Shred Re-invented
Expanding SHRED’s pre-roll portfolio with infused formats, while building scalable manufacturing and commercialization capability
Case Study: Infused Pre-Roll Platform Development, Scale-Up & Commercialization
Challenge
The infused pre-roll category was rapidly growing, with competitors gaining momentum and clear market opportunities emerging. Leadership aimed to act quickly to become the category leader, stand out early, and generate significant revenue. However, capability had not yet been confirmed for either cone or tube formats, and commitments to the market were already being made.
Cone-style infused production was still stabilizing when a tube-style infused program received approval based on limited proof-of-concept learning. This resulted in parallel development streams, incomplete readiness visibility, execution ambiguity, and material quality and credibility risks. The strategic tension was clear: the organization needed to move quickly without compromising supply stability, product integrity, brand trust, or executive confidence.
Action
An updated structured execution and governance model was introduced to enhance speed while controlling uncontrolled risk, centered on lifecycle discipline rather than one-time launch thinking.
Actions included:
Establishing PLCM governance to view infused pre-rolls as a strategic product platform rather than just a single launch.
Implementing DMAIC methodology to improve throughput, consistency, and quality before complete operational takeover.
Implementing a soft transition model that blends R&D and Operations through various maturity stages, rather than rushing the handoff.
Introducing agile learning cycles and rapid validation loops to speed up learning without disrupting execution.
Embedding structured operator feedback loops so frontline experience directly influences improvement priorities.
Providing PMO leadership oversight, ensuring disciplined execution, clear ownership, readiness controls, and aligned coordination across Commercial, Engineering, Operations, and Leadership.
This approach allowed commercial ambitions to stay aggressive while being rooted in operational reality and lifecycle management.
Impact at a Glance
Organizational Clarity
Explicit ownership and accountability between R&D, Operations, and Commercial
Defined readiness criteria and governance checkpoints reduced uncertainty
Speed With Control
Faster, better-quality decisions driven by structure rather than improvisation
Shorter improvement cycles through repeatable learning frameworks
Leadership Confidence
Visible governance maturity increased trust and executive assurance
Controlled progression reduced reputational, supply, and quality exposure
Operational Stability
Capability was strengthened before scale, reducing volatility risk
Transition to Operations became deliberate, documented, and defensible
Strategic Positioning
The organization demonstrated a mature ability to move fast, responsibly
Commercial ambition and operational feasibility became aligned rather than competing
Overall, the program moved from reactive execution to disciplined lifecycle management, allowing the business to pursue growth aggressively without compromising credibility or control.
Insight
Speed only generates value when it is sustainable. Product launches are not the final goal; they are the start of lifecycle management. Organizations that balance urgency with structured governance do not hinder innovation; they safeguard it. PLCM discipline, DMAIC rigor, and intentional governance do not limit speed; they ensure speed is reliable, repeatable, and strategically defensible.
When capability maturity, governance, and commercial ambition align, organizations don't just gain early market share; they build platforms that succeed in the long run.