The siblings’ delicious side has earned $100,000 so far this year

This Side Hustle Spotlight Q&A features Carlos Shenstrom, a 47-year-old entrepreneur who splits his time between Miami, Florida and Santa Cruz, Bolivia. Shenstrom and her sister Christina Shenstrom, 42, are co-founders of the Bolivian snack brand casavidaWhich launches in 2021 and is on track to hit $150,000 in revenue this year. Responses have been edited for length and clarity.

^{Image credit: Courtesy of Casavida. Carlos and Christina Shenstrom,}

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When did you start your side and where did you get the inspiration from?
We launched Casavida in 2021, but the idea had been brewing for decades. It actually started in our college days at the University of Kansas, when we would talk about how amazing it would be to bring the taste of Bolivia to America.

Especially a breakfast – KunapaceA cheesy, crunchy, naturally gluten-free slice made from cassava and artisanal cheese – it’s always seemed like a perfect fit for American consumers.

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When the pandemic hit and life slowed down, we finally got time to revisit those old dreams that were buried under the daily routine. Casavida was one of them. We had zero experience in CPG, and even less in the US food market, but we decided to start anyway.

For us, Casavida became more than a snack brand – it was a way to share Bolivia’s rich, often overlooked culinary heritage with the world.

What were the first steps you took to get your cause off the ground? How much investment did it take to launch?
We had no experience in CPG or snack manufacturing – let alone the extremely competitive US market. So our first step was to look for mentors in the US who could help us understand the industry and guide us on where to start. Branding was our entry point.

Initially, we invested about $200,000, but by 2023 we realized that this would not be enough. Having started a business before, I knew that the real cost of launching a company usually exceeds your first budget – and I was right.

In our third year, we decided to rebrand with Dayjob, a California-based agency known for working with emerging food brands like David’s Bar. Later that year, we took another big leap: building our own manufacturing facility in Bolivia.

In total, we invested just under $1 million to bring Casavida to life.

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Are there any free or paid resources that have been particularly helpful to you in getting this business up and running?
Our greatest resource has been people.

We’ve made a habit of meeting as many industry professionals as possible – even ones we didn’t immediately need. You may not need a fractional CFO right away, but meeting someone early on helps you understand what to expect when the time comes.

We take notes, gather insights and learn from every interaction. Over time, that collective knowledge has become one of our most valuable tools. When you’re finally ready to hire or partner strategically, you make those decisions wisely – not out of urgency.

If you could go back and change one thing about your business trip to save time, energy or headaches, what would it be?
We would have spent more time learning about the CPG world before jumping into it. In the beginning, we hired consultants too quickly because we felt we weren’t prepared – but in hindsight, a little more research and self-education would have gone a long way.

Starting with “just one product” because it seemed like a good idea led us down a long (and expensive) learning curve. In today’s market, one product is not enough. You have to know your ‘why’ – and once you do, your ‘how’ will become very clear.

Our rebranding process with Dayjob was transformational in that sense. Through deep conversations, we discovered what really motivates us: to become Bolivia’s unofficial food tourism board – sparking pride at home and curiosity abroad.

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When it comes to this specific business, what’s something that you’ve found that’s particularly challenging or surprising that people who get into this type of work should be prepared for, but maybe aren’t?
Like most startups, focus is everything – and it’s also the hardest thing to maintain. In CPG, you’re constantly seeing other brands trying different strategies, which makes it easy to second guess yourself. We’ve learned that you must take the time up front to clearly define your strategy and then commit to it.

In this industry, we believe that success comes from moving forward narrow and deep – Not wide and shallow. This means starting in a specific area, working closely with retailers that really fit your product and brand, and building strong sales momentum there before expanding. Many new brands compete to enter as many stores as possible, but this can be risky and expensive. Remember: Big retailers and category buyers still profit even if they drop you after a year – but you lose. So be selective, strategic and laser-focused on where and how you grow.

Can you remember a specific example when something went horribly wrong – and how did you fix it?
One of our biggest early challenges came when we received a large order from an airline for a new package size that we had never produced before. The deadline was tight, and instead of asking for more time, we took the leap and accepted the order.

Everything that could go wrong, did – our packaging printer was delayed, our new equipment still had glitches, and the team was under immense pressure to deliver on time. We managed to fulfill the order, but the experience taught us a valuable lesson: Growth opportunities should never come at the expense of your team’s well-being or your brand’s integrity.

Next, we sat down to review every process, celebrated and rewarded our team for going above and beyond, and established clear boundaries on what we could realistically commit to. Now, we see challenges as opportunities to grow – but only if they align with our long-term vision and potential.

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How long did it take you to see consistent revenue and how much money did the business make?
We relaunched as Casavida in mid-2025 following a complete rebrand and our entry into the Sprouts Innovation Program. Before then, annual sales were less than $50,000. This year is our first period of consistent monthly revenue, with over $100,000 so far and projected to reach around $150,000 at the end of the year. We see this as a strong base for scaling as we expand in Southern California and into online channels. With new doors opening in 2025 – like Sprouts, Mother’s Market, and our extensive expansion plans in Southern California – we’re targeting $500,000 in revenue for 2026.

How much time do you spend working on your business?
Casavida is now a full-time focus for both of us. I devote most of my week to the business, structuring my days into focused blocks for production, marketing, operations, and strategic planning.

I also commit a small portion of time to other ventures, which are supported by strong teams, allowing me to manage them efficiently without distraction from Casavida. This setup allows me to bring experience and perspective from other industries while remaining fully committed to growing our brand.

Christina is now dedicated full-time to brand strategy, marketing and PR.

Every week we also both dedicate time to learning and industry networking – reading, listening to podcasts and meeting with CPG professionals – so that each of our decisions is informed and strategic.

What do you enjoy most about running this business?
challenge! Starting a new business from scratch – especially in an industry where I had no prior experience – has been incredibly demanding. During discouraging moments, I remind myself how much I’ve learned and how far we’ve come. It is extremely rewarding to see our product on the shelves of major US retailers like Sprouts.

Being the first Bolivian brand to have a snack in a major US retailer nationwide is a huge deal not only for us, but for other Bolivian entrepreneurs. We hope this will inspire others to believe that their products can make it onto major American shelves as well.

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What is your best specific, actionable business advice?
Focus on self-reflection and understanding yourself. This mindset is important because starting a business is financially and emotionally challenging, especially in the beginning. You must know how you will react under pressure and plan accordingly – a lack of financial or emotional resources can sink your business before it has a chance to grow.

If you develop the right mindset and anticipate obstacles, you will be better equipped to overcome challenges and learn from every experience.