Built to thrive at 100

Our purpose is to empower people and pets to live happier, healthier lives. It’s the reason Life’s Abundance exists, and it’s the test every decision we make has to pass.

Private is why we’re 100% employee-owned — so that no partner, no boss, nobody can tell us how to conduct our business. Since 1999, that independence has let us offer our products without compromising the quality of our ingredients or our formulas when prices rise or margins get tight. It’s our biggest competitive advantage.

It means we will not engage in shrinkflation. We will not value-engineer a product down. We will never keep the label looking the same while stepping the ingredients down a notch. All of that matters, and all of it matters to us — which is why our products work.

Because we’re private and employee-owned, we can make decisions that are in the best interest of our employees, our customers, our distributors, and our partners — without always having to put profit first. People before profit.

This is a for-profit business. You have to make money, and we do — this isn’t pie in the sky. What it means is this: if we could have made 12% profit, but we made 10% because we did things that were in the best interests of our people, our customers, and our vendors — that’s okay.

It’s only not okay when there’s a partner trying to squeeze the profit out of you. And that’s exactly why you have to be private.

Some things are in our long-term best interest but slow our growth in the short term. Tying up cash as the down payment on a building could have gone into an advertising campaign instead — but companies that are around at 100 own things and make things. We’ll take that trade: a little slower this year, much stronger five and ten years down the road.

And we never let revenue outgrow our talent. Growth in revenue requires growth in the complexity of the operation, and if you don’t have the people ready for the positions that growth creates, you’ve put the company in a fragile position. It’s okay to let other companies have the dollars we don’t want.

We innovate constantly, but with discipline — steady, compounding improvements to our formulas, our science, and our customers’ experience, rather than betting the company on long shots.

We’ve been at this since 1999, through every cycle the economy could throw at us. An Evergreen company protects the business through the hard seasons so that it’s still standing — and still improving — decades later.