Published: 03/18/2026
Last updated: 03/25/2026
Most supplement brands compete on claims. INDI Supplements competes on trust. Co-founders Helen and Chris built INDI Supplements from a simple frustration: a market full of synthetic, pill-based products that people would take for a few weeks and quietly abandon. Their answer? A tight range of natural, powder-based blends that do the hard work so the customer doesn't have to. Simple, but really smart.
In a recent episode of Treyd Secrets, host Peter Beckman sits down with Helen and Chris to unpack how they've built a multi-channel nutrition brand – across DTC, Amazon and retail – with a team of five. If you’re interested in staying focused under pressure, doing more with less, and making the hard trade-offs that actually move the business forward, this one’s for you.
Keep the range tight
As INDI grew, the temptation to chase trends was real. Collagen. Creatine. Menopause supplements. Customer requests kept coming. Helen and Chris kept saying no. Their logic is straightforward: they'd rather reformulate an existing product three times than launch ten mediocre ones. Body – now being renamed Daily Gut – has gone through four iterations. The formulation has changed. The format has changed. The name is changing. That's not indecision. That's product obsession.
For any inventory-heavy business, it’s worth remembering: SKU proliferation is a silent margin killer. A focused range is easier to forecast, easier to finance, and easier to sell.
Test before you scale
INDI's snack bar – now growing at 50% month on month – didn't start with a big manufacturer and a large purchase order. It started with a pilot, a smaller supplier, and a direct ask to their existing customer base.
Only once they had evidence did they pitch the UK's biggest bar manufacturer. And yes, they had to pitch to get the work – a reminder that small brands often have to earn their place in the supply chain, not just buy their way in. Before locking in volume, they still send samples to customers for feedback. It delays the launch. They do it anyway.
Treat retail as a marketing channel
INDI's channel split today is roughly 75% DTC, 20% Amazon, 5% retail. The margins in wholesale are tight – but that's partly the point.
Helen and Chris treat retail exposure as a brand-building cost. A customer who discovers INDI in Whole Foods and then subscribes online is a valuable acquisition. The shelf placement in Selfridges didn't move huge volume. But it moved trust. And in supplements, trust converts. The bar is now leading the retail charge. It's an easier sell, a lower price point, and a natural entry into the brand for customers who aren't ready to commit to a supplement subscription.
Price for access, not just margin
INDI recently lowered the RRP on two of their products after realising cost savings from scale. Chris – self-admittedly the money guy – wasn't immediately enthusiastic. Helen pushed it through anyway.
The argument: if the mission is to get effective nutrition into as many people's hands as possible, the price has to reflect that. Competitors charging £70–90 a month are pricing out a huge chunk of the market. INDI doesn't want to be that brand. The early signal from Amazon backs the decision. A trial pack reduced from £12 to £10 saw a 150% jump in conversion rate within the first week.
Cash flow is the hardest problem – stay close to it
With 50% of DTC revenue coming from subscribers and a 91% repurchase rate on the bar, INDI has decent demand visibility. But retail expansion – potentially with several major retailers coming on at once – creates real cash timing pressure. The gap between placing POs and getting paid doesn't disappear as you grow. Working capital for product businesses.
Their approach: experienced advisors on speed dial, and a supply and ops hire who lives in the numbers. The cash flow timing gap – between placing POs and getting paid – is something they watch closely every single day.
What it comes down to
INDI is a good reminder that building a credible consumer brand isn't about the loudest launch or the biggest range. It's about getting the product right, being honest on price, and knowing which channels are actually worth your attention at each stage of growth.
💜 Did you learn something? Share with a founder in your network and we'll owe you one.
💜 To hear the full conversation, find Treyd Secrets episode 18 on Spotify and Apple Podcasts.
→ Want to understand the mechanics behind the cash gap? How to unlock a faster cash conversion cycle.
→ Want to learn more about contribution margin and e-commerce profitability? Lessons from StoreHero co-founder Thomas Gleeson here.