After selling RXBAR for $600 million, Peter Rahal discovered that investing could not replace the intensity and feedback of building a company. He returned to protein bars and founded David with ambitions far beyond one category: use a superior product and brand-building capability to create a major food platform. Rahal discusses David’s identity, unconventional marketing, rapid growth, supply-chain constraints, and the acquisition of its critical ingredient supplier. He also explains his approach to culture, recruiting former founders, fundraising, decentralized management, bureaucracy, and reactionary leadership. Throughout, he presents entrepreneurship as a demanding practice requiring product knowledge, humility, pain tolerance, emotional discipline, and a willingness to keep confronting the next problem.