Harry’s Owner vs P&G
Mammoth Brands, the company behind Harry’s razors, is making an ambitious push to challenge some of the largest names in consumer packaged goods, including Procter & Gamble and Unilever. What began as a direct to consumer shaving startup has evolved into a growing portfolio of brands that executives believe can compete across multiple consumer categories.
Founded in 2013 by Andy Katz Mayfield and Jeff Raider, Harry’s disrupted the razor market by selling directly to consumers online, offering lower prices and a simplified shopping experience. The strategy helped the company gain millions of customers and eventually expand into major retail chains, proving that digitally native brands could successfully compete with long established consumer products companies.
Today, that business has transformed into Mammoth Brands, a broader consumer goods company focused on acquiring and scaling emerging brands. The company’s portfolio now includes Harry’s, Flamingo, Lume, Mando, and premium diaper maker Coterie. The rebranding reflects a strategy that extends far beyond shaving products and positions Mammoth as a diversified consumer products powerhouse.
Building a Modern Consumer Products Company
Unlike traditional consumer goods giants that often rely on legacy brands and massive advertising budgets, Mammoth is betting on a different model. The company identifies fast growing direct to consumer businesses with strong customer loyalty and then uses its operational infrastructure, supply chain capabilities, and retail relationships to accelerate growth.
That strategy received a major boost in 2025 when Mammoth acquired Coterie, a rapidly growing premium diaper and baby care brand. Coterie had generated more than $200 million in annual revenue and built a loyal customer base through online subscriptions and premium products. Industry observers viewed the acquisition as a sign that Mammoth intended to expand aggressively into new consumer categories. Mammoth executives have said the company sees significant opportunities to help brands like Coterie scale through broader retail distribution while maintaining the direct relationships that helped them grow online.
Challenging Legacy Players
The company’s rise comes as traditional consumer packaged goods companies face increasing pressure from digitally native competitors. Consumers are increasingly discovering products through social media, online reviews, and subscription services rather than traditional television advertising.
Brands such as Harry’s and Coterie have leveraged those changing consumer habits to build loyal audiences before expanding into physical retail stores. That approach has allowed smaller companies to gain market share in categories long dominated by household names such as Gillette, Pampers, and Huggies.
Mammoth generated approximately $835 million in revenue during 2024 and nearly $100 million in adjusted EBITDA, giving the company significant scale as it pursues further expansion. Those figures place it among the largest independent consumer brands built through the direct to consumer model.
IPO Rumors Continue to Swirl
As Mammoth grows, speculation about a public offering has intensified. Multiple reports indicate the company has explored a potential initial public offering that could occur as early as the second half of 2026. Financial institutions including JPMorgan, Goldman Sachs, Barclays, and Wells Fargo have reportedly been involved in discussions surrounding a possible listing.
While the company has not formally announced plans to go public, an IPO would provide additional capital to fund acquisitions, product development, and further expansion into categories currently dominated by established consumer goods companies.
The Future of Consumer Brands
Mammoth’s growth reflects a broader shift in the consumer products industry. Rather than building a single brand, companies are increasingly creating portfolios of digitally native businesses that can share technology, marketing expertise, and operational resources.
Whether Mammoth can ultimately rival the scale of Procter & Gamble or Unilever remains uncertain. However, its rapid expansion demonstrates that direct to consumer startups are no longer niche challengers. They are becoming serious competitors capable of reshaping entire consumer categories. For Mammoth Brands, the goal is clear: build the next generation of household brands and prove that a modern consumer goods company can be created from the internet up.
