June 27, 2022

How Freshly Stands Out in the Crowded Meal Service Marketplace

“Convenience is king.”


Nora and Scott chat with Anna Fabrega who was recently appointed CEO of Freshly, the leading fresh, chef-prepared meal delivery service in the U.S. She offers insight into brand/marketing strategies, distribution, e-commerce, physical retail and tech. For more info on our presenting sponsor, check out grayscale.com/businesscasual

 

Hosts: Nora Ali & Scott Rogowsky

Producer: Bella Hutchins 

Video Editors: Mckenzie Marshall and Christie Muldoon

Production, Mixing & Sound Design: Daniel Markus

Music: Daniel Markus & Breakmaster Cylinder

Fact Checker: Kate Brandt 

Senior Producer: Katherine Milsop

VP, Head of Multimedia: Sarah Singer 

 

Full transcripts for all Business Casual episodes available at https://businesscasual.fm

Transcript

Nora Ali: For Morning Brew, this is Business Casual, the podcast that reveals the unexpected business story behind everything. I'm Nora Ali.

Scott Rogowsky: And I'm Scott Rogowsky. Nora and I are here for your ears, bringing you conversations with creators, thinkers and innovators who can tell us what it all means and why we should care. Now, let's get down to business.

Nora Ali: Scott, have you used a meal service before, any meal service?

Scott Rogowsky: I have been so close...I've come so close to signing for one of these services. I get the things in the mail, $30 off, $60 off, five meals free, 12 meals free, all these promos. And I sat down one day and I looked at the promo card and I said, "You know what? Let's try the dang thing, get some of these free meals." But then I just didn't...the sign up, credit card information. You've got to do the whole thing. I'm not good at just the minute tasks of like booking flights and e-comm. You have to just go...there's steps, Nora. And the filling out your information. I mean, you've got to do it all the time and I just...There's a lot of friction there for me, personally.

Nora Ali: Wow. You were making yourself sound like an old person, my friend.

Scott Rogowsky: I am an old person, but I just have so many things to...I have so many emails and...ugh. But meals...I love to eat, the bottom line is I should sign up for these things. I think I am going to try Freshly now.

Nora Ali: Try it.

Scott Rogowsky: I think I'm going to. Have you tried it?

Nora Ali: I don't think it was Freshly specifically, but I was signed up for a meal delivery service for a while when I first moved to an apartment in the financial district,, and I had stopped using it because I was getting too many meals. I wasn't able to go through them so they ended up in my freezer. I never returned to my freezer. But then hearing from Anna, that's something that they're tackling with Freshly, is making it easy for you to opt out of certain meals and change the frequency. So maybe I need to revisit it again too. But the meals that I had were pretty delicious, honestly. Stick it in the microwave and it tastes like a home-cooked meal, so I'm pro.

Scott Rogowsky: I think the more I think about it...because every morning I make breakfast and I make eggs or avocado toast or something. And then there's, you chop the onions and the mushrooms or the...There's just a lot of prep. I'm getting a little sick of the dish work afterwards.

Nora Ali: Sure.

Scott Rogowsky: So I think I can try, I'm ready to try. I've reached my tipping point.

Nora Ali: It's convenient, and the user experience these days make it really easy even for people like you, so you've got to check it out. So let's get to the conversation today. We are sitting down with Anna Fabrega, who is the CEO of Freshly. That is a leading prepared meal subscription service that aims to break down the barriers of healthy eating. And in 2020 Nestlé acquired Freshly in a deal that valued the company at $950 million. And prior to joining Freshly, Anna served as a managing director at Amazon. She helped drive the launch of Amazon Go and Amazon Kitchen. Anna joins us today to discuss the marketing challenges associated with healthy eating, their growth plan for Freshly, how they come up with their recipes, and her approach to new product launches. Our conversation with Anna is after a quick break. Hello, Anna.

Anna Fabrega: Hi.

Nora Ali: We're happy to have you on.

Anna Fabrega: Happy to be here.

Nora Ali: Let's start with the problems you're trying to solve with Freshly. So on the homepage of Freshly it says, "We believe eating right should be easy for everyone." So I imagine one of the issues is that it's not easy for everyone. So what is Freshly's mission, and what are those barriers that exist to eating healthy?

Anna Fabrega: Healthy means different things to different people. From a meals perspective, what we try to be is far less processed, if at all. Less sugar, more nutrients, but we're not polarizing people, and so we don't think that to be healthy you have to eat a bucket of kale or that you have to be zero carb. It's more about whole food, it's about fruits and vegetables and high-quality proteins. The other piece that's a barrier is just the time and the convenience. We did a study and we found that every day you make 35,000 decisions, and trying to figure out dinner after all of that—you just don't want to do it. So the convenience of having a service that can be delivered directly to your home, the convenience of having these meals already prepared, knowing that they're going to be good for you because they've been designed by a nutritionist, that they're going to taste great and that you can have it ready in three minutes, is really what we're all about.

Scott Rogowsky: And you can have your mac and cheese, you can have your chicken parm, right?

Anna Fabrega: That's right. And we might sneak in some butternut squash and we might use almond flour instead of refined bread crumbs, but you'll never know.

Scott Rogowsky: To fully explain what Freshly's product is and how it differentiates in the market—because it has become a crowded market, these meal subscription services, delivery services. This is not one of those things where you're sending the ingredients and you make it at home. These are fully prepared, fully cooked, and you just pop it in the oven or the microwave even, and it's that convenient.

Anna Fabrega: Yep. They're fully prepared. We have both single-serve meals, and then we also have multiserving like mix and match proteins and sides, and they're all microwaveable, ready in three minutes.

Scott Rogowsky: So when you describe it, it sounds like, "Why is everybody not doing this?" I mean, it just sounds so easy and you say—

Anna: Great question.

Scott Rogowsky: —it's healthy. Well, I mean, look, I think I'm a good person to ask that question to, because I frankly have never used a meal service. I don't feel like I have barriers to healthy eating, but I feel like I have more of a barrier to signing up for a meal service. So there's that barrier as well. And that seems to be—in my mind, it might even be a more difficult barrier to address. I mean, frankly, what is the total addressable market for people who would subscribe to a meal service? Have you done the research on that, and of those people, what are their demographics? I assume you have to make a certain amount of money to afford these services, or how does that—

Anna Fabrega: It's funny. I mean, our demographic is pretty broad from an income perspective and from an education level perspective. What we find is, our customers do tend to be busy balancers. They're juggling lots of things, they tend to be single. We do have some married couples and some people with kids, but the vast majority tend to be single, and they tend to gravitate around big life changes. So for example, we serve a pretty wide age range, twenties to thirties to early forties. And then we see another spike for people who are empty-nesters, who are now coming up with a different routine or who don't want to cook big meals anymore, and so it's pretty broad. I think to your point, one of the challenges is, it's a subscription and that feels like a commitment.

And so what we are trying to think about is the end-to-end customer experience and say, "You know what? It should be a convenience, not a commitment." And so we make it super easy for customers to skip a meal whenever, skip an order, that is, whenever they want. And I think the other challenge is fatigue. It gets old after a while, and so the distinguishing factors about Freshly is at any given point in time, we'll have 50 to 60 meals on the menu and we're constantly rotating them out. We constantly have seasonal offerings so that you don't end up having to deal with that fatigue factor.

Nora Ali: And just looking at the meals that are available on the website sounds great. It's 490 calories for cauliflower shell beef bolognese. And there is quite a big variety, but because you are coming up with new recipes and keeping the menu fresh, it sounds like that could become a little bit cost intensive as a team, but you're also trying to make it cost effective for customers as well. So how do you strike that balance of making sure the menu is high quality and there's variety, but keeping it affordable for your customers?

Anna Fabrega: We produce at scale, and so that obviously helps quite a bit. We're constantly iterating and so we don't have...If you think about a normal packaged product, the product development life cycle is massive and intensive and very expensive. For us, we're very scrappy with it. We have a nutritionist, we have an R&D kitchen, we develop a recipe, and then we go out and we produce it. And then we're constantly looking at customer feedback, saying, "Okay, do we need to add more sauce? Do we need to change something about this?" And if a meal isn't performing, then we can pull it right off. And so part of, I think, what makes us unique is that we have this level of agility that a lot of food companies don't have.

Nora Ali: What are some of the trends in what people are interested in? Because I'm seeing every item on the homepage is gluten free, which I'm happy about. I'm gluten sensitive, but obviously there's more focus on plant-based options, generally. What are people most interested in these days?

Anna Fabrega: We are actually introducing some meals with gluten. We actually have a few noodle bowls that are really, really popular. We rolled out plant-based, we rolled out Purely Plant towards the end of last year, because what we were finding is, 60% of consumers are saying we want to eat more plant forward. 65% of Freshly customers identify as flexitarian. Plant-based is a $7 billion industry, and so we were like, "Okay, if this is what customers want, That's what we need to go produce, but let's be really thoughtful about it. Let's come up with a proprietary protein blend, let's make sure that these items still meet our macros, that they're not too carb heavy, that they're not too fat heavy. And let's make sure that we have enough to have variety within plant-based, so that if you do choose to only eat the plant-based meals, there's enough to keep you interested."

Nora Ali: Did you say you have a proprietary protein blend? So that's developed in-house at Freshly?

Anna Fabrega: Yep.

Nora Ali: And why that route instead of going with all the other companies that are working on plant-based proteins?

Anna Fabrega: The primary reason is a lot of plant meat alternatives have gluten, and we went towards a gluten-free option, and so that eliminated quite a few. And then a lot of meat alternatives also tend to be highly processed,, so one of our key focal areas is again, minimal processing. And then we have an entire list of banned ingredients that we just won't use, because we don't think that they're a wholesome for you. So that was one of the reasons why we said, "Okay, we've got to go do this ourselves because we can't find a product that we feel good about including."

Scott Rogowsky: Do you have just a bunch of taste testers who are giving feedback on this? Because once you put it out there, it's out there. I guess you get feedback from customers, but is it that iterative tech process where, "Let's just get something out there, get feedback, and iterate"?

Anna Fabrega: No. We do go through pretty rigorous testing. We have an amazing team of chefs and meal developers. Studied at CIA, former restaurant owners; they're fantastic and the recipes they produce are awesome. So what we tend to try to do is look at, what are the flavor profiles that are trending? What are the flavor profiles where we have gaps? We don't need to have six different "chicken breasts with the side of vegetable" meals. But we may want to add a barbecued chicken taco or something. And then you actually have to what we call commercialize the recipe and figure out, how do you produce this? But thousands at a time.

Scott Rogowsky: Robots?

Anna Fabrega: And then...No. It's actually, it's nearly all human, you'd be shocked. We have some cool equipment like this massive grill, it grills just thousands and thousands of chicken breasts perfectly, it's pretty amazing.

Nora Ali: Wow.

Anna Fabrega: But for the most part, it's very manual. We use humans because again, it's the quality, it's the plating, and that's somewhat hard to do in certain areas if you're using too much automation. So we test it again very rigorously once we're going into production to make sure it's right, and then we have a whole quality check process.

Nora Ali: That's interesting. Intentionally leaning into the human element versus just trying to rapidly produce stuff at scale with machines. And to Scott's earlier point about this space becoming more crowded, there's more options. It does feel like a commitment when you're signing up for a subscription. What is your approach to marketing and to cut through the clutter and the noise, reach your target audience? I personally have been targeted by Freshly on my social accounts, so I'm curious what your approach is there to acquire new customers.

Anna Fabrega: Historically, we've leveraged social and that worked. And to your point, with more competition and also just with more people trying to advertise on social, and once you get to a certain size, it's just not as effective anymore. And so we've tried to focus more on, how do we think about the full funnel of marketing? So how do you start to build brand awareness? How do you start to build affinity for the brand, as opposed to just trying to almost just clickbait people into going to the site? Let's make them want to go to the site, let's make them want to learn more. And so a big part of that is upleveling our content. A big part of it is talking to customers about the problems that we help them solve, as opposed to just saying, "Hey, we are fresh and ready meals in three minutes," because everybody says that. So how can we differentiate ourselves from everybody else and how can we build that personal connection?

Nora Ali: Can you just explain that a little more, what you mean by upleveling your content and making sure it's not just clickbaity or the same message as other platforms? What does that actually mean?

Anna Fabrega: It may be instead of strictly advertising, "Hey, a hundred dollars off your first three orders," we're putting out content that's talking about 35,000 decisions that you make in a day and how we can help solve one of them, or something along those lines. Where you're like, "Oh yeah, that's me. I empathize with that person, I am that person." And so it's not that one or the other is better. It's that you have to do a combination. You have to bring people along that journey of like, "I know who you are. I think you can solve a problem for me. I'm ready to try you."

Scott Rogowsky: We're going to take a quick break, but more with Anna when we come back. We're talking about marketing Freshly and breaking through the noise, the clutter out there. A thought just occurred to me: We're constantly bombarded with things in our mailboxes, our physical mailboxes—catalogs or ValPak coupons or all these marketing materials. And sometimes there are free samples and things. Is it possible, or have you considered, just sending people meals? Just, a free meal and say, "Hey." Obviously, you figure out who might be the best high quality potential customers. Hey, shoot them a meal, "Here we go, on us." Is that legal?

Anna Fabrega: We've done a ton of experimentation. We have a "refer a friend" program that's very, very successful, because we find that our customers are our greatest advocates. We definitely tested into a "refer a box" where you could literally send your friend a box of meals. And it worked, but it probably wasn't the most cost effective way of going out and getting a new customer. What we have started to do, which I really love, is develop partnerships with other brands that align with our philosophy. So for example, we partnered with Tough Mudder. We're also a sponsor of the Baltimore Ravens, and so we go out to these events. So we'll go to Tough Mudder events and we're like, "Hey, hungry? Have a meal." Because to your point, trying the food makes a world of difference. And when you're a direct to consumer, like e-commerce-only business, it's really hard to get people to see you and to get that trial going.

Scott Rogowsky: There's the taste tests at supermarkets for...But it's a little different with a subscription, you don't have that physical—

Anna Fabrega: That's right.

Scott Rogowsky: —physical presence. I'm just hungry.

Nora Ali: Me too, Scott. So one of the harder demos to get, and what every brand is trying to get after, of course, is Gen Z. But you guys have been on the list of Ad Age's 20 Brands Gaining Gen Z Love in early 2022, which is a great honor. What has been your strategy for gaining traction with Gen Z? Why has it been successful, and what is it about that demographic that you think allows them to be drawn to a brand like Freshly?

Anna Fabrega: I think part of it is we're really trying to create the most effortless experience for customers as possible. And I think one of the attributes of Gen Z is, they want everything. They want super convenient, they want low price point, they want healthy, they want sustainable packaging. They want all of it, and we're like, "Okay, we can do that. We can figure out how to give you all of it and not having to make any trade-offs or compromises." I think that's a big piece of it and that's what we're constantly thinking about. In fact, we're getting ready to launch a packaging recycling program because that's one of the challenges, and we hear it from our customers all the time, like, "I love your service, but I hate that it's a box and there is gel packs and there's all this waste." So how do we make that easier for customers and make them feel good about subscribing to the service?

Scott Rogowsky: Well, that's actually one of the reasons why I tend to not go for subscription services, or even have food delivered. I remember one time in the pandemic, I ordered Amazon delivery or something, and it was absurd how much waste. The bags and the boxes and the plastic for a few items. What are some steps that you take currently to cut down on that waste and to be as efficient with...obviously, it saves money, the less packaging you use, but it's also better for the environment. I understand healthy eating is part of the mission, but is that eco-friendly aspect part of the mission as well?

Anna Fabrega: We actually have our own team of packaging engineers that are trying to leverage the latest technology to minimize real waste. And so for example, there's been a lot of strides in terms of compostable packaging, but right now the compostable packaging that's available on the market, there's a liner on it. And so you actually have to remove the liner to be able to compost it. And so we're trying to get ahead of the next round of technology that won't include that liner and that's fully compostable. We've looked at multiple ways of trying to cut back on the cooler packs. Our liners are made out of denim, which can be recycled. And so we're constantly trying to figure out how can we innovate, but do it in a way that will never ever ever compromise safety, and food safety, and the safety of our customers. And that's the balance that we have to strike, because you think about, we're shipping these boxes across the country and we have to make sure that we keep the food at a decent temperature to be safe.

Scott Rogowsky: How about edible packaging, Anna? There's an idea: The meal is the box.

Anna Fabrega: I mean, I'm just waiting for the corn bowls to come out and you can just chip it out.

Scott Rogowsky: Yes.

Anna Fabrega: It'll be great.

Scott Rogowsky: Willy Wonka style. Just eat the door, eat the factory.

Nora Ali: And a new meaning for packing peanuts. Maybe use real peanuts, I don't know. Anna, I'd love to get into your career. So you joined Freshly in 2021 as a chief commercialization officer, and then just 10 months later you're promoted to CEO. To what do you attribute your success in getting promoted so quickly at Freshly?

Anna Fabrega: Oh wow. That's a great question. I think part of it is, I don't recognize lanes and so even though I came in as chief commercialization officer, I immediately got my hands into every part of the business, both to try to understand it and learn it, but also to try to understand where there was opportunity. Especially because we were at this critical point where the playbook and the strategy that had worked for us for so long wasn't working as well anymore. And we really needed to pivot strategically as a business, and so I think that positioned me to when the previous CEO and founder decided to step down, to be his successor.

Nora Ali: Did you have to change anything about the mindset or strategy to shift away from that startup mindset to a more established and growth company that's sustainable, but not so focused on that hyper growth that you might see in an early stage startup?

Anna Fabrega: Yeah, I think there are parts of the startup mentality that I actually never want to lose. There's scrappiness, there's fail quickly, be willing to take some risks. I think there's a place for that even in a scaled business. Where we had to start to think differently and pivot was building out more financial rigor, more operational rigor. So as an example, oftentimes early stage startups, they're not worried about their costs at all. They're not thinking about it, they're just thinking about growth, and I'm of this perspective that constantly thinking about how you can reduce costs over time is like breathing. You do it no matter what, no matter where you are in the life cycle of the business.

The second piece is as the organization scales, you can't be a top-down culture. You have to start empowering the entire organization to think critically and to make recommendations. And so I will often say, I'm not the decision maker, I am the recommendation approver. So come with your recommendation and be ready to talk about how you got to that recommendation, because just because you're a VP and you say, "This is what I think we should do" doesn't just mean that I'm going to accept it. I'm going to want to know how you got there, because if we're aligned with how you got there, then it's almost guaranteed that we're going to be aligned with what you want to do.

Scott Rogowsky: Show your work.

Anna: That's right.

Scott Rogowsky: Show your work. And big things happening in the last couple years at Freshly. Nestlé acquired Freshly in 2020 just before you arrived at the company, valuing Freshly at $950 million, with potential earnings up to $550 million, contingent to the successful growth of the business. This is big leagues now. Now you have Nestlé, one of the biggest international corporations, at the helm. What is the strategy to meet these earnings expectations and growing this, now that you have a corporate overlord to answer to?

Anna Fabrega: Nestlé's been great in that they've been very hands-off. They've kind of like, "You guys go and meet your financial targets, but we're not going to impose our systems and our ways, because we understand that you're different." We're a very different model, very different business. So in that regard, it's been awesome, because where we want and need support, they provide it, but they're not pushing anything at us, and so that's been great. The approach is really, grow the company in a profitable way, which is different than a lot of startups.

So that's what we're doing is we're saying, all right, like now to what I mentioned before, let's establish some rigor around operations, let's establish the right set of metrics. Let's make sure that we are looking at the right numbers, that we're identifying defects and then root causing them and getting rid of them, and do that and grow at the same time. So it's almost like the plane is up in the air and we're doing maintenance, and we're flying at 500 miles per hour, so we're trying to do all the things and innovate on how do we accelerate growth.

Nora Ali: Let's take another very quick break. More with Anna when we come back.

Let's dig in a little bit more into that innovation that you started to mention. So as you think about new product launches, as you are in this family with Nestlé, what is that process in coming up with new product lines and leaning into new areas? Like you were mentioning the proprietary proteins—that seems like its own business almost, to try to develop that further. So what is that process when you're thinking about new product launches for the company?

Anna Fabrega: Yeah, I mean, I think we try to identify what the customers want, and then what can we do really, really well. So as an example, a year ago, we were all hands on deck trying to go develop salads. Salads are really hard to do well and keep fresh and ship it across the country, just really hard. And so we kept running into all of these roadblocks and I finally said, "You know what? We can't do it well. If we can't give customers the best possible salad then we're not going to do it, let's not do it."

So it starts with what are our capabilities and what can we do well, what do customers want? Another thing that is top of mind, if you go and talk to people, what they want now is customization. And so we're thinking about how do we give people the ability to customize? Maybe they want their sauce on the side, maybe they want the ability to add avocado slices to something or whatever. So we're also thinking about, what are the current trends? What do people need? How can we innovate, not just with new product lines but also with the kinds of meals that we offer as our core line? And then the last part is, right now, we're primarily a lunch/dinner option and people eat breakfast, people eat snacks, and so you can see where that's going.

Nora Ali: For things like the customization, personalization, is that something you might decide to charge more for? Or how do you think about premium services and getting more revenue out of these custom experiences or elevated experiences?

Anna Fabrega: I think about, for example, if we have a stew and you want to add a baguette to it. Yeah, why wouldn't we let you add that to your order for a couple bucks or something? I think part of it is, there's a convenience to having a recurring order, but not every week looks the same. And so how do we make it super flexible for you? If you want one week to order six meals and the next week you want 10 meals, and then the next week you only want four meals but you want four granola bars added in, let's make sure that you can do that really easily and that you're not always locked in.

Scott Rogowsky: I have questions about the logistics of the operation. You mentioned a few times shipping across the country. Is there one centralized location where you have this 4,000-square-foot grill that you're cooking everything from, or are there satellite kitchens throughout different regions of the country? Because there's a freshness aspect to this, like you mentioned with the salads, you have to get things on time. And also are you beholden to a shipping company to make sure that these meals arrive at times? I mean, you're saying lunches and dinners and now you're talking about breakfast—how do you get something to arrive in the morning versus afternoon versus the night? It seems like there's a lot of issues here.

Anna Fabrega: Yeah. No, it's complex. We actually have four places where we manufacture the food, and then we have four different distribution sites, east coast, west coast. So it's interesting: 93% of our shipments arrive next day to a customer. So that's helpful, because with fresh food, you have no margin for error. So if the shipping company is late, you're screwed. So we actually partner with several different shipping companies and we're constantly trying to balance different service levels and performance to make sure that we're not disappointing customers. It's definitely been more challenging lately with all of the supply chain issues and the labor shortages, like truck drivers are impossible to find right now. But our logistics team has done a really good job of constantly moving things back and forth to make sure that we've got the right coverage.

Nora Ali: And you have a lot of experience on the logistics side and navigating all of that. You were at Amazon previously, it's very cool. You were a part of the launch of Amazon Go and the Just Walk Out technology. Zooming out a little bit, thinking about customer preferences when it comes to commerce generally. What do you think are going to be the big movers as to how we shop, how we get food delivered, other items delivered? Is it going to be this automation where you walk into a place, it knows what you want, you walk out, you don't have to take any credit cards out? What do you think are going to be sort of the big frontiers when it comes to delivery and commerce?

Anna Fabrega: I think convenience is king, and I think convenience can be different things. And so from my perspective, there is a hybrid omnichannel approach that is probably the right model. So sometimes I want to be able to get something in 15 minutes; sometimes I want to be able to plan. Sometimes I want to be able to go and touch it and feel it and try it before I buy it. And so it's not all e-commerce, it's not all on-demand delivery. It's a combination. And to the extent that companies can offer that choice in the most convenient way possible, I think that's how you win. And so the premise with the Amazon Go stores and Just Walk Out, we started out locating them in really dense urban environments, because our primary customers were commuters on their way into work, on their way out of work ,and it's impulse, almost. And so that's not something where DoorDash or Uber Eats or whatever is going to solve your need. I think it's a combination of a bunch of things.

Nora Ali: Definitely.

Scott Rogowsky: Yes. But now it's time for Anna to check out Quizness Casual, the Business Casual quiz. That's right. You might know something about these, and you do have—

Anna Fabrega: I hope so. I'm terrible at trivia.

Scott Rogowsky: Yeah. You do have Nora here to lean on, okay?

Anna Fabrega: Great.

Scott Rogowsky: You'll be teammates for these. So let's get down to it. Qumero numero uno: Which of the following subscription meal delivery services does not offer a vegan option? HelloFresh, Purple Carrot, Green Chef, or Sprinly.

Nora Ali: Hmm. Isn't Purple Carrot vegetarian? So I would think they—

Anna Fabrega: I feel like Purple Carrot is.

Nora Ali: I think they'd have vegan options.

Scott Rogowsky: Deductive reasoning, this is good.

Anna Fabrega: Sprinly. What was the second to the last one?

Scott Rogowsky: Green Chef.

Nora Ali: Green Chef.

Anna Fabrega: Their name is green.

Nora Ali: It sounds like there'd be vegan options.

Anna Fabrega: I feel like it's Green Chef, but because Sprinly makes me think it's vegetabley.

Nora Ali: Sure.

Scott Rogowsky: Remember, vegan and vegetarian are different. I'm asking about, they all have vegetarian options, but vegan. A vegan menu.

Nora Ali: Who does not have vegan?

Anna Fabrega: I'm going to go Green Chef.

Nora Ali: All right. We're going Green Chef.

Scott Rogowsky: Green Chef happens to be a healthy and organic meal kit service that does offer vegan options. But HelloFresh, while offering vegetarian options, does not go full vegan.

Nora Ali: No.

Anna Fabrega: Oh, man. I should have known that.

Scott Rogowsky: HelloFresh.

Nora Ali: Now you know.

Scott Rogowsky: Goodbye, fresh. Hello, Freshly, that's the next billboard. All right. Let's try Q2 here: Which of the following companies is not a subscription-based shaving slash razor company. Another one of these not questions, so three of them are, one is not. Billie, Harry's, Athena, or Terry?

Nora Ali: Billie and Harry's is definitely yes. What were the last two?

Anna Fabrega: Athena sounds like it is.

Scott Rogowsky: Athena.

Anna Fabrega: And Larry—what was the last one?

Scott Rogowsky: And Terry. Just throwing random names.

Nora Ali: Larry, Terry, Gary.

Anna Fabrega: Larry for sure is not one.

Scott Rogowsky: Larry is not one. Is Terry?

Nora Ali: It feels like a trick answer because it rhymes with Harry's.

Anna Fabrega: I know.

Scott Rogowsky: Yeah. Terry's, Harry's, yes. Terry is not—

Nora Ali: Yes.

Scott Rogowsky: —a subscription-based anything as far as we can tell. Nice job, you're one for two here. Let's make it two for three and win it out, all right? What is the name of Ellen DeGeneres's quarterly subscription box? Laugh Box, Be Kind, Sugarwish, or BloomBox.

Nora Ali: Hmm.

Anna Fabrega: Isn't her whole thing Be Kind?

Nora Ali: Yeah, it is her thing.

Scott Rogowsky: Ironically.

Nora Ali: Ironically. Yeah. It's a bit of a controversial subject. I don't know, do you want to go with that?

Anna Fabrega: I guess I'll go with Be Kind.

Nora Ali: All right.

Anna Fabrega: Sometimes the obvious is the right.

Nora Ali: Are we in the right direction, Scott, can you give us—

Scott Rogowsky: You certainly are.

Nora Ali: Yes.

Scott Rogowsky: Be kind, rewind...Be Kind by Ellen.

Anna Fabrega: Okay, so the only one I missed is in my industry. Thank you for that.

Nora Ali: That one was a very specific question though, so it's okay.

Scott Rogowsky: Well, that's it. You got two for three, congratulations. You are a winner, baby.

Nora Ali: Woo.

Scott Rogowsky: And you've also been a wonderful guest. Thank you.

Anna Fabrega: Thank you. This was fun.

Nora Ali: Thank you, Anna.

Scott Rogowsky: Well, how about that episode, folks? That was tasty, that was delivered fresh. Nora and I loved hosting that episode—but you know what we love even more? Hearing from you. We want the reviews on Freshly, on meal deliveries. What do you think about it? Let us know. Send us an email at businesscasualmorningbrew.com or DM us on Twitter, that's B-I-Zcasualpod with your thoughts.

Nora Ali: You can also leave us a voice memo on our website. That's businesscasual.fm, or give us a ring and leave us a voicemail; our number is 862-295-1135. And as Business Casual grows, we're excited to get to know our listeners, old and new. Drop us a line, and don't forget to leave your name and where you're calling or writing from, so we can hear from you in a future episode.

Scott Rogowsky: Business Casual is delivered fresh daily by Katherine Milsop and Bella Hutchins. Additional production sound design and mixing by Daniel Markus. Sarah Singer's our VP of multimedia. Kate Brandt is our fact checker. Music in this episode from Daniel Markus and The Mysterious Breakmaster Cylinder. If you like what you heard, please follow Business Casual on Spotify, Apple Podcasts, or wherever you want to get served your audio meals. And we'd love it if you give us a great rating and a review.

Nora Ali: Thanks for listening to Business Casual. I'm Nora Ali.

Scott Rogowsky: And I'm Scott Rogowsky.

Nora Ali: Keep it business.

Scott Rogowsky: And keep it casual.