Deep research on your CPG product in ~15 minutes: sixteen agents, one reconciled report, then a strategy engine that stays loaded with your business. New: the Test Kitchen tests ideas you haven't launched yet against price-checked competitors, unit economics computed in code, and a synthetic shopper panel. $99/mo, 14-day free trial.
No reviews yetBe the first to leave a review for CPG Canary
Maker
📌
Hey Product Hunt! I spent years in CPG food and kept watching good products die for predictable reasons: margin math that never worked in retail, velocity below the category's survival line, a private-label copy at 30% less. The research that catches those things early costs $15k and takes weeks, so early-stage brands mostly skip it.
CPG Canary is my answer - and it's not a day-one demo. It's been live in market for a while, with real CPG founders running their products through it before co-packing agreements, retailer pitches, and launches. It interviews you about your product and business, then sixteen research agents work in parallel against live retail pricing, SEC 10-K retailer filings, Federal Reserve data, and a library of CPG launches that worked and died - reconciled into one report in about 15 minutes. Afterward it stays on as a strategy engine that knows your whole business: pressure-test pricing, build a retailer pitch, stress-test a COGS spike.
New with this launch: the Test Kitchen. Describe a product you haven't launched yet and get where it sits against price-checked competitors, unit economics computed in code, and a synthetic shopper panel reacting in their own words - so you can test an idea before you spend a dollar building it.
One thing we're strict about: all margin and pricing math is deterministic code, never LLM-generated numbers.
Would love your feedback - and happy to answer anything about the CPG failure patterns we've encoded.
Report
Curious how the sixteen agents actually coordinate without producing contradictory findings, since most multi-agent setups I've seen end up needing a human to reconcile the mess anyway.
Report
Maker
@berat1440442 Fair skepticism, and it's honestly the part I've put the most engineering time into. The key is that the sixteen don't run as a free-for-all that gets cleaned up afterward. Coordination is built into how and when they execute.
It's staged as a dependency graph. A foundation pass (category detection, input normalization) runs first, because everything downstream keys off it. Then the independent research lenses fan out and run genuinely in parallel. Then the agents that actually consume earlier outputs (cost builds on pricing, brand and persona build on the competitive and market reads) run after, so nobody is ever working from stale or half-finished inputs. There's a hard barrier between those stages, and synthesis runs last, on complete data. A lot of the "contradictory findings" problem just gets designed out by ordering and scoping rather than caught later.
The numbers are also single-source. Every figure that matters, margins, per-unit economics, the channel waterfall, is computed once in deterministic code, and the agents interpret that shared result instead of each redoing the math. So you structurally can't get one agent citing a 32% margin and another 45%.
Then a single synthesis pass reconciles the lenses into one report, and where two genuinely disagree it surfaces the tension instead of smoothing it over. Example: if the failure-pattern library finds no historical analog (looks safe) but the forward-looking synthesis flags a real risk (looks risky), the report calls that out explicitly. Handing a founder a real trade-off is the useful thing. Hiding it would be the actual bug.
So the human-reconciling-the-mess problem didn't get solved so much as moved into the architecture: scoped lenses, dependency ordering, single-source math, and one synthesis pass that's allowed to say "these two things are in tension.
Curious how the sixteen agents actually coordinate without producing contradictory findings, since most multi-agent setups I've seen end up needing a human to reconcile the mess anyway.
@berat1440442 Fair skepticism, and it's honestly the part I've put the most engineering time into. The key is that the sixteen don't run as a free-for-all that gets cleaned up afterward. Coordination is built into how and when they execute.
It's staged as a dependency graph. A foundation pass (category detection, input normalization) runs first, because everything downstream keys off it. Then the independent research lenses fan out and run genuinely in parallel. Then the agents that actually consume earlier outputs (cost builds on pricing, brand and persona build on the competitive and market reads) run after, so nobody is ever working from stale or half-finished inputs. There's a hard barrier between those stages, and synthesis runs last, on complete data. A lot of the "contradictory findings" problem just gets designed out by ordering and scoping rather than caught later.
The numbers are also single-source. Every figure that matters, margins, per-unit economics, the channel waterfall, is computed once in deterministic code, and the agents interpret that shared result instead of each redoing the math. So you structurally can't get one agent citing a 32% margin and another 45%.
Then a single synthesis pass reconciles the lenses into one report, and where two genuinely disagree it surfaces the tension instead of smoothing it over. Example: if the failure-pattern library finds no historical analog (looks safe) but the forward-looking synthesis flags a real risk (looks risky), the report calls that out explicitly. Handing a founder a real trade-off is the useful thing. Hiding it would be the actual bug.
So the human-reconciling-the-mess problem didn't get solved so much as moved into the architecture: scoped lenses, dependency ordering, single-source math, and one synthesis pass that's allowed to say "these two things are in tension.