Success with America's largest retailers rarely comes from a single meeting or product pitch, according to retail veteran Mitch Gould. It comes from understanding how large-scale retail actually works, particularly as retailers such as Costco, Walmart, and Home Depot continue to tighten requirements around pricing discipline, supply chain reliability, and regulatory compliance. This has resulted in brands being evaluated more rigorously than ever before.
With more than three decades of experience in national retail distribution, Gould has personally secured multiple seven-figure deals with Costco, one of the most selective and disciplined retailers in the United States. "Costco evaluates everything," Gould said. "Pricing, packaging, margins, compliance, logistics, and the ability to execute consistently at scale. If one piece is out of alignment, the opportunity doesn't move forward."
Founded in 1976, Costco has grown into a global retail powerhouse, operating more than 840 warehouses worldwide, serving nearly 120 million cardholders, and generating over $220 billion in annual revenue. Its focus on high-volume value packs and trusted brands makes it one of the most difficult — and rewarding — retail partners to secure. "Costco isn't interested in experiments," Gould explained. "They're looking for partners who can deliver value to their members while executing flawlessly over time. That's where many brands underestimate what's required."
Throughout his career, Gould has worked directly with many of the largest U.S. retail chains, including Walmart, Home Depot, Lowe's, Walgreens, CVS, and Rite Aid. While early retail relationships were often built through in-person buyer meetings, today's environment requires year-round engagement across trade events, category reviews, operational readiness, and market credibility. Gould continues to advise brands on how to prepare for and navigate the U.S. retail landscape by focusing on execution, discipline, and long-term sustainability rather than short-term wins.
The implications of this intensified scrutiny are significant for both established and emerging brands. For consumers, this means retailers like Costco are increasingly selective about which products reach their shelves, potentially leading to more reliable, high-value offerings but also limiting product diversity. For the retail industry, it represents a shift toward more strategic, operationally-focused partnerships that prioritize stability over novelty. Brands that cannot meet these heightened standards risk being excluded from major distribution channels, while those that can demonstrate consistent excellence gain access to massive scale and customer loyalty. This dynamic underscores the growing divide between brands with robust operational capabilities and those focused primarily on marketing or product innovation without the infrastructure to support large-scale retail execution.
