In the scorching summer of 2009, University of Texas student Daniel Goetz found himself craving a cold, refreshing treat without artificial ingredients or excessive sugar. That simple desire sparked what would become a frozen dessert empire now valued at $63 million.
“I was just looking for something that tasted good but wasn’t loaded with junk,” Goetz told me during our interview at GoodPop’s Austin headquarters. “When I couldn’t find it, I figured maybe other people were looking for the same thing.”
What began as a modest farmers market stand has transformed into GoodPop, a natural frozen treats company now stocked in over 7,000 stores nationwide including Whole Foods, Target, and Kroger. The company reported 2024 revenue exceeding $18 million, representing 25% year-over-year growth during a period when many food startups struggled.
The path from college side-hustle to multi-million dollar business offers valuable lessons for aspiring entrepreneurs. According to data from the Small Business Administration, approximately 20% of small businesses fail within their first year. GoodPop not only survived but thrived by focusing on clean ingredients and social responsibility.
“When we started, we weren’t trying to build a massive company,” Goetz explained. “We just wanted to make something better than what was available.”
Better meant all-natural ingredients, less sugar, and no artificial additives. The original products—simple fruit pops made with organic ingredients—quickly gained popularity at Austin farmers markets. Consumer demand for cleaner food options has grown substantially since GoodPop’s founding, with the organic food market expanding at approximately 9% annually according to the Organic Trade Association.
Market timing played a crucial role in GoodPop’s success. The company launched just as consumer awareness about food ingredients was rising dramatically. A 2023 International Food Information Council survey found that 63% of Americans now regularly check ingredient labels, compared to just 37% in 2010.
“We were ahead of the curve on clean ingredients,” said Goetz. “But we never compromised on taste. That’s always been the priority.”
The company faced typical startup challenges—limited capital, production constraints, and distribution hurdles. Initially, Goetz made popsicles in a rented commercial kitchen space and delivered them personally to local businesses in a cooler strapped to his bike.
Getting into Whole Foods in 2011 marked a turning point. The natural foods giant provided not just wider distribution but valuable mentorship through its local producer program. According to food industry consultant Barb Stuckey, president of Mattson, this relationship model has become increasingly common as large retailers seek authentic brands with compelling stories.
“Retailers like Whole Foods recognized that consumers were looking for more than just big national brands,” Stuckey noted in a recent industry report. “They wanted products with transparency and purpose.”
GoodPop certainly fits that description. Beyond clean ingredients, the company embraced social responsibility early on. Their “Pledge Good” initiative has donated over $500,000 to environmental and social causes, including partnerships with organizations addressing food insecurity and environmental protection.
This purpose-driven approach resonates with consumers, particularly millennials and Gen Z. Research from McKinsey & Company shows that 65% of younger consumers prefer brands that take stands on social issues they care about, compared to just 38% of baby boomers.
Financing posed another challenge. Rather than pursue traditional venture capital, Goetz opted for a mix of angel investors, strategic partnerships, and growth financed through revenue. This allowed the company to maintain its values and vision while growing at a sustainable pace.
“We’ve been approached by big food conglomerates offering acquisition deals,” Goetz revealed. “But independence lets us stay true to our mission.”
That independence proved crucial when navigating supply chain disruptions during the pandemic. While many companies struggled with ingredient shortages and logistics problems, GoodPop leveraged its relationships with smaller suppliers to maintain production.
GoodPop’s product line has expanded beyond the original fruit pops to include organic dairy options and innovative flavor combinations like Watermelon Agave and Cherry Limeade. Each new product adheres to the company’s “no junk” promise—a commitment that has built remarkable customer loyalty.
“We see a 68% repurchase rate, which is exceptional in our category,” said Goetz. Industry averages for frozen novelties hover around 42%, according to IRI data.
Looking ahead, GoodPop plans continued expansion while maintaining its founding principles. The company recently introduced compostable packaging and aims to achieve carbon neutrality by 2026.
For college entrepreneurs inspired by GoodPop’s journey, Goetz offers this advice: “Start with a problem you genuinely want to solve, not just a business idea. And be prepared to evolve constantly.”
The evolution continues for GoodPop, with new product lines planned and distribution targets extending beyond U.S. borders. From a college student’s simple craving to a national brand valuation of $63 million, GoodPop demonstrates how purpose-driven entrepreneurship can create both financial success and positive impact.
As our interview concluded, Goetz handed me their newest flavor—a tangy passionfruit popsicle with just five ingredients. “Simple,” he said with a smile. “But that’s always been our thing.”
Sometimes the most successful business ideas really are that simple.
