In the competitive world of food and beverage, standing out requires not just innovation but a deep understanding of market needs. Mazen Kanaan, CEO of House of Pops, has managed to carve a niche with a unique proposition: healthy and delicious popsicles. In an exclusive interview with Ashish Tulsian on Restrocast, Mazen shared his journey from a corporate executive at Unilever to an entrepreneur leading a beloved brand. His story is one of insight, perseverance, and a relentless pursuit of quality and sustainability.
Let’s start with your early years. Can you tell us how it all began for you?
Mazen Kanaan: I originally come from Lebanon, where I studied economics and finance. My corporate journey in F&B began with Unilever. I spent 13 years with them, working in Saudi Arabia, Turkey, and Dubai. My last eight years there were spent handling the ice cream business, where I noticed a gap in the market for tasty yet healthy ice cream. This insight led to the creation of House of Pops.
What made you recognize this gap in the market?
Mazen Kanaan: During my market visits, I observed an increasing demand for health and wellness products in various snack categories, but not in ice cream. Traditional ice creams were high in fat and sugar, with no healthier alternatives. This market insight, combined with my ice cream background, highlighted a golden opportunity to create a product that was both delicious and healthy.
Can you share some insights from your 13 years at Unilever?
Mazen Kanaan: My journey at Unilever began in sales and transitioned to marketing. I started managing key accounts like Carrefour and then moved to brand management for Lipton. Unilever’s structured approach to brand building taught me the importance of local consumer insights. Later, I worked on ice cream brand development in Turkey, which involved creating new products and campaigns tailored to local preferences.
How did you manage the leap from a corporate job to entrepreneurship?
Mazen Kanaan: It was driven by a mix of excitement and a bit of foolishness, which I believe is essential for entrepreneurship. Initially, I had some savings, which provided security. However, once I started House of Pops, I had to balance it with another job to sustain the business financially. This phase involved significant personal sacrifices, but the excitement of building something new kept me going.
How did you and your co-founder, who is also your wife, manage the early challenges?
Mazen Kanaan: It was tough, especially since we started the business shortly after getting into a relationship. My wife, Marcella, handled the ground operations while I juggled between my job and the business. We faced numerous challenges, including managing our personal relationship amidst the business pressures. Over time, we learned to balance our roles and responsibilities, making it work both professionally and personally.
Can you describe the unique aspects of the ice cream business and your approach to manufacturing?
Mazen Kanaan: Ice cream has higher barriers to entry due to the cold chain requirements, but this also limits competition. We started with a small kitchen and now have a 700 square meter facility. Our product differentiation lies in purity, wellness, and sustainability. We use only natural ingredients, and our packaging is compostable, aligning with our brand’s values.
How do you ensure a consistent and delightful customer experience at House of Pops?
Mazen Kanaan: We emphasize health and wellness while maintaining a fun and approachable brand image. Our stands are designed to attract both kids and adults. We train our promoters to be engaging and knowledgeable, and we use mystery shoppers to ensure high service standards. Our brand communication highlights our product’s natural and sustainable aspects, reinforcing our commitment to quality.
What’s your strategy for listening to and incorporating customer feedback?
Mazen Kanaan: We have a structured program called Triple C (Consumer and Customer Connect). Every team member, including myself, spends time in the market and works shifts in our stores. This hands-on approach keeps us connected to our customers and their feedback. We also monitor social media closely to address any concerns and continually improve our offerings.
How do you maintain personal growth and well-being amidst the demands of running a business?
Mazen Kanaan: I find podcasts to be a great source of knowledge. For physical and mental wellness, I play Padel four times a week, which helps me disconnect and rejuvenate. Additionally, I’ve developed a hobby for making espresso, which adds a calming routine to my mornings.
What’s next for House of Pops, and where do you see the brand heading?
Mazen Kanaan: Our focus now is on expanding our product range and geographical footprint. We’re introducing new products like cups, bites, and scooping options. We’re also expanding through distribution and franchise agreements in the GCC and seeding operations in Europe. Our goal is to build a strong, recognizable brand that can compete with the biggest names in the industry.
Mazen Kanaan’s journey from a corporate professional to the CEO of House of Pops is a testament to his vision and dedication. By identifying a unique market gap and committing to quality and sustainability, he has created a brand that resonates with health-conscious consumers. As House of Pops continues to expand, Mazen’s innovative approach and commitment to excellence promise a bright future for this budding brand.
