From Kitchen Counter to $173 Million: The Relentless Rise of Trubar

It started with a wooden tray, a handful of protein bars, and a simple, scrappy proposition at local independent shops: "Put these on your counter and see if they sell."

Today, that humble experiment has evolved into a powerhouse of the "better-for-you" snack industry. Erica Groussman, the founder and CEO of Trubar, has navigated a turbulent path—from the brink of a $7 million debt crisis to a $173 million acquisition by Turkish snack giant Eti Gida. With her products now stocked in 32,000 U.S. retail locations and a 2025 gross revenue of approximately $100 million, Groussman’s journey serves as a masterclass in resilience, hands-on leadership, and the power of iterative product development.

The Genesis: An Epiphany in the Happiest Place on Earth

Groussman’s path to entrepreneurship was anything but linear. Before becoming a titan of the snack industry, she studied communications at UCLA and built a career in film finance and real estate. However, it was her transition into motherhood that ultimately sparked the idea for her company.

During a family trip to Disney, Groussman found herself struggling to find a portable snack that provided the benefits of a protein bar without the unpleasant physical aftereffects. "I remember just feeling very ‘ucky,’" she recalls. "My belly was very distended and uncomfortable. That was my epiphany. There has to be a better way."

Her goal was ambitious: to bridge the gap between "healthy" and "indulgent." She sought to create a protein bar that satisfied the cravings of a dessert lover—offering flavors like Daydreaming About Donuts and Oh Oh Cookie Dough—while maintaining a nutritional profile that wouldn’t leave the consumer feeling bloated or sluggish.

A Chronology of Growth and Grit

The Early Days: The "Counter" Strategy (2018–2019)

After securing initial funding from friends and family, Groussman partnered with a food scientist to perfect the formula. She launched Trubar in 2018. Her go-to-market strategy was hyper-local. She walked into juice shops, delis, and beauty salons, asking owners to place her bars on their counters. This allowed for real-time customer feedback and immediate validation of the product’s appeal.

The Debt Crisis (2019–2020)

As the brand gained traction, Groussman made a decision that nearly cost her the company. She hired an outside operator to manage the business, believing that someone with more "industry experience" could scale the brand faster. It was a costly error. The operator’s spending quickly outpaced revenue, leaving the company with a staggering $7 million in debt. While her husband urged her to walk away, Groussman doubled down, reclaiming full control and committing to saving the brand.

Retail Breakthroughs (2020–2022)

Armed with lessons learned from her brush with insolvency, Groussman pivoted to high-stakes retail. Her persistent outreach on LinkedIn landed her a trial run at Whole Foods. With zero marketing budget, the bars became top-sellers, outperforming legacy brands. A subsequent entry into Costco began with a rocky start in Canada, but a successful pivot to the U.S. market turned the warehouse chain into a cornerstone of her distribution strategy.

Public Markets and Acquisition (2023–2026)

In 2021, Trubar was acquired by a publicly traded holding company. The experience was, at times, frustrating for Groussman, as she watched the revenue generated by her brand being used to prop up failing sister companies. However, by 2024, she had risen to the role of CEO of the parent company, successfully rebranding it around the Trubar identity. This stability paved the way for the 2026 acquisition by Eti Gida for $173 million.

Supporting Data: By the Numbers

The scale of Trubar’s success is reflected in its recent performance metrics:

• Retail Footprint: Currently present in 32,000 retail locations across the United States.
• Annual Revenue: The company grossed approximately $100 million in 2025.
• Volume: In 2026 alone, Trubar shipped nearly 46 million individual protein bars.
• Acquisition Value: The 2026 deal with Eti Gida valued the company at $173 million.
• Team Size: The organization maintains a lean, highly efficient team of approximately 28 employees.

A Hands-On Leadership Philosophy

Groussman’s management style is defined by her refusal to be a "distant executive." She remains intimately involved in every facet of the business, from product R&D—where she still personally tests for texture and aftertaste—to emergency logistics.

Crisis Management

Her approach to problem-solving is best described as "mama bear" intensity. When a shipment destined for Walmart was delayed, she bypassed the standard supply chain, personally sourcing a new packaging partner in just two weeks. In another instance, when a label misprinted the nut type, she led her team to local stores to purchase stickers, fixing the error on-site before the delivery deadline.

The "80% Rule"

Groussman advocates for a philosophy of "solve first, diagnose later." She warns that many founders are paralyzed by the need for perfection. "Just get 80%, just go," she says. "Just start, just do what you can do and just start etching away and moving in the direction."

Hiring for Chemistry

When it comes to building her team, Groussman prioritizes character over credentials. "You interview for your resume; you hire for chemistry," she explains. She seeks employees who can think on their feet, take ownership of their decisions, and thrive in an environment where speed is often more valuable than administrative protocol.

Implications: The Future of the "Better-For-You" Category

The acquisition of Trubar by a global entity like Eti Gida is not an exit for Groussman; she views it as the beginning of a global expansion. The implications for the snack industry are significant:

1. Consumer Shifts: Trubar’s growth signals that consumers are increasingly prioritizing "functional indulgence." The days of choosing between taste and health are waning; the market is now demanding both.
2. The Founder’s Role: Groussman’s career highlights a shift in how modern CEOs are perceived. Her ability to remain CEO of her brand even after a major acquisition suggests that large corporations are beginning to recognize the value of keeping original, "scrappy" founders in the driver’s seat.
3. Future Growth: With the launch of Trubar Kids and Trubar Pro, the company is signaling its intent to capture every demographic in the household. By leveraging Eti Gida’s global supply chain, Trubar is poised to move from a U.S. staple to an international household name.

For aspiring entrepreneurs, the Trubar story is a testament to the fact that the most successful businesses are often built not in a boardroom, but on the ground—one counter, one customer, and one "scrappy" test at a time. As Groussman puts it, "I’m not done. It’s my baby."