Anthony Standifer

Introduction and Anthony's Entry into Beauty

Taryell Simmons: Good morning ladies and gentlemen, welcome back to another episode of Rise Urban Nation. This is your host, Taryell Simmons. Today we are diving deep into the beauty industry, specifically what it takes to scale a beauty brand successfully. If you have ever wondered what separates beauty brands that thrive from those that struggle, you are in the right place. I have the pleasure of speaking with Anthony Standifer. He is co-founder of mSEED group, a beauty industry expert with over 20 years of experience in product development, manufacturing, branding, and scaling beauty brands. Anthony has helped launch hundreds of beauty brands, worked with startups and established brands, and has mastered the art of taking a beauty product from idea to shelf. Before we dive in, Anthony, how did you get into the beauty industry?

Anthony Standifer: Divine order is what I say to that answer. The beauty industry was my second job out of undergraduate college. When I graduated, I was fortunate to get a job at a telecommunications company. I have a history degree, so I had this marketing communications job that I was not super excited about, but it paid me well. I had the good fortune of being laid off from that job. When I got laid off, I was in Chicago driving home thinking about what I should do next. Because I am from Chicago, I knew multiple Black-owned beauty companies located there. I decided to apply to the three Black-owned companies I knew in the Chicagoland area. I interviewed with two and was hired at Luster Products, which became my entry into the beauty space. Luster Products is an OG with over 70 years in the industry selling Pink Oil Lotion, S-Curl, and iconic brands. My first beauty industry job was a marketing job inside Luster Products.

Taryell Simmons: When I was reading over your company and what you do, I was surprised to see a Black man in this space. Growing up in DC, I often saw Asian beauty supply stores dominating, and many Black hair products owned by non-Black entities. Did I have the wrong impression about ownership?

Anthony Standifer: No, you are not wrong. Black hair care in the United States is a four-billion-dollar industry annually. There are a number of Black-owned companies, but also a ton of non-Black-owned products. I spent eight years of my career working in different divisions of Revlon. Revlon owns Creme of Nature, Lottabody, and several other brands. Entire teams full of Black and Brown people manage these brands, even though the corporation itself is publicly traded. In addition, particularly within the last 10 years, a large number of brands have been founded by Black women specifically. Black women are driving the conversation around brand and growth because they make the buying decisions about which beauty and personal care products enter the home.

The Founding of mSEED Group

Taryell Simmons: It seems like you lean toward branding and manufacturing. What sparked your interest in supporting brands in such a hands-on way with mSEED group?

Anthony Standifer: A Black woman inspired it. About 11 or 12 years ago, I worked in corporate America managing international marketing. I met Erica Douglas, who was head of research and development for that company. She left to pursue other things, and when we caught up over tapas, she shared an idea. At that time, many influencers on Instagram were driving hundreds of thousands of dollars in sales by demonstrating hair routines. When they wanted to launch their own brands, traditional manufacturers turned them down because their production runs were too small—500 to 2,500 units—when big factories demanded 25,000 units. Erica had a vision: provide quality product development, small-batch manufacturing, and marketing resources for first-time entrepreneurs. She asked me to join her. My initial reaction was fear-based, but I loved the adventure and the vision. Ten years later, we have supported more than 250 brands. As a man, I can use my privilege, access, and knowledge to help open doors. The hard part of owning a brand should be selling and scaling, not facing gatekept manufacturing.

The Dangers of Expanding Too Quickly into Mass Retail

Taryell Simmons: What are the common mistakes you see new Black-owned beauty brands make when trying to scale production while maintaining quality?

Anthony Standifer: The biggest mistake is wanting to grow too fast. When brands gain initial traction selling via e-commerce and reach five or six figures, they immediately want to jump into mass retail—Walmart, Target, Sephora, or Boots. Oftentimes, that should not be the next step. It is like a junior varsity track athlete trying to compete in the Olympics immediately. When you enter a major retailer, you compete against every brand on that shelf, including multinational conglomerates like Unilever and Procter & Gamble. Retailers place intense financial pressure on founders: you must keep shelves stocked, fund marketing to drive foot traffic, and participate in costly promotions and discounts. Most emerging brands are not financially structured to sustain that cycle. Just because you get a yes does not mean you should accept the opportunity immediately without sufficient financial backing.

Taryell Simmons: They also run the risk of misjudging product positioning or pricing strategy by flooding the market prematurely.

Preparing a Product for Mass Production

Taryell Simmons: What does it actually take to get a product ready for mass production? What should entrepreneurs know before approaching a manufacturer?

Anthony Standifer: Thousands of entrepreneurs reach out to us each year, and the ones who stand out come prepared. First, know the exact product you want. Second, know your niche customer intimately. Do not tell me you are making beard cream for all men aged 18 to 65; you will exhaust your budget. Instead, define your customer specifically: a 35-year-old professional Black man with a beard who visits his barber weekly and has disposable income. Knowing that allows me to formulate a luxury product with premium ingredients rather than a basic formula. Third, establish your retail pricing. Are you selling a conditioner for $12.99 or $28.00? When you arrive with clarity on customer profile and pricing, a manufacturer can deliver the right formula, packaging, and scale strategy efficiently.

Managing Supply Chains and Operations

Taryell Simmons: Many beauty entrepreneurs focus heavily on formulation and marketing while overlooking supply chain and operations. How do you help brands build scalable systems?

Anthony Standifer: You can have an amazing formula, but it will not sell without operational and marketing systems. There are two supply chains: the manufacturing supply chain, where I manage raw ingredients like shea butter and packaging, and the brand owner's supply chain. Brand owners must understand lead times. If you have two units left, I cannot deliver product next week; our standard reorder lead time is four to six weeks. Founders must reorder when inventory is four to six weeks out. Brand owners must also manage customer acquisition, fulfillment, and post-purchase follow-up. Following up to collect reviews and troubleshoot customer usage creates the repeat purchases necessary for long-term survival.

Case Studies: Mielle Organics and Maison 276

Taryell Simmons: Can you share a success story of a beauty brand that scaled from small beginnings to national presence?

Anthony Standifer: In 2015, we met Monique and Melvin Rodriguez, founders of Mielle Organics, at the Bronner Bros. Hair Show in Atlanta. At the time, they were sourcing bulk product from the West Coast and hand-filling bottles to meet e-commerce orders. Their facility was located just 30 minutes from our facility in the south Chicago suburbs. We partnered with them to develop new formulas, take over manufacturing, and manage brand marketing. We helped them transition from e-commerce into a nationwide retail launch at Sally Beauty, which became one of the most successful launches in Sally Beauty history. Mielle Organics grew to become the second-largest brand in the textured hair category, culminating in a major partnership and acquisition with Procter & Gamble in 2023 where Monique remained CEO and equity owner.

Taryell Simmons: That is an incredible milestone.

Anthony Standifer: Another great example is Angel Cornelius. She originally launched a body care brand called Labelle Femme. While selling body butters at Essence Fest, customers kept asking how she kept her natural gray hair so radiant. We realized her hair was the real product opportunity and developed a three-step hair care system for women embracing gray hair, rebranding as Maison 276. Angel left her healthcare administration job in her 50s, launched on QVC, and expanded into major retailers by serving a distinct, underserved niche.

Core Lessons and Funding Strategies

Taryell Simmons: What core lessons would you share with entrepreneurs building a lasting beauty brand?

Anthony Standifer: First, you do not need to know everything to start; anchor yourself in what you know and learn the rest along the way. Second, build a tribe of fellow entrepreneurs. You do not need inaccessible celebrity mentors; you need peer masterminds, community connections, and civic networks where founders exchange practical advice. My own network includes entrepreneurs from diverse backgrounds who share financing leads and operational resources. Third, get into motion. You cannot learn brand ownership purely through theory; execution and hands-on experience teach you what is required.

Taryell Simmons: How should beauty entrepreneurs approach funding and capitalization?

Anthony Standifer: Most founders start by bootstrapping with personal savings. Once operating, explore multiple funding tiers. Level one is pitch competitions and grants; pitching refines your value proposition and capital roadmap regardless of whether you win. Level two is commercial bank financing once you have a year of verifiable operational revenue. Level three is equity financing. When evaluating equity, ask yourself: do you want to own 100% of a cupcake or 50% of a giant sheet cake? If giving up 30% equity enables you to scale revenue from $75,000 to $400,000, do the math. Determine whether your ultimate goal is absolute operational control for generational succession or maximizing overall enterprise value and community impact.

Connecting with Anthony Standifer

Taryell Simmons: Anthony, where can our listeners find you and learn more about mSEED group?

Anthony Standifer: You can visit our website for product development and contract manufacturing at https://mseedgroup.com. You can follow and message me on Instagram, Facebook, and TikTok @theanthonystandifer, or connect with me directly on LinkedIn under Anthony Standifer.

Taryell Simmons: Thank you, Anthony. To our listeners, subscribe, leave a review, and share this episode with an entrepreneur who needs this playbook. Keep rising and keep creating.