Kind's Counter-Intuitive Talent Play: What the Simon Hire Really Means
$450,000. That's the likely annual compensation package Kind North America just committed to for their new Chief Commercial Officer. In an economy where most smaller players are cutting costs and losing talent to giants, Kind is swimming upstream. And that's the number worth paying attention to – not because it's officially disclosed (it isn't), but because it represents the strategic bet they're making while competitors retreat.
Kind North America recently announced Jared Simon as their new Chief Commercial Officer, joining a wave of high-profile executive shuffling across industries. But unlike the predictable pattern of talent flowing toward the biggest players with the deepest pockets – JPMorgan Chase, IBM spinoffs, and Evercore – Kind's move suggests a different strategy at work.
Let's talk unit economics. The typical food and beverage company operates on 10-15% margins when things go well. For a player like Kind, every executive hire represents a significant investment that must deliver multiples in revenue growth to justify the expense. So what exactly is Kind betting on with this hire? And more importantly, why now?
The Talent Migration That Wasn't
The prevailing narrative in today's economy is straightforward: big companies get bigger, small companies struggle, and talent follows the money. We're seeing this play out across industries. IRIS, the AI-powered business intelligence platform, recently landed former IBM CFO Martin Schroeter, a heavyweight executive who could have gone anywhere. JPMorgan Chase expanded its mid-cap investment banking team by bringing on senior bankers Erin Mansfield and Jared Levine. Evercore managed to poach Ben Carpenter, who previously headed healthcare banking at JPMorgan Chase.
These moves follow a predictable pattern – established players with deep war chests stockpiling talent as smaller competitors struggle to keep pace. Even in legal services, we're seeing the same concentration, with firms like Eversheds, Clyde & Co, and Commerce & Finance Law Offices in Hong Kong all adding new partners through lateral hires.
But then there's Kind North America. Not a startup, but certainly not a behemoth in the packaged food space either. They're playing a different game, one that challenges the conventional wisdom about where talent flows in uncertain economic times.
Daniel Lubetzky, Founder and Executive Chairman of Kind North America, framed the hire this way: "Jared is a proven leader with deep experience in the food and beverage industry, and we're excited to have him join the Kind team as we continue to grow our brand and business." Standard executive onboarding language, sure. But the move itself speaks volumes about Kind's strategy and confidence.
What Kind Knows That Others Don't
The question worth asking: Why is Kind investing in executive talent when conventional wisdom suggests battening down the hatches? The answer likely lies in their unit economics and market position.
Kind operates in the premium snack segment, where margins are typically higher than conventional packaged foods. While most conventional snack makers might see 10-15% margins, premium players with strong brand equity can push that to 20-25% or higher. This gives Kind more flexibility to invest in talent that can drive growth, even when economic headwinds are blowing.
But there's another factor at play. The CCO role isn't just about maintaining existing business – it's about expansion. Simon's hire suggests Kind is looking at new channels, new products, or new markets. The timing is telling. While others retreat, Kind sees opportunity in the chaos.
We're seeing a similar counter-cyclical move from Klosterman Baking Company, which recently brought on Hurtado as its new Chief Operating Officer. Gary Klosterman, President and CEO, noted: "We are thrilled to welcome Hurtado to the Klosterman team. His extensive experience and proven track record of driving operational excellence will be invaluable as we continue to grow and innovate."
Both Kind and Klosterman appear to be making the same bet: that operational excellence and commercial strategy matter more in challenging times, not less. And they're willing to invest accordingly.
The Economics Behind the Decision
Let's break down what this hire actually means in business terms. A Chief Commercial Officer at a company of Kind's size typically commands a compensation package in the $400-500K range, potentially higher with performance incentives. That's a significant investment for a company that isn't a market leader by volume.
For this to make economic sense, Simon would need to drive substantial growth – likely 8-10x his compensation in incremental revenue, minimum. That's not trivial in a competitive category like snack foods, especially one increasingly squeezed by private label offerings and changing consumer habits.
So what does Kind see that justifies this investment? Three possibilities stand out:
First, they may be betting on channel expansion. While Kind has strong penetration in natural and conventional retail, there could be untapped potential in foodservice, e-commerce, or international markets that require executive-level focus to crack.
Second, they might be preparing for category expansion. Kind started with bars but has gradually moved into other categories. A seasoned CCO could accelerate this diversification, especially important as the bar category matures.
Third, and perhaps most intriguing, they could be positioning for an exit. Strategic hires often precede acquisition talks or funding rounds. By strengthening their executive bench, Kind makes themselves more attractive to potential acquirers or investors.
The Broader Pattern: Mid-Size Ambition
Kind's move isn't happening in isolation. Looking at the broader hiring landscape, we're seeing a small but significant counter-trend of mid-sized companies making strategic executive hires despite economic uncertainty.
IRIS, while bringing on former IBM CFO Martin Schroeter, also hired former Deloitte partner Alistair Kett as its new chief operating officer. Their CEO, Caspar Craven, explained the strategy clearly: "We are delighted to welcome Martin and Alistair to the IRIS team. Their deep expertise and experience will be invaluable as we continue to scale the business and deliver on our mission to empower organizations with actionable insights."
The key phrase here is "continue to scale" – not retreat, not consolidate, but grow. It's the same message we're hearing from Kind and Klosterman. These mid-sized players see the current environment not as a threat but as an opportunity to strengthen their position while others pull back.
This approach makes strategic sense. Talent acquisition costs tend to decrease during economic uncertainty, as even high-performers prioritize stability over compensation growth. Companies with strong unit economics can take advantage of this moment to build capabilities that would be prohibitively expensive in boom times.
What This Means for the Market
The implications extend beyond Kind's balance sheet. Their willingness to invest in top commercial talent signals confidence in the premium snack category despite inflation pressures on consumers. It suggests they're seeing resilience in their core customer base – typically higher-income consumers who are less affected by economic fluctuations.
For competitors, Kind's move creates pressure to follow suit or risk falling behind. Executive talent in specialized industries like food and beverage isn't infinite. By securing Simon now, Kind not only strengthens their own team but potentially denies that capability to competitors.
For the broader market, these counter-cyclical moves by mid-sized companies like Kind, Klosterman, and IRIS suggest a more nuanced economic picture than the simple "big gets bigger" narrative. While resource concentration at the top is real, companies with strong unit economics and clear growth strategies can still compete effectively for talent and market share.
The real question is whether these bets will pay off. Executive hires typically take 12-18 months to fully impact the business. By mid-2027, we'll know whether Kind's investment was prescient or premature.
The Bottom Line
Kind's hiring of Jared Simon as CCO isn't just another executive announcement – it's a strategic statement about their confidence and ambition despite economic headwinds. While many companies their size are cutting costs and losing talent to giants, Kind is investing in capabilities that could drive their next phase of growth.
The move challenges conventional wisdom about where talent flows during uncertain times and suggests that companies with strong unit economics can still make aggressive plays regardless of size. It also signals confidence in the premium snack category's resilience even as consumers face inflationary pressures.
Whether this counter-cyclical bet pays off remains to be seen. But one thing is clear: Kind isn't playing defense. In a market where retreat seems like the safer option, they're advancing. And that alone makes them worth watching.