Equities.com CEO Paula DeLaurentis, in a recent conversation with Patrick Bishop, unpacked how the CEO of ReRoute Americas is thinking big just four years after founding the eco-friendly and sustainable food packaging company.
Patrick started ReRoute Americas in 2021 after recognizing that sustainable food packaging was not only necessary for a large-scale shift away from single-use plastics, it was also profitable for companies. Consumers, particularly millennials, Patrick explained, are willing to pay more if it means the product they buy helps protect rather than pollute the planet.
ReRoute Americas’ products are made entirely from recyclable plastics and biodegradable materials. And the company provides shorter delivery times than competitors. Patrick’s background is in construction mergers and acquisitions in the New England area, where he worked in the sphere of energy efficient buildings and LEED certification.
Patrick and his family put their house up for sale and invested their life savings into launching ReRoute Americas. He also was able to convince his close friend and his friend’s father to back the venture with him and his wife Danielle.
That risk is now paying off: in just a few years, Bishop has secured partnerships—or is in talks—with major brands like Disney, Carnival Cruise Line, and the Vegas Golden Knights. And he’s only getting started. He shared his vision and the company’s rapid trajectory in a wide-ranging conversation with DeLaurentis.
This interview has been edited for length and clarity.
Paula DeLaurentis: What led you to pursue a career in sustainable packaging?
Patrick Bishop: There are the companies that make these products and companies that supply these products but during our research we couldn’t find someone that did both. That was our entry into the marketplace.
PD: And what motivates you to lead ReRoute Americas?
PB: We came across these agave straws—made from agave byproduct—and I shared the idea with a friend who used to be president of Cheesecake Factory. This was right after COVID. He said, “Pat, everyone’s got to go sustainable. We’ve got to get rid of Styrofoam and single use plastic. No one’s pushing that agenda right now.”
He added, ‘If you can actually get product in—especially while China’s shut down—you’ll have a golden opportunity.’
Since then, my passion has only grown. ‘Sustainability’ is often a buzzword, but few people understand how to implement it efficiently. I’m also committed to dispelling the myth that going sustainable is more expensive. It doesn’t have to be—and that fear is holding people back.
PD: You talked about your two daughters. Do you think about their future when you think about the sustainability products that you’re creating?
PB: Absolutely. I’m 51, and I come from a generation that didn’t really care about the environment. My parents didn’t either—we used Styrofoam and other products, never thinking about the consequences. Now we have five floating garbage islands bigger than Texas. It’s heartbreaking. We have the power to change things, but often we just don’t. I feel a deep responsibility to leave the world in a better state than the one I inherited.
PD: We’re aligned there. From your perspective, how do you assess the current market opportunity for sustainable packaging—and what gives ReRoute an edge?
PB: The industry is growing at a 7.4% compound annual rate. By 2027, it’s projected to surpass $60 billion. And no one is marketing like we are.
Major league sports teams tell us: “We’ve looked for someone like you.” Typically, there’s either a broadline distributor that doesn’t brand itself as sustainable, or a packaging company with no distribution network. No one does both—except us.
We run lean. Take Sysco—they do $85 billion annually, but operate on a 1% net profit. They can’t afford missteps. We deal directly with manufacturers, bring product into our warehouses, and manage distribution ourselves. No unnecessary markups. That’s how we stay price-competitive. We just secured accounts across several Disney properties—huge wins that will attract even more investors.
PD: You’ve mentioned that part of your work involves educating clients—especially stadiums—on what’s truly sustainable versus what just seems sustainable.
PB: Exactly. There’s a lot of “greenwashing” out there. We audit every stadium we visit—looking at what’s used and how it’s disposed of. Take compostable cups. If it’s BPI-certified, it has to be separately collected, cleaned, and sent to an industrial composting facility. But the closest such facility to Florida is in North Carolina—over 300 miles away.
So, are those cups being properly composted? No. Instead, they end up in landfills, where there’s no oxygen—meaning it could take 1,000 years to break down. In that case, you’re doing more harm than good. We advise switching to recyclable cups. At least there’s a six to seven percent chance those get repurposed.
PD: Let’s talk about expansion. ReRoute is heading to Las Vegas. What challenges are you facing?
PB: Capital. It’s a very cash-intensive business. As you grow, manufacturers start offering better credit terms—but early on, you’re fronting a lot of money. You need inventory before you make a sale, and that creates cash flow challenges in the first 45 days.
That said, our partnership with the Golden Knights has helped with brand recognition. We’re advertised throughout their stadium, and they’ve introduced us to major partners like MGM, Circa Hotel, and Wynn Encore—key players who want sustainable solutions.
PD: Speaking of capital, what’s your funding situation, and how do you plan to fuel future growth?
PB: We’ve raised $5 million so far from friends and family. Our long-term strategy is to use Las Vegas as a launchpad into California—which aligns perfectly with our mission. California’s among the most progressive states when it comes to banning single-use plastics.
We’re in the middle of a Series A raise—targeting another $5 million. That will get us fully operational in Vegas, build our inventory, and provide working capital. From Vegas, we can service the California market efficiently.
PD: How do you see changing environmental regulations influencing demand—and how is ReRoute staying ahead?
PB: Education is key. Once businesses realize they can adopt sustainable practices without hurting their bottom line—and even boost profits—they’re more open. Sixty-seven percent of millennials prefer to spend with sustainable companies.
This isn’t political—it’s about our planet. People like to joke about “Trump’s war on paper straws,” but our products include marine biodegradable and agave straws that are great alternatives. We’re not even in many federal buildings yet, but when we are, we’ll be offering better options than paper.
PD: I’m with you—paper straws aren’t ideal, but alternatives matter. Looking ahead, where do you see ReRoute in five years?
PB: I envision regional distribution centers across the U.S., Canada, and potentially farther south. We’ll be a national player. In fact, my financial forecasting shows us hitting $100 million in revenue within five years.
We’ve just started bidding on federal, state, and government contracts—won our first federal deal and are being considered for three more. We also were just awarded a large Florida County school contract for next year. Our products are cost-effective, which makes us a strong contender in the government space as well.
As for ROI, we’re forecasting a 10x return. That’s more aggressive than the industry standard, but given the growth potential, I believe it’s realistic.
PD: Who do you consider your main competitors?
PB: From a scale standpoint, probably Imperial Dade, which is owned by Bain Capital and does about $8 billion a year. But most of our competitors are regional paper product suppliers. We don’t deal with food—no protein or produce—so we’re focused purely on packaging.
PD: Where are your products manufactured?
PB: Our products are manufactured in the United States, in Canada, in Mexico, and our palm leaf collection comes from India.
PD: Are tariffs a concern?
PB: Absolutely because I studied economics in college. I can tell you as a business owner, if you’re facing a 25% tariff, and it gets charged to me on the product, I’m charging it back to the consumer. It’s going to trickle down. You can’t absorb the 25% hit on your cost without sharing that expense.
And you want to bring everything back to the United States? That’s great in theory. But the cost to build manufacturing in the United States – 25% isn’t going to touch it, and the time to build the manufacturing infrastructure? I think we need to be realistic about it. What’s the end goal?
One of the steps we took proactively was to bring in a large portion of our Mexico-manufactured products—including our bagasse (which is derived from sugarcane), as well as agave-based straws and cutlery—into our warehouses in Atlanta and Arizona ahead of any potential tariffs.
If tariffs do go into effect, we won’t need to raise our prices. In fact, we haven’t increased prices in three years, and with this inventory strategy, I can hold steady for another year or two. It’s just another way we’ve stayed ahead of the curve—and ahead of the competition.
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