Harry’s built its name selling razors and other shaving products, but the company wants vendors and consumers to know it in other contexts as well. So going forward, Harry’s Inc. will be known as Mammoth Brands.

That switch highlights the multiple brands that the company owns — and has leveraged to achieve hundreds of millions of dollars in revenue.

Mammoth Brands (as Harry’s) is No. 168 in the Top 2000 Database. The Top 2000 ranks North America’s online retailers by their annual ecommerce sales. There, it is listed in the database’s Health & Beauty category. Digital Commerce 360 projects that Mammoth Brands’ 2025 online sales will reach $610.13 million.

Mammoth Brands web sales by year

Why Harry’s rebranded as Mammoth Brands

“We chose the name Mammoth because it reflects the breadth and scale of the business we’ve been building, and our vision for the future,” said co-CEO Andy Katz-Mayfield. “Our success to date has been a result of our deep, direct relationship with our customers, and a commitment to making brands and products that they love.”

Andy Katz-Mayfield co-founded Harry’s with Jeff Raider in 2013. Raider remains co-CEO with Mayfield. Other brands under the Mammoth umbrella include personal care brands Lume, Mando and Flamingo. Mayfield said in announcing the rebrand that the company achieved $835 million in revenue and nearly $100 million in adjusted EBITDA in 2024. In addition, he said it has enjoyed a 20% or above revenue CAGR over the past 5 years.

Branding experts see the new name as more important for business-to-business (B2B) contexts than consumer-facing scenarios.

McKinnon Mitchell, founder of branding agency McKinnon Marketing Method, said the name change means little to consumers.

“They’re almost never going to interact with anything further than the products they offer,” Mitchell stated. “My wife, as an example, is a loyal customer for Lume. Switching the parent company’s name to Mammoth Brands is not going to impact her customer experience in any way.”

“She’s still going to simply look for Lume on shelves, find it, and continue being a happy customer,” Mitchell said. However, he added that where it may help is in establishing more B2B credibility.

“Prior to this, Harry’s was a product on its own and eventually developed into a series of brands under their banner,” he explained. “By switching the parent company to Mammoth Brands, Harry’s continues to maintain its own product identity in the customer’s eye, but Mammoth becomes a new brand the same way Procter & Gamble is for major retailers and online marketplaces.”

B2B benefits of the Mammoth Brands change

Kate Smiley-Rodgers, global brand director at GE Healthcare, said the Mammoth Brands name creates a clear separation between the company’s corporate identity and its consumer-facing brands.

She said that in the B2B space specifically, the Mammoth rebrand offers several advantages:

“First, it positions them more credibly when approaching potential retail partners or acquisition targets,” Smiley-Rodgers noted.

She added that a diversified house of brands speaks to greater stability and business sophistication than a narrower or single-product identity.

“Second, it gives them the flexibility to develop specialized expertise within each brand while maintaining shared corporate resources,” she stated. “Each brand can focus on their specific customer audience without being constrained by association with shaving products.”

Moreover, she believes the new name telegraphs ambition, boldness and staying power, attributes that might reassure potential business partners and vendors.

“Looking at competitors like Dollar Shave Club — now owned by Unilever —  we can see how brand architecture becomes increasingly important as companies mature,” Smiley-Rodgers said. “Harry’s is proactively addressing this need rather than waiting until brand confusion becomes a liability.”

Nevertheless, not everyone is sold on the name.

“I have to say I don’t love it,” said Nik Barkley, vice-president of brand experience at the marketing and PR agency Pan Communications. “Conceptually, I appreciate the attitude of it and that the brand family will keep growing and expanding. But that’s also why I don’t like it, it feels like customers of the sub-brands will feel like they are part of a new, big corporate machine, and might feel less valued, the way that Harry’s customers and the other brands might have become personally accustomed to.”

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