At its peak, Rogue Chocolatier only made about 1,000 bars a month: “I’ve gradually made more and more labor-intensive processes and more difficult processes [rather than growing the company].” — Colin Gasko
But Gasko’s optimistic, anti-establishment approach to the industry may have also contributed to Rogue’s undoing. At its peak, the company only made about 1,000 bars a month. “I’ve gradually made more and more labor-intensive processes and more difficult processes” rather than growing the company, Gasko says, adding that his goal was never to make much money. For the past several years, Rogue has mainly stayed afloat thanks to the slightly-better-than-retail margins of direct-to-consumer sales.
You write in your GoFundMe about chocolate’s negative environmental impact. Did you have any principles for how you wanted to make ethical chocolate when you got started? Because it seems like there’s a possibility for a better outcome. If the stuff gets liquidated, it goes to someone who’s already fairly wealthy, most likely, or it gets broken down [into] components. All of the internal knowledge is dispersed and lost.
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