Leadership philosophy
“Building a brand first requires building a relationship.”
Brian founded TruLife on a straightforward premise: a brand shouldn't need to open a U.S. office, hire a domestic sales team and learn FDA compliance from scratch in order to sell in America.
He works on every engagement directly. Brands come to TruLife because they want the person who knows the buyers in the room, not a coordinator relaying messages to one.
In his own words
Brian on what he saw international brands get wrong in the U.S., why he left the family business to build something different, and what he wanted TruLife to be accountable for.
Also on camera · Brian interviewed by ECRM’s VP of Content
Watch · Why I started TruLife
Plays from YouTube · nothing loads until you press play
How he works
If a product isn't ready for U.S. retail, that belongs in the assessment, not after the contract.
Compliance, then infrastructure, then buyers. Skipping ahead is why well-funded launches stall.
The barrier to U.S. retail is relationships and execution, not information.
Author archive
Every guide in the Knowledge Center carries his byline, a review date, and a named owner.
The rest of the team
Operations, sales, compliance coordination, marketing and business development — ten people in one office, and the person who evaluated your product is the person in the buyer meeting.
U.S. Market Assessment
Send us your product and your numbers. We come back with a written assessment of what entering U.S. retail would require and what it would realistically return.
