Flamingo

We invested in Flamingo because women's body care had long been under-designed. Products priced at a premium, packaged with a pink tax, and formulated as afterthoughts. Flamingo was the opposite: a brand built on the premise that women deserve exactly the product standard that men's brands had been delivering for years, at exactly the same price or better.

As part of the Harry's platform, Flamingo benefits from the same operating discipline, retail relationships, and supply chain depth that made the parent company a category-definer. The cost-of-growth advantage of building inside a multi-brand platform is measurable and it shows up in unit economics.

What the Flamingo team got specifically right was the aesthetic decision. The brand doesn't look like it's apologizing for being affordable. It looks like a considered, designed consumer brand that happens to be priced honestly. Which is what customers actually want. Late-stage, long hold.

Flamingo is body care designed for every woman. Shaving, hair removal, and body care products made with the same design sensibility and formulation standards as the best men's brands, without the markup.

The brand has expanded across retail at scale and earned loyalty in a category where loyalty is notoriously hard to hold. It does what it says, at a price that doesn't require an explanation. Distribution spans Target, Walmart, CVS, Walgreens, and specialty retail, and the category extension has been consistent and disciplined.

We hold Flamingo alongside Harry's and consider the two brands as components of a single consumer platform position.