Kapana Feldano is the founder of Grandma’s Hot Sauce, an award-winning UK brand turning bold, culturally rooted flavours into a fast-growing global food business. What began as a passion project has quickly gained international traction, earning a spot in American Express’s “Moments That Matter” campaign and gearing up for a major North American launch. With a background in media production and presenting, Kapana brings a powerful storytelling lens to everything she builds, blending food, culture, and identity into a brand that stands out. Now, she’s leading a new wave of female founders redefining the food space, where heritage, innovation and global ambition meet.
Can you introduce yourself and share the journey that led you to where you are today? What were the pivotal stages in building your brand within the food, drink, or FMCG landscape?
My name is Kapana Feldano, and I’m the founder of Grandma’s Hot Sauce, a brand that began very simply, in my kitchen, and has grown into a business operating within the retail food space. When I started, I didn’t come from the FMCG industry. I had no formal background in food manufacturing, retail distribution, or consumer goods. What I had was a recipe I believed in and a willingness to learn quickly. Early on, I made a very conscious decision that the first five years would be about education rather than aggressive expansion. I treated those years as a real-life MBA. I had to understand everything: margins, packaging compliance, shelf positioning, production scaling, and how retailers think about risk and category management.
The pivotal stages were less about dramatic breakthroughs and more about disciplined refinement. Refining the recipe until it could be consistently produced at scale. Evolving the
packaging so it could sit confidently alongside established brands on the shelf. Learning how small operational decisions, production minimums, ingredient sourcing, and label compliance
can significantly affect profitability. Reaching five years feels meaningful because it represents the transition from experimentation to maturity. The foundation is built, and now the brand can move forward with greater clarity and confidence.
What defining moment shaped your approach to business or leadership? Was there a particular commercial challenge or operational lesson that shifted your trajectory?
One of the most important shifts was realizing that product passion alone doesn’t sustain a business in FMCG. When you first start, it’s easy to believe that if the product is great, everything else will follow. But what I quickly learned is that the operational side of the business is just as important. Understanding your margins, negotiating confidently, and knowing when to say no to opportunities that don’t make financial sense are critical.
For example, early on, I had to learn how packaging decisions affect everything from shipping costs to shelf perception. A label design might look beautiful, but if it increases production costs significantly or complicates manufacturing, it becomes a strategic decision rather than just a creative one. That realization shifted my mindset. I moved from thinking like a maker to thinking like an operator, someone responsible not just for the product but for the entire system around it.
The FMCG space is highly competitive and margin-sensitive. How do you approach growth — commercially and personally? How do you balance brand positioning, scale, distribution, and profitability?
In FMCG, growth has to be deliberate. Expanding too quickly without operational control can create more problems than opportunities. Commercially, I focus on three things: brand clarity, disciplined margins, and controlled expansion. A strong brand helps justify pricing and positioning. Healthy margins allow you to reinvest in production and growth. And thoughtful distribution ensures the brand grows sustainably rather than being stretched too thin. There’s often pressure in this industry to chase volume at all costs, but volume without profitability doesn’t build a stable company.
Personally, growth has meant developing confidence in my decision-making. In the beginning, I questioned myself frequently because I was learning so much at once. Over time, experience builds a different kind of confidence, the kind that comes from understanding the mechanics of the business.
What does building with intention mean to you in a category driven by volume and velocity? How do you maintain quality, brand integrity, and customer trust as you scale?
For me, building with intention means understanding that every decision compounds. In FMCG, there’s constant pressure to increase velocity and expand quickly, but if growth compromises the product or the brand identity, the long-term damage can be significant. For Grandma’s Hot Sauce, that means protecting the quality of the ingredients and the character of the recipe even as production increases. It also means maintaining clarity about what the brand represents. Customers can feel when a product is made with care versus when it’s simply optimized for scale. Intentional growth sometimes means moving slower than others in the category, but it ensures that what you build actually lasts.
Resilience is critical in this sector — from supply chain pressures to retailer negotiations. What have been your most valuable lessons in navigating uncertainty?
One of the most valuable lessons has been learning how to remain calm during operational pressure. Supply chain disruptions, ingredient price fluctuations, and production challenges are all realities of the industry. The key is understanding what you can control and what you can’t. Knowledge plays a huge role here. The more you understand your cost structure, your suppliers, and your operational processes, the less intimidating those challenges become. Resilience in business often looks like composure, the ability to respond thoughtfully rather than react emotionally.
How do you balance ambition with wellbeing in an industry that rarely slows down? What systems or boundaries have become non-negotiable?
Ambition can easily consume every part of your life if you let it, especially when you’re building something from the ground up. Over time, I’ve realized that protecting my energy is essential for making good decisions. I intentionally make space for activities that reset my mind and boost creativity. Going to the gym, taking long walks, and spending time engaging with other interests like film and music help me shift perspective.
Those moments away from the business actually improve my thinking when I return. Creativity and strategy both require mental space. For me, wellbeing isn’t separate from leadership, it supports it.
What does legacy look like in your work? Are you building for acquisition, long-term category disruption, cultural impact, or generational value?
Legacy, for me, is about building something that has both quality and credibility. Whether the brand eventually leads to acquisition, expansion, or long-term independence, the goal is to build something that people respect, both commercially and culturally.
I want Grandma’s Hot Sauce to represent intention: a product made with care, a brand built thoughtfully, and a company that grows with discipline rather than hype. That kind of reputation outlasts any single moment of success.
What advice would you give to women building their next chapter in food, drink, or FMCG?
My biggest advice would be to understand the business side of your brand as deeply as you understand the product. Margins, manufacturing costs, distribution logistics, and retailer expectations are not secondary details; they are the foundation of the business. Confidence in FMCG comes from knowledge. When you understand your numbers and your operational structure, negotiations become easier and decisions become clearer.
And most importantly, give yourself time. Sustainable brands are rarely built overnight. They’re built through consistent refinement, learning, and resilience. Five years taught me that real growth is often quiet, but incredibly powerful.
https://www.grandmashotsauce.co.uk/
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