After more than a year off the shelves, the dietary supplement brand has returned to the U.S. market following a comprehensive operational reset to mitigate weak links in the supply chain and reinforce sustainable growth.
Tebbe told NutraIngredients that the relaunch reflects lessons learned during a pause that followed earlier retail disruption, prompting a reassessment of how the business was structured behind the scenes.
Addressing ‘single-source setup limits’
One of the rebuild’s core pillars was to step away from single-source manufacturing. Tebbe explained that this operational model left the brand exposed to “concentration risk after a retail disruption, [which] exposed how vulnerable any consumer brand can be when too much volume runs through a single channel or operational pathway.”
Rae has since moved to a multi-manufacturer structure, with the same formulations produced across multiple qualified facilities operating under consistent quality and compliance standards.
“Even with strong partners, a single-source setup limits flexibility when demand shifts, retailers change timing, or external factors affect production schedules,” Tebbe said.
The new setup allows Rae to adjust production volumes more easily through “redundancy, better capacity management and the ability to flex production without delays or excess inventory,” she said, adding that the approach also reduces single-point failure risk for retail partners.
Preserving consumer trust
While the rebuild was a significant operational overhaul, the company chose not to reformulate its products for the relaunch, which reintroduces eight of the brand’s hero products, including its Pre + Probiotic and Multivitamin Capsules.
Characterizing consumer trust as the “primary driver” behind this decision, Tebbe said that before its pause, Rae reported serving more than 4.5 million customers and collecting over 28,000 product reviews, with 82% rated five stars—a track record that weighed heavily in the decision to maintain existing formulations.
She also emphasized that formula continuity does not imply reduced oversight or product development constraints.
“Maintaining formulas does not mean standing still,” Tebbe said, and “ongoing scientific review, supplier audits and compliance checks are already built into our operating and quality processes.”
Additionally, Rae Wellness reports that more than half of its customer base is made up of Latina and Black women, a data point Tebbe said influences decisions well beyond marketing.
“This insight fundamentally shapes how we build the brand,” she said, and “influenced which health needs we prioritize, how we communicate benefits and how we show up in the community.”
Moving forward, Tebbe highlighted the company will continue to emphasize education and representation that reflect those communities, from product storytelling to partnerships.
“Our goal is not just to sell supplements but to build a brand that reflects, listens to and supports ALL communities,” she said.
Protecting price points in a higher-cost environment
Most Rae capsule products continue to retail at $19.99, a price that has become harder to sustain across the supplements category as ingredient, labor and logistics costs rise.
“Accessibility is core to Rae’s mission, so price discipline was built into every relaunch decision,” Tebbe said.
The company focused on changes that would remain invisible to consumers without passing along additional costs, including renegotiated supplier agreements, more efficient manufacturing runs and a leaner internal structure.
“By eliminating inefficiencies and focusing on strong partnerships, we were able to offset inflationary pressures without reducing ingredient quality or dosage integrity,” Tebbe said.
Prioritizing the best-fit plan for retail growth
Rae secured national retail distribution before its pause, but Tebbe noted that the company is taking a more deliberate approach as it re-enters brick-and-mortar channels.
“We are approaching retail expansion with greater intention that allows us to scale with confidence,” she said. Rather than rushing to expand its in-store retail presence, the brand is instead prioritizing partners where it can execute nationally without straining operations.
“The goal is not slower expansion, but sustainable, repeatable scale that benefits both Rae and our retail partners,” Tebbe said.
Lessons learned
Looking back, Tebbe said the experience revealed how quickly external disruption can test operating models, even for established brands.
“The experience reinforced the importance of building operating models that can absorb a shock,” she said.
She framed the lesson as one of exposure management rather than operational competence.
“Diversified suppliers, aligned manufacturing relationships and clear contingency planning allow companies to absorb disruption without compromising long-term execution,” Tebbe said, noting that rebuilding infrastructure can ultimately strengthen a business rather than set it back.
