WILDE has raised $40 million from S2G Investments to expand its manufacturing capacity and develop new protein-based snacks. The Kentucky-based company makes chips and crackers using chicken breast instead of the potatoes, corn or wheat commonly used in conventional salty snacks.
The investment announcement, published October 22, follows years of expansion that have taken WILDE from an experimental food product to distribution in more than 35,000 US retail locations.
The company also reports surpassing $100 million in sales. Its announcement does not specify the reporting period for that figure, so it should not automatically be interpreted as annual revenue.
How WILDE Makes Protein Chips From Chicken
Founded in 2015 by Jason Wright, WILDE set out to create a savory snack with a nutritional profile closer to a protein product than a conventional potato chip.
Wright initially experimented with different food formats before concentrating on thin, crispy snacks made from chicken breast.
The company's core recipe uses chicken breast, egg whites and bone broth, combined with seasoning and processed into a chip-like product.
Unlike protein snacks that rely mainly on isolated whey or plant protein added to starch, WILDE makes animal protein the central ingredient.
Its Protein Chips provide approximately 10 grams of protein per serving, depending on the product.
The company has developed flavors including Buffalo, Nashville Hot and Chicken & Waffles, positioning the product as an alternative to familiar salty snacks rather than a conventional sports-nutrition supplement.
WILDE subsequently expanded beyond chips with the introduction of Protein Crackers.
That product extension is important because building a larger snack business requires more than repeated purchases of a single product format.
A $40M Investment to Expand Manufacturing
The financing comes from S2G Investments, an investment firm focused on industries including food and agriculture.
S2G is supporting the company's expansion in manufacturing, product development, branding and distribution.
WILDE previously secured a $20 million equity investment led by KarpReilly in 2024, alongside separate debt financing from SG Credit Partners.
The latest announcement does not disclose WILDE's valuation or specify detailed security terms for the new investment.
One of the company's most significant recent developments is the opening of a 130,000-square-foot manufacturing facility in Winchester, Kentucky.
WILDE says the facility expands production capacity sixfold.
The company describes it as a specialized USDA-regulated plant designed for manufacturing salty snacks from meat-based ingredients.
This is a more complex production process than conventional potato-chip manufacturing.
Animal-protein processing requires dedicated equipment, food-safety controls, specialized sourcing and regulatory oversight.
Owning manufacturing infrastructure can improve control over production quality and scheduling, but it also creates fixed costs that must be supported by sufficient demand.
From 20,000 to More Than 35,000 Retail Locations
WILDE's distribution growth illustrates how the company has moved beyond its initial direct-to-consumer audience.
During its 2024 financing, WILDE reported availability in approximately 20,000 retail locations.
By October 2026, that footprint had expanded beyond 35,000, according to its latest announcement.
The company sells through major US retailers, with previous distribution partners including Walmart, Target, Whole Foods, Kroger and Costco.
Its reported $100 million-plus sales milestone demonstrates commercial scale, although the company has not published the corresponding revenue period, gross margin or profitability figures.
The distinction matters because retail sales and the revenue recognized by a food manufacturer may differ depending on distribution arrangements and measurement methods.
For investors, growth in store count is useful, but sales per store and repeat purchasing are more informative measures of product-market fit.
Why Protein Snacks Are Attracting Investment
Protein has become an increasingly prominent product attribute in packaged food.
Consumers are looking for convenient ways to incorporate protein into meals and snacks, while food manufacturers have introduced high-protein versions of familiar products.
Research discussed by FoodNavigator-USA highlights strong consumer interest in protein-rich snacks.
WILDE's strategy is to compete in the traditional salty-snack aisle while offering a different ingredient composition.
That makes its competitive set broader than meat snacks alone.
The company competes for consumer spending and shelf space with conventional chips from established brands, protein chips such as Quest and other meat-based snack producers.
Its strongest product distinction is the use of chicken as the primary ingredient.
However, that difference also introduces manufacturing and sourcing complexity.
What Could Limit WILDE's Growth?
Expanding a packaged-food company involves balancing manufacturing capacity, product innovation and retail economics.
A larger factory can reduce certain production constraints, but only if demand grows enough to utilize the equipment efficiently.
Chicken supply costs, manufacturing yields, distribution expenses and retail promotions can all affect margins.
WILDE also needs to establish that consumer demand extends beyond early adopters interested in high-protein diets.
Large snack manufacturers possess established retailer relationships and the resources to compete through pricing, packaging and advertising.
WILDE's response is to build a differentiated brand and extend its ingredient platform across multiple formats.
The commercial risk is familiar across consumer packaged goods: public beverage companies such as Zevia have shown how difficult it is to convert national distribution into consistent profit.
The next commercial milestone is therefore not simply adding more stores.
WILDE must demonstrate that new products and greater factory capacity translate into repeat purchases, higher production efficiency and sustainable profitability.
The $40 million investment provides resources for that expansion, but the economics of operating a national food brand will determine its long-term value.