for the big thing. After her husband got rescued in the Caribbean, he questioned why he was doing this with two kids. But this pursuit is who he is, what drives him, it's inspiring for the kids, and it makes him a better person when he's home. It's about the journey and who you do it with.
More Learning
476: Kat Cole - Raise Your Hand, Raise Your Voice
078: Kat Cole - Courage, Confidence, Curiosity, and Humility
Reflection Questions
- Is your work done where you are? Can someone else do what the company needs better than you can?
- When interviewing someone, ask what enabled them to succeed in a tough moment. Then ask: if that team or resource didn't exist, how would you have done it differently?
- What communication this week needs context? Start with: here's what this means, what it's not about, and how we should think about it.
Audio Timestamps
- 00:18 Meet Kat Cole
- 02:42 AG1's Growth Story: $160M to $500M+
- 03:28 Product-Led Growth Wins
- 05:57 Kat on Writing and Reflection
- 07:39 Two Questions for Every Career Move
- 12:25 How Kat Joined AG1
- 16:09 You're Always Interviewing
- 18:47 Neutralizing Opposition at Hooters
- 24:19 Hiring Great Leaders
- 27:43 Inside Executive Interviews
- 31:56 Reference Checks That Reveal Truth
- 32:52 CEO as the Storyteller
- 34:16 "How Should I Think About This?"
- 35:46 Speak Last, Empower Leaders
- 37:41 Handling Public Criticism
- 39:59 Separating Signal from Noise
- 44:49 Staying Focused Through Criticism
- 48:00 Champagne Question: Family First
- 48:45 Rowing Three Oceans
- 51:37 Who You Become on the Journey
- 56:14 EOPC