Mammoth Brands plots growth beyond Harry’s razors and Coterie diapers
The owner of Harry’s, Lume and Coterie is using deals and online-first brands to challenge larger consumer goods companies.
By Maya Lindqvist · Senior Technology Correspondent
4 min read
Mammoth Brands is trying to build a broader consumer products company out of digital-first labels such as Harry’s, Lume Deodorant and Coterie diapers. CNBC reported that the company aims to challenge incumbents including Procter & Gamble, Unilever and Kimberly-Clark in personal care and baby products.
The company remains far smaller than those global rivals, but it is growing quickly. Mammoth said it generated $835 million in revenue in 2024 and nearly $100 million in adjusted earnings before interest, taxes, depreciation and amortization, with revenue compounding at more than 20% annually over the prior five years.
Bloomberg has reported that Mammoth is considering an initial public offering as soon as the second half of this year. Co-CEO Jeff Raider told CNBC the company is profitable and will keep assessing the right capital structure to support its longer-term plans.
From razors to a wider portfolio
Andy Katz-Mayfield and Raider founded Harry’s in 2013 after Katz-Mayfield became frustrated with the cost of replacement razor blades, according to CNBC. The brand started online and reached Target shelves by 2016, part of a wave of direct-to-consumer companies that used e-commerce to build customer bases before expanding into retail.
Harry’s later added Flamingo, a women’s shaving and body care brand. In 2019, Edgewell Personal Care, the owner of Schick, agreed to buy Harry’s for $1.37 billion, but the Federal Trade Commission sued to stop the deal on antitrust grounds and Edgewell abandoned the acquisition.
The company then tested a broader platform through Harry’s Labs, launching brands including Cat Person and Headquarters. Mammoth later sold Cat Person to Weruva and wound down Headquarters, and Katz-Mayfield told CNBC that investing is no longer a central part of the strategy.
Mammoth bought Lume Deodorant in 2021. CNBC reported that Lume’s sales more than doubled within two years of the deal, and the brand helped Mammoth learn more about selling on Amazon. Harry’s followed with Mando, a men’s deodorant line built around a similar whole-body concept.
Coterie gives Mammoth a baby-care push
Mammoth, formerly Harry’s Labs, rebranded in April 2025. Later that year it bought Coterie, a premium diaper brand founded in 2019 and backed by celebrity investors including Karlie Kloss and Ashley Graham, according to CNBC.
The Coterie deal was reported at more than $1 billion in cash and stock. Mammoth said in October that Coterie had topped $200 million in net revenue over the previous 12 months, up nearly 60% from the year-earlier period.
Coterie CEO Jess Jacobs told CNBC the brand has been “very profitable” over the last three years. The diapers can cost as much as $1 each and are marketed for absorbency and for excluding ingredients such as added fragrance, latex, rubber, parabens, pesticides and chlorine bleaching.
Coterie has also drawn attention from larger competitors. CNBC reported that Procter & Gamble challenged Coterie’s claim that its diapers were up to four times more absorbent than leading brands, and the Better Business Bureau’s National Programs’ National Advertising Division recommended that Coterie stop using the claim. Coterie complied.
P&G launched Pampers Amore in March, a premium line it describes as microbiome compatible and hypoallergenic. CNBC reported that its packaging compares the product directly with Coterie, claiming its liner keeps babies three times drier.
Deal plans remain central
Katz-Mayfield told CNBC that Mammoth prefers a small number of large brands over a large number of small ones. He said the company is interested in everyday care and wellness categories, excluding food and beverages, and wants brands that begin online but can grow across retail channels.
Mammoth expects acquisitions to remain a main growth tool. Katz-Mayfield told CNBC that one or two deals a year is likely the right pace and that he believes Mammoth can reach eight to 10 brands within three or four years.
About half of Mammoth’s revenue still comes from online sales, according to the company. Raider told CNBC that direct-to-consumer remains the best place to build products and brands, even as Mammoth pushes further into stores.
This story draws on original reporting from CNBC.