OUR STORY —

In 2018, I left my banking job to team up with my sister in her restaurant. We worked side by side, eventually growing it from one location to three in five years. Some of our favorite moments came after hours in the kitchen, tossing around snack ideas. That’s when we discovered that wontons, when crisped, turned into something unexpectedly addictive.

It made us wonder: why wasn’t anyone else doing this—especially when fewer than 3% of new chip launches innovate on the base ingredient, compared to 30% in other snacks.

THE MARKET GAP AND OPPORTUNITY —

Tortilla, potato, and vegetable chips account for over 80% of the $30 billion U.S. salty snack market (Grandview Research) despite nearly 70% of consumers stating they want more adventurous options in salty snacks (Mintel, 2023).

At the same time, with over 30,000 Chinese restaurants across the U.S., it’s clear Americans crave Asian cuisine. And that craving doesn’t stop at restaurants. In 2024, Asian products in US grocery stores grew four times faster than overall grocery sales (Circana, 2024). This is no surprise, given that three in five U.S. consumers actively seek snacks inspired by global cuisines, a trend led by millennials and Gen Z (FMCG Gurus, 2024)

OUR GAME-CHANGER —

We launched NAMS Wonton Crisps, reimagining an iconic Chinese dish into a clean-label, crispy, better-dipping chip. Our product is highly versatile, not only functioning as a culturally inspired crispy chip, but also as one that's crafted for better dipping.

In the U.S., we’ve secured a co-packer and our NY sales team has verbal commitments from 50 independent stores with a clear path to launch with 150 doors.

TARGET MARKET —

The global salty snacks market is $250B, with $30B in U.S. sales. Chips alone represent $24B, or 80% of the category. Our focus is on this chip segment, driven by millennial and Gen Z snackers seeking bold, global options beyond potato or tortilla chips. We project a path to $10 million in sales within five years by reaching 4,000 doors with four SKUs, each averaging five units per store per week

GO TO MARKET STRATEGY —

Our primary channel is retail with MSRPs ranging from $4.00 to $6.00. We expect 50% gross margins to enable us to run in-store marketing efforts, optimizing units sold per store per week, tracking the results of these efforts, and iterating based on our customers’ feedback. Our goal is to reach 300 independent stores within the first year.

We will also sell through DTC to build an engaged online community and gather valuable customer feedback that will guide product and brand growth. While not expected to be a major profit driver in the first years, it will serve as a key channel for learning and loyalty.

COMPETITION —

A handful of wonton strip and chip products exist (Fresh Gourmet’s, Kravy’s, Glicks); however, they are mostly sold as salad toppings—unseasoned, fried in lower-quality oils, and not positioned as standalone snacks. Indirect competition comes from established dipping chips such as pita or tortilla, which dominate premium retailers. NAMS Wonton Crisps differentiates by delivering a seasoned, clean-label product designed for both dipping and snacking, offering cultural relevance and flavor variety that set us apart in a category long overdue for change.

FINANCIAL ROADMAP —

Our roadmap to growth focuses on 3 phases:

1. 2026 — Launch and initial traction: we plan to launch in 150 independent stores, with 2 SKUs, selling approximately $10,000 per month. We expect to close the year with 300 stores and 3 SKUs, targeting $45,000 of monthly sales.
2. 2027-2028 — Regional Growth: through regional grocery stores — such as Wegmans and Whole Foods — we expect to be in 1,000-1,500 stores with 3-4 SKUS selling $150,000 monthly.
3. 2029-2030 — National Growth: we plan to expand to other regions tactically, reaching 4,000-5,000 doors, selling $500,000 monthly.

Forward-looking statements are not guaranteed.

Forward-looking projections are not guaranteed.

TEAM —

As CEO and founder, I bring 7 years of experience in banking and another 7 years as a restaurant operator, growing sales tenfold within 5 years. I launched and iterated 3 snack concepts in-market, gaining direct CPG experience.

Our sales team is led by Andres Montoya, a top-tier closer who led SANG Coffee to over 8,000 stores nationwide. He has successfully launched over 30 brands in the competitive Northeast market. He is a key element that will open doors and cultivate retail relationships.

Our Advisors have over 60 years of cumulative CPG experience, ranging from climbing the corporate CPG ladder to successfully exiting three start-ups.

USE OF FUNDS —

Approximately 45% of the raise is allocated to working capital, primarily inventory purchases and supporting a 90-day payment cycle. Another 35% will go toward marketing, with a focus on in-store activation—demos, promotions, and discounts.