The Mammoth in the Room: Why Harry's and Coterie Owner is Actually Building the Next CPG Giant
You’ve heard the saying, "Disrupt or be disrupted." For the last decade, razor startup Harry’s has been doing the disrupting. But somewhere between buying a 100-year-old German razor factory and acquiring a premium diaper brand loved by Karlie Kloss, Andy Katz-Mayfield and Jeff Raider looked at each other and realized they had accidentally built something much, much bigger than a shaving company.
Meet Mammoth Brands.
On April 9, 2025, Harry’s Inc. died. But like a phoenix... or, well, a woolly mammoth, a new corporate entity emerged. Armed with a portfolio including Harry’s, Flamingo, Lume, Mando, and the newly acquired baby care titan Coterie, Mammoth Brands has officially declared war on the old guard: Procter & Gamble, Unilever, and Kimberly-Clark.
The question isn't if they are a CPG giant. The question is how fast they will surpass the legacy titans. Let’s pull back the curtain on the strategy, the billion-dollar bets, and the IPO rumors swirling around this industry game-changer.
The Genesis: How a Failed $1.37B Merger Sparked the Rebellion
To understand Mammoth, you have to understand the near-death experience that gave it life.
Back in 2019, the DTC world was on fire. Schick owner Edgewell Personal Care offered a whopping $1.37 billion to swallow Harry’s whole. The founders were ready to cash out. It seemed like the classic story of the little guy selling out to Big Razor.
Then the Federal Trade Commission (FTC) stepped in. The deal was blocked. Edgewell walked away.
(Side note: In 2020, this felt like the worst day of the founders' lives. In hindsight? It was the best gift they ever got.)
Instead of fading into the corporate machine, Raider and Katz-Mayfield did something counterintuitive. They doubled down.
They took the money they would have walked away with and went on a spending spree. First, they bought a 100-year-old razor factory in Germany to control their own supply chain (a move that scared every legacy competitor). Then, they started building Labs. It wasn't just about selling razors anymore; it was about buying the playbook.
The "Mammoth" Identity: Why Rebranding Harry’s Inc. Mattered
Why rebrand to "Mammoth"? It’s not just marketing fluff.
“We’re trying to build a leading modern [consumer packaged goods] company, like if Procter & Gamble and Unilever were getting built today,” Katz-Mayfield told CNBC.
This is the critical distinction. P&G was built in the era of TV commercials and supermarket monopolies. Mammoth is being built in the era of the subscription box and the TikTok unboxing.
Their model is unique:
- Harry's dominates men's grooming.
- Flamingo handles women’s hair removal.
- Lume and Mando completely rewrote the rules of whole-body deodorant.
Raider compares it to building a "home" for founders. When Lume’s founder, Dr. Shannon Klingman, joined the stable, she didn't get swallowed. She got logistics, retail distribution, and digital marketing muscle to turn her "body deodorant" into a category leader.
The $1B Bet on Coterie: Disrupting Pampers and Huggies
If you wanted a signal that Mammoth is playing for keeps, look no further than the $1 billion+ acquisition of Coterie in late 2025.
Let’s talk about the diaper aisle for a second. Most people hate it. It’s dominated by P&G’s Pampers and Kimberly-Clark’s Huggies, which control a staggering 75% of the U.S. market. The products are... fine. But they smell like chemicals and feel like plastic wrap.
Enter Coterie. Founded in 2019, Coterie created a high-performance, hypoallergenic diaper. They are softer, more absorbent, and frankly, look better. They built a fanatic following of parents (and celebrity investors like Karlie Kloss and Ashley Graham) who were willing to pay a premium to avoid diaper rash.
With Mammoth stepping in, Coterie is about to explode. Mammoth’s "Omnichannel" playbook means Coterie won't just live online. It will show up at Wegmans, Whole Foods, and Amazon, directly taking shelf space away from the giants. That’s a $78.54 billion market they are now staking a claim in.
The Numbers Game: Revenue, EBITDA, and IPO Speculation
Strategy is great, but cash rules everything.
In 2024, the last full year before the Coterie deal, Mammoth generated $835 million in revenue and nearly $100 million in adjusted EBITDA. Moreover, they posted a revenue CAGR north of 20% over the last five years.
Think about that. While legacy giants are clawing for 2-3% growth, Mammoth is sprinting.
Now for the juicy part: The IPO. Bloomberg reported in January 2026 that Mammoth is weighing an Initial Public Offering as soon as the second half of this year. Job postings for "Head of Strategic Finance" later confirmed they are actively drafting S-1 paperwork.
Jeff Raider remains characteristically coy: “We’ll continue to evaluate the right capital structure for the business.” But make no mistake, a public Mammoth Brands would instantly become one of the most watched stocks on the NYSE.
Legacy vs. The Modern Playbook: P&G and Unilever Should Be Nervous
In the corporate world, legacy giants used to call startups like Harry's "ankle biters", annoying, but too small to kill. They aren't laughing anymore.
Here is why Mammoth is structurally different and frankly, better positioned for the 2030s:
- The Data Loop: Harry’s started online. They have a direct line to millions of customers. They know when you shave, when you run out of deodorant, and when your baby needs a new diaper size. P&G has to pay Nielsen for that data.
- The "Scrappy" Culture: Despite having 1,000+ employees, Mammoth maintains a "small, scrappy, entrepreneurial culture." They move fast. They don't need 18 layers of approval to change a label or launch a TikTok campaign.
- Founder-Friendly M&A: Most conglomerates buy a brand and ruin it with corporate bureaucracy. Mammoth lets founders keep their vision while providing "best-in-class talent, retail relationships, operational infrastructure".
Nik Modi of RBC Capital Markets sums up the shift: “I think it’s gotten to a tipping point”.
The Future of Consumer Packaged Goods is Here
So, is Mammoth Brands the next CPG giant? Honestly? They are already the largest CPG company built in the last 20 years. The only thing left is to unseat the ones from the last 100 years.
By masterfully blending the gritty reality of supply chain ownership with the luxury of direct-to-consumer relationships, Jeff Raider and Andy Katz-Mayfield have created the blueprint for the "Modern CPG." They don't just sell products; they sell belonging, efficiency, and frankly, products that actually work better.
The diaper aisle, the deodorant rack, and the razor shelf will never look the same again.
Contextual Call-to-Action (CTA): Are you a founder looking to scale? Or an investor watching the IPO horizon closely? Keep your eyes on Mammoth Brands. This is the future of the supermarket.
FAQ (Frequently Asked Questions)
Q: Who is the owner of Harry’s and Coterie?
Both Harry’s and Coterie are owned by Mammoth Brands, a modern consumer packaged goods (CPG) holding company formerly known as Harry’s Inc.
Q: Is Mammoth Brands going public (IPO)?
According to Bloomberg reports from January 2026, Mammoth Brands is actively weighing an Initial Public Offering (IPO) potentially in the second half of 2026. However, the company has not confirmed a fixed date yet.
Q: What brands does the Mammoth Brands portfolio include?
The current portfolio consists of Harry’s (men’s shaving), Flamingo (women’s hair removal), Lume (whole body deodorant), Mando (men’s deodorant), and Coterie (premium baby diapers).
Q: How much did Mammoth Brands pay for Coterie?
While the official terms were not fully disclosed, multiple financial outlets, including Reuters, reported the deal values Coterie at over $1 billion, subject to earnout targets.
Q: Why did Harry’s change its name to Mammoth Brands?
The company rebranded to reflect its growth beyond shaving. The name "Mammoth" signifies the scale and breadth of their vision to become a multi-category CPG leader on par with Procter & Gamble and Unilever.
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