Drew Clearie

Drew Clearie

I build companies for categories that stopped evolving.

Currently building goldvi. Creating manufacturing infrastructure for emerging brands. Looking for serious conversations with founders, investors, and operators.

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Drew Clearie

Building

goldvi

I'm building goldvi, a modern nutrition company for older adults that actually respects the consumer.

The category looked finished. Decades of the same products, the same ingredients, the same condescending branding. Older adults were treated as a clinical problem instead of as consumers. That gap is why goldvi exists.

Explore goldvi

Manufacturing for emerging brands

I'm creating manufacturing infrastructure for emerging consumer brands.

Emerging brands struggle to find experienced formulators, flexible production partners, and reliable pilot support. Large manufacturers optimize for scale. Early brands need infrastructure that moves with them. That is the problem I am solving.

Early concept. goldvi remains the primary focus.

Why this work

Discipline first. Then the business.

What wrestling taught me

I wrestled for Brown at the NCAA Division I level. Wrestling is preparation, consistency, and continuing when progress is not visible yet. It teaches you to execute under pressure and recover from failure without making excuses.

Those habits transfer. Building a company is rarely a streak of obvious wins. It is hundreds of small decisions, repeated, until something durable exists.

Brown University, Business Economics, with a focus on entrepreneurship. Later invited to teach an Entrepreneurship Practicum section as a TA. That work forced precision about what I actually believe about building companies.

Experience

What the work taught me

Finance, operations, and early-stage building. Less a résumé. More a set of lenses I still use.

goldvi

Co-Founder & CEO

How to take a category that looked finished and rebuild it from the consumer up. Product, brand, capital, manufacturing, and operations as one system.

Brown University

Teaching Assistant, Entrepreneurship Practicum

How to pressure-test early ideas. Mentoring founders forced clarity about business models, fundraising, and what early-stage building actually requires.

Autura

Analyst

How early companies scale or stall. Process, data, and infrastructure matter earlier than most founders want to admit.

Hilltop Securities

Fixed Income Markets

How markets price risk and how institutions decide. Capital markets exposure that still shapes how I read a business.

How I think

Operating principles

Build where people stopped looking

Large opportunities exist in categories that appear mature or already solved. Incumbents stop innovating. That creates the opening.

Respect the consumer

Do not assume what a customer wants based on lazy stereotypes. Older consumers deserve modern design, better branding, and actual respect.

Details compound

Products, brands, and companies are usually won through hundreds of small decisions executed well. No shortcuts.

Speed matters, but so does durability

Move quickly without building something structurally weak. Fast and broken is not the same as fast and strong.

Ambition becomes infrastructure

Ideas are only meaningful when they are translated into products, teams, systems, and distribution. Everything else is storytelling.

Stay close to the problem

The best decisions come from understanding the customer, product, and operating constraints directly. Not from theory.

Contact

Let's talk if the work is real.

Founders, investors, operators, and strategic partners. Serious inquiries only.

LinkedIn

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Based in

Charleston and NYC

Open to

  • goldvi
  • 1-on-1 coaching
  • Investing
  • Partnerships
  • Manufacturing
  • Speaking
  • General conversation

Send a message

Genuine inquiries only.