Scrumbles: Lessons in scaling & disrupting

How do you disrupt a market, scale a business and still lead with authenticity?

Aneisha Soobroyen and Jack Walker are no strangers to the ‘founder juggle’ - wearing multiple business hats whilst also balancing the dynamic of husband and wife as they scale Scrumbles, the leading gut-friendly pet food brand.

As part of our Founder Spotlight series, Aneisha and Jack shared honest accounts of what it took to get to where they are today (£6m raised and stocked in most large retailers), the lessons learned and the tips and tricks they learned along the way as they kick into gear for international expansion.

Start Small, Think Big

Scrumbles didn’t launch with a flashy campaign or premium pricing. They started with affordable yet health pet food and a transit van - low-tech, grass roots entry point that got them into homes and built trust. From there, they asked the right questions: What brands were customers already using? What wasn’t working for them? That curiosity helped them find their edge in a crowded category.

Test Fast, Stay Scrappy

Cheap, quick experiments were the name of the game. They trialled products with family and friends, leaned into micro-influencers embedded in pet communities, and gave away products to spark advocacy. Shows helped too - not just for exposure, but for real feedback.

They didn’t chase LTV models blindly. Instead, they tracked competitor rankings, repeat rates, and new customer growth. A small number of loyal customers mattered more than inflated metrics.

Pricing Without Elitism

In a cost-of-living crisis, Scrumbles made a point to empower retailers to keep their customers. They streamlined ingredients to focus on what actually mattered - taste and nutrition - without pushing prices into elitist territory.

Amazon was a tough nut to crack, but they share that there are ways to claim cashback.

Scrumbles also saw a 20X uplift through Dragons' Den which they capitalised on through press, proactively checking in with journalists and offering interviews and podcast appearances leaning into their memorable appearance on the show.

Omnichannel Isn’t Optional

“You’ve got to be seen to be bought.” That line says it all. Scrumbles built a thriving D2C business but didn’t ignore brick-and-mortar. Being on shelves is free advertising, and they knew their customers shopped everywhere so they showed up everywhere.

They also thought long-term: studying category margins, digging into Companies House data, and working backwards from competitor benchmarks.

Cash Flow Is a Game - Play It

Payment terms are negotiable. Suppliers are human. Scrumbles pushed harder than they thought they could, nurtured relationships, and played with cash flow creatively. Big retailers are starting to realise they miss out on innovation when they’re inflexible so use that to your advantage.

They raised preemptively, factoring in inflation and geopolitical risk. But they also admitted: raising more than you need isn’t always the right call. Balance optimism with realism.

VCs and PEs Don’t Have the Answers

One of the most refreshing takes? VCs and PEs want to learn from you - and that’s valuable. Don’t expect them to teach you how to run your business. Use your network for advice. Keep your info focussed on the main thing. If it’s not in the terms, don’t give it away too freely.

Push for untried rights. Control your board. And always ask: would you go to the pub with your advisors?

Manufacturing, B Corp, and the Messy Bits

Outgrowing manufacturers was painful but inevtiable. They kept 2–3 contingent suppliers from day one and managed those relationships carefully.

They became the second pet food brand globally to be B Corp certified, but in light of questionable businesses also receiving the certification, Scrumbles made the bold move to not renew. They asked customers how they felt, navigated board consent rights, and made sure it wouldn’t hurt the business. Transparency and honesty helped break loyalty to legacy brands.

Website D2C wasn’t always profitable (postage costs bite), but it was part of the mix. SLAs and guardrails helped tackle the grenades.

And don’t let big retailers command too high a % of your revenue. One loss at this scale can be a huge hit to the business.

Hiring Slow, Embedding Deep

Revenue per FTE was a key metric. They didn’t hire fast, they built slowly, with people who were truly embedded in the mission.

If there’s one thing founders can take away, it’s this: strength and breadth matter more than speed and hype. Be seen. Be scrappy. Be smart.

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A full recording of the event will soon be available to watch.