From founding the controversial alcoholic beverage Four Loko to becoming a leading entrepreneur in the better-for-you space, Chris Hunter has navigated an unconventional path to success. Now at the helm of Koia, a brand known for its plant-based protein drinks, Hunter has applied his entrepreneurial spirit to a new industry focused on health and wellness. In this interview, Hunter reflects on the lessons learned from his past ventures and how his unique background has led him to launch another category defining brand.
Dave Knox: Let’s start with your background. You’ve had a fascinating journey as an entrepreneur—from co-founding Four Loko, a brand that became something of a phenomenon, to now leading Koia, one of the country’s driving forces in plant-based protein. Can you walk us through that journey?
Chris Hunter: When it comes to the companies I’ve started, run, or invested in, success has often come from pursuing what I genuinely understand and align with. That’s really the story behind both Four Loko and Koia.
I co-founded Four Loko with two partners when I was 25. We were young and, honestly, drinking a lot of Red Bull and vodka. The idea of a caffeine-and-alcohol premix seemed natural. But as I grew up, got married, and started a family, my priorities shifted. Health and wellness became central to my life. That’s when building a company like Koia, focused on better-for-you products and lifestyles, felt meaningful and exciting.
So, while the journey’s been an evolution, at its core, it’s about following my interests and staying personally aligned with the brands I build.
Knox: Your personal alignment with your work is inspiring. Recently, you wrote a memoir, Blackout Punch: An Entrepreneur’s Journey from Chaos to Clarity. What motivated you to share your story with other entrepreneurs and readers?
Hunter: Four Loko got a lot of press—plenty of it negative, but very mainstream. Over the years, I’d often get casual comments, and assumptions from people about what it must have been like to build that brand. People would say, “Man, you should write a book,” but it never struck me as something I needed to do.
Then, I was talking to someone who was going through a tough time, and I shared a personal story. They told me, “You should really write a book—this could help people.” That conversation was a turning point. Writing the memoir wasn’t easy; it was therapeutic, sure, but also challenging. Deciding what to share—what I was comfortable putting out there forever—took a lot of thought.
I have three kids, so opening up about some of these stories required a grounded perspective. My wife and I wanted to be honest with them, and with readers. We’re not perfect, and we wanted to be authentic about the mistakes, the wins, and the setbacks. That’s what really drove me to put it all on paper.
Knox: What led you from the story of Four Loko, as shared in your book, to the opportunity to invest in Koia and eventually lead the business?
Hunter: Toward the end of my time actively managing Phusion Projects, Four Loko’s parent company, I started noticing some misalignments—not only with my partners, which wasn’t a matter of right or wrong, but just that we’d grown and developed different perspectives over time. there was also a growing misalignment between the product and my own values.
A pivotal moment came when my second son was born. My wife had become a certified holistic nutritionist, and our son was experiencing significant stomach pain. The doctors said it was normal, but my wife’s intuition told her otherwise. She pushed for us all to get tested for allergens, and we found out that I had sensitivities to dairy, gluten, and ironically caffeine, and alcohol— given my background, when we discovered he was intolerant to dairy, which led us to cut dairy from our household altogether.
Back in 2014, dairy-free options were limited primarily to soy. I was investing in some better-for-you food and beverage companies at the time, and one was a small brand called Raw Nature 5. It was a proof of concept, almost like Koia 1.0. After a few months, I saw the immense potential and opportunity that the brand had as a premier plant-based RTD in the burgeoning protein sector. It felt like a chance to put my time, money, and energy into building something meaningful. I jumped in, we pivoted and rebranded as Koia, and launched the product. That’s how it all started.
Knox: You rebranded in 2015 and launched Koia nationally with Whole Foods in 2016. You’ve since attracted a fascinating group of investors, including celebrities and athletes. What led you to pursue that path?
Hunter: At Phusion Projects, we had done some celebrity deals— and through those experiences, I realized that if a celebrity partnership is just for a quick paycheck or brand exposure, it’s often ineffective. In today’s world, these partnerships are more transparent, and consumers are increasingly skeptical.
So, with Koia, the idea was always to ensure that any celebrity or athlete we partnered with had an authentic connection and genuine interest in the product. That was essential in all our discussions with potential investors. All our partners put their own money into Koia; these weren’t just endorsements. It’s interesting, because traditionally, you think of celebrity partnerships as brand awareness plays—shooting commercials, posting on social media. And yes, we did some of that. But the real value I’ve found is in their network and insights , which has proven incredibly helpful in ways I hadn’t expected. They’ve all been great partners, just not always in the ways people might assume.
Knox: Let’s talk more about that insight. Celebrities like Kobe Bryant set a new standard with his early investment in BODYARMOR, reshaping the way influencers can impact a category. You seem to have achieved something similar in the protein space. How has that guidance influenced your direction?
Hunter: Definitely. With some of our partners, especially those committed to plant-based diets, they shared personal experiences and opinions that really resonated. For example, one partner talked about wanting their family to embrace plant-based eating over dairy. But they also noted that older family members wouldn’t sacrifice on taste. That’s a crucial insight: most people want to be healthy, but few are willing to compromise on flavor.
So, we prioritized flavor while almost “sneaking in” the health benefits. That’s why we offer a broad range of flavors—it’s critical to stand out in the protein space. Protein is more central to people’s diets than ever, but many competing products still rely on “dirty” ingredients like seed oils, carrageenan, or sucralose. We saw an opportunity to bridge the gap with Koia by offering a great-tasting product that’s genuinely nutritious.
Knox: You mentioned the importance of family, which led to the launch of Koia Kids. How did you identify the gaps in family-oriented nutrition and address those with this new product?
Hunter: This was personal for me, since my wife—a certified holistic nutritionist—plays a big role in what we allow in our home. With Koia always stocked in our fridge, my kids naturally became consumers too. But I kept finding half-drunk bottles left around by my 12-, 10-, and 6-year-olds. It made me realize that the standard protein content and calorie count were a bit too high for the younger ones. Out of that frustration, I thought, “Why not create something specifically for them?”
When we looked closer at the market, we saw a few smaller, kid-sized products, but they weren’t options we’d want in our home. Many were based on inflammatory seed oils and had additives that didn’t meet our standards. We knew we could do better, so we did. We focused on being top 9 allergen-free for school settings, using organic ingredients, keeping protein appropriate for kids’ daily-suggested intake, and reducing sugar—Koia Kids has 66% less sugar than leading competitors.
Beyond that, we got into the technical details. For instance, genetic testing revealed that both my kids and I have an MTHFR gene variant that affects how we process certain B vitamins and detox. So instead of using synthetic forms of B vitamins, like cyanocobalamin, which is common but harder for us to process, we use methylcobalamin, a more bioavailable form. Additionally, for the texture and mouthfeel, we opted to use avocado oil in the base, making us the first in this category to do so, instead of inflammatory seed oils.
A lot of thought and care went into every layer of this product, from ingredients to packaging, to make it a truly family-friendly option.
Knox: Another unique shift for Koia has been the introduction of a shelf-stable product. Previously, you operated exclusively as a refrigerated brand. What went into the R&D to make the product shelf-stable, and how did you manage the switch with consumers?
Hunter: Yes, we were firmly a refrigerated beverage company, known for our presence in high-traffic, high-visibility sections of stores. Being refrigerated gave us an edge in terms of building brand awareness and encouraging trial—what we call “getting liquid to lips.” We’re now in 35,000 stores across the U.S., which helped build a strong foundation. But we kept encountering two major requests from consumers: “How can I buy in bulk?” and “Can I get this delivered?”
For a refrigerated product, bulk purchases can quickly empty store shelves, which creates inventory challenges. Delivery is also tricky—refrigeration logistics make it costly and inefficient. So, we started exploring how to meet these demands and saw an opportunity with shelf-stable packaging.
One hurdle was consumer perception. Many people, including myself, assume that shelf-stable means full of preservatives. But in reality, it’s all about packaging and processing. The shelf-stable Koia shakes use the same clean formula as our refrigerated line, with a slight boost in protein and added vitamins and minerals. The difference is a processing step that extends shelf life without changing the integrity of the ingredients.
This was a big step for us, supported by our decision to vertically integrate and acquire our own manufacturing facility two years ago. Once we launched the shelf-stable line, we saw immediate demand increase across all lines and products. The launch of our shelf-stable nutrition shakes helped us grow general awareness for the brand. It is performing above expectations on Amazon and has helped us build our e-commerce strategy. This also laid the groundwork for launching Koia Kids and will enable us to expand further in the plant-based protein space in 2025.
Knox: You mentioned that you brought manufacturing in-house. For many emerging brands, the question is whether to use contract manufacturing or take on the complexities of in-house production. How did you weigh this decision?
Hunter: Initially, both our President & CFO, Mike Woolard, and I were firmly against owning our own manufacturing. It was one of our earliest discussions, and we agreed to stay asset-light, using contract manufacturers—just as we had with Four Loko at Phusion. Contract manufacturing makes sense in the beginning: It’s simpler, less expensive than buying or building a facility, and lets you focus on building a sales and marketing-driven company without the heavy lift of production operations.
However, COVID changed the game. The shutdown exposed serious risks around relying solely on external manufacturing. With Koia growing quickly, we needed more control over our supply chain to ensure quality and meet demand reliably. So, we made the decision to raise capital and acquire one of our co-manufacturers, bringing production in-house.
We knew this move would be costly, challenging, and time-consuming. We planned for that—and it still turned out to be more expensive and difficult than expected. But the payoff has been worth it. Now we control our product quality end-to-end, and the company has flipped to profitability. Looking back, it was the right decision, and we’re glad we took the leap.
Knox: With control over production, you also gain flexibility for innovation. You’ve already been innovative—how does this in-house manufacturing capability shape your approach to innovation going forward?
Hunter: Innovation is core to what we do. We have more ideas and concepts than we can bring to market, so a big part of my role—which doesn’t come naturally to me—is actually slowing down and focusing on what’s working. Innovating too quickly can lead to self-inflicted setbacks. Vertical integration, though, has opened new doors for us, especially with packaging.
For instance, we found that our customers buy multiple bottles at once and use Koia in different ways beyond single-serving consumption. The 12-ounce bottle works well for on-the-go use, but some people were adding it to cereal, using it as a smoothie base, or even as a protein creamer. A single-serve bottle isn’t ideal for that, so we launched a 32-ounce multi-serve version of our top flavors, which is now available at Sprouts and expanding further in retail.
We’re also rolling out multi-packs—specifically, four-packs in Whole Foods this December—again, based on consumer feedback. Additionally, we’re entering new retailers like Costco and Target. Seasonal flavors, such as Pumpkin Spice and Peppermint Mocha with Kroger, add a unique buzz and strengthen retail partnerships. These aren’t always about driving core revenue; sometimes, it’s about building awareness and excitement around the brand. Vertical integration gives us the flexibility to experiment and move quickly with these kinds of initiatives.
Knox: Given that you’re an innovation-driven company with strong roots in health and wellness, an industry that’s constantly evolving, how do you stay ahead of trends and ensure your products align with the market?
Hunter: We’ve really tested the boundaries of the brand. For example, we ventured into low-sugar smoothies and coffee-type products. But through that testing, we came to a realization: What Koia truly stands for is delicious, plant-based protein. There are other attributes we embrace, but at our core, that’s what defines us.
This focus has helped us build around that insight, from our nutrition shakes to Koia Kids. Both products are centered around plant protein. As the protein category continues to grow, we’re looking ahead at the next iteration of our products, particularly for consumers who need protein to support muscle health or those on GLP-1 medications who need to maintain protein intake while consuming fewer calories
Our transparency and clean ingredients resonate especially with millennial consumers, which has led us to focus a bit more on the female demographic, though men do consume our products too. Looking ahead, we’ll launch a new line in December aimed at a broader audience, Koia Elite. This will be a 32-gram protein, 4-gram sugar, and around 200-calories product. It’ll hit Whole Foods to start, then 7-Eleven and Amazon, expanding our reach to compete with legacy protein brands like Muscle Milk and Core Power—products that, frankly, are filled with a lot of unnecessary ingredients.
So, the red thread that ties everything together for us is simple: Protein, plant-based, delicious, and low sugar. As long as we focus on those elements, we have the flexibility to innovate and expand into new categories.
Knox: Your journey has taken you from being a founder and entrepreneur to an investor and then back to leading a company with Koia. How has playing both sides of the table shaped your approach to leadership today?
Hunter: It’s actually very synergistic. I’m deeply involved in the better-for-you food and beverage space, which gives me the opportunity to meet many founders and hear their stories. I also see trends early on, and as a consumer myself, I pay attention to what ends up in my fridge. This keeps me connected to the pulse of the industry and gives me insight into what may work and what may not.
I’ve also raised a significant amount of money with Koia, which has helped me understand what investors are looking for and what they want to see from their investments. Ultimately, whether I’m investing in a company or building a brand, it all comes down to one key metric: Velocity.
Knox: When you look back and reflect on your journey, especially as you talk to other entrepreneurs and those in the better-for-you space, what lessons do you pass along? What do you find yourself repeating and what do you caution against?
Hunter: A lot of it is simple, fundamental advice that people have probably heard before, but sometimes we just need reminders, especially with real-time examples. The first thing I always tell entrepreneurs is to do your research. Understand what you’re getting into, but don’t let analysis paralysis hold you back. It’s never going to be perfect, so the key is to get into the market and start learning through testing. We’ve changed the name and the look of this brand multiple times. That’s the journey—so just start.
The second piece of advice is never to underestimate how hard it’s going to be. There’s a saying I love: “Everything is hard. Choose your form of hard.” I think a lot of people, myself included, jump into a category thinking it’s going to be easy because it’s trending, or that we can do it quickly with minimal effort. But that’s the wrong mindset. Building a company and a brand is tough, and there will be plenty of ups and downs. You have to have a deep, foundational excitement to power through those challenges. So, don’t underestimate the difficulty of the process, but know that it will almost always be worth it.