Beef jerky production facility with workers processing meat using industrial equipment and dehydrators.

Beef Jerky Business: How to Start FAQ for New Owners

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What to Expect From This Guide to Starting a Beef Jerky Business

This guide walks you through the key decisions and practical steps for starting a beef jerky business. The bullets highlight selected areas, not everything inside.

Inside the guide, you will find:

  • Startup steps: Fifteen numbered steps move from choosing a production path through planning, legal setup, and pre-opening checks.
  • Industry interviews: Hear experiences and practical observations from jerky founders and owners through written Q&As and a podcast.
  • Common questions: Find answers about custom-exempt meat, interstate shipping, retail exemptions, shelf stability, and starting without meat experience.
  • Daily reality: See what a typical day involves, including the parts owners often enjoy and the parts they find hard.
  • Break-even and capital: Learn how break-even logic works and how to plan the operating capital you need before sales cover costs.
  • Risks and warnings: Spot red flags before you start and again before you open, so you can pause before spending.
  • Local requirements: Learn which federal, state, and city checks to verify, including meat inspection paths, zoning, and labels.

Start with the fit check below, which looks at whether running a beef jerky business suits your budget, time, and stress tolerance.

Is Running a Beef Jerky Business a Good Fit for You?

You can start a beef jerky business on your own, especially if you begin with a co-packer and focus on branding and sales.

Producing jerky yourself in your own inspected facility makes the business more complex and capital-intensive.

Be honest about your budget, time, and stress tolerance before you commit.

Before you think about flavors, packaging, or a logo, do a fit check.

First decide whether owning a business suits you at all. Then decide whether this specific business suits you.

Passion matters here because problems will show up.

If you are passionate about the business, you keep solving problems. If you are not, you start looking for the exit.

Read how passion affects your business, and compare it to your real reason for starting.

Ask yourself: are you moving toward something or running away from something?

Starting a business to escape a job or fix short-term financial stress can push you into rushed decisions.

Even a small jerky operation needs planning, compliance, and startup cash before you can draw a paycheck.

Do a responsibility check next.

Can you handle uncertain income, long hours, difficult tasks, fewer vacations, and full responsibility if something goes wrong?

Does your family or support system understand what the first months may look like?

Ask whether you have the skills to start and open this business, or can learn them fast.

If you lack those skills, use professionals for accounting, registration, business planning, and design work.

Fill other gaps with training or qualified help.

Pre-opening work is not glamorous.

Expect paperwork, permit calls, supplier follow-up, packaging revisions, location checks, and financial setup before your first sale.

  • Skills you need at startup: basic planning, organization, supplier communication, label review, recordkeeping, pricing, and comfort working with government agencies and inspectors.
  • Owner tasks you should expect: comparing locations, checking zoning, confirming permits, setting up tax accounts, collecting supplier documents, reviewing labels, and preparing opening checklists.
  • Short pre-opening snapshot: morning calls with zoning or a health office, midday packaging and label edits, afternoon budget updates and supplier quotes, then end-of-day document filing and next-step planning.

Talk to owners already in this field, but only owners you will not compete against.

Someone who runs a business in another city or state is usually a better choice than someone down the street.

Use the inside advice from real business owners as a starting point, then ask questions that help you avoid blind spots.

  • Question 1: What surprised you most about permits, inspections, or labels before opening?
  • Question 2: Which startup costs were easy to underestimate in the first 90 days?
  • Question 3: If you started again, would you produce in-house or use an inspected co-packer first, and why?

Before moving on, review points to consider before starting your business.

This review helps you slow down and make cleaner decisions before you spend money.

Red Flags Before You Start

Three conditions should make you pause, change your production model, or reconsider this business before you spend money.

Home-kitchen production: Meat products sold commercially generally need inspection, with limited exemptions, so a home kitchen does not replace an inspected facility.

If your plan depends on home production, change the model: use an inspected co-packer or plan an inspected facility.

Co-packer minimums: Many co-packers require minimum production runs, and small orders can be hard to place.

Product waiting for a buyer can add storage fees, so pause if you cannot absorb a minimum run or pay for production upfront.

Thin margins after drying: A pound of raw meat becomes about four ounces of jerky, according to USDA’s Food Safety and Inspection Service.

Raw beef cost spreads across far fewer finished ounces, so pause if your price cannot cover that cost and your other expenses.

A Day in the Life of Running a Beef Jerky Business

Owners describe days that mix retailer outreach, operations, product development, marketing, and working with production partners.

How you spend those days depends on whether you make the jerky yourself or use a co-packer.

Owners who produce in-house describe a hands-on process, with some cutting meat by hand.

Smoking and drying can take many hours, sometimes overnight, and production areas need regular cleaning to remove smoke residue.

Owners who hand production to a co-packer describe spending more of their time on sales and distribution.

What owners often enjoy:

  • Watching someone try the product for the first time
  • Seeing customers and retailers come back for repeat orders
  • Creating a product that did not exist before
  • Hearing customer requests that turn into new flavors
  • Seeing the product on store shelves

What owners often find hard:

  • Keeping every production run consistent in flavor and quality
  • Juggling many tasks at once, often for long days
  • Finding quality employees for production work
  • Learning that the business is harder, slower, and more expensive than expected

Does a day like this fit the life you want to build?

Step 1: Understand the Beef Jerky Business You Want to Start

A beef jerky business is a packaged food startup built around ready-to-eat dried beef products.

You sell through one or more channels, such as online sales, local retail, wholesale accounts, events, or gift packs.

The first major split is simple: do you produce jerky yourself, or build a brand and use an inspected co-packer?

Your production choice changes your legal path, equipment list, startup budget, and timeline.

Keep your product scope narrow when you open.

Each product you add creates more labels, packaging, supplier setup, and compliance work.

  • Common products: packaged beef jerky (different flavors, cuts, and heat levels), sampler packs, gift packs, and wholesale case packs.
  • Possible services: private-label runs through an inspected processor, custom gift bundles, and local event packs.
  • Initial channel options: direct online sales, local stores, outdoor shops, convenience stores, specialty food retailers, and event sales where local rules allow it.

Define your first customer group before anything else.

You are not trying to sell to everyone on day one.

Packaging size, label design, and pricing look different for direct online customers than for retail accounts.

  • Typical customer groups: individual snack customers, gift shoppers, local retail owners, and corporate or event organizers.
  • Why this matters: customer type affects package size, case quantity, labeling details, and how you present your products before opening.

You also need a practical view of the good and the bad.

This category can be a strong fit, but it is not a shortcut.

  • Pros: flexible startup paths, packaged product format, multiple sales channels, and the option to start with a co-packer instead of building a production site.
  • Cons: meat product compliance is stricter than many simple snack products, labels need careful review, and startup setup can stall if you guess instead of verifying.

Step 2: Choose Your Business Model, Work Schedule, and Staffing Plan

Pick a startup model that matches your experience and budget.

If this is your first business, a brand-first approach with an inspected co-packer is usually simpler than building your own meat processing setup.

Be direct with yourself about how you will run it. Will you do this full time or part time?

Part time can work, but only if your production path, permits, and sales schedule support it.

Decide how ownership will work before you spend money.

Solo ownership is common at startup, but some owners bring in a partner for product development, sales, or capital.

Investors are less common for a small opening unless you plan a larger facility and staffing from day one.

  • Solo owner path: best for controlled startup spending and simpler decision-making.
  • Partner path: useful when one person handles compliance/setup and the other handles sales or branding.
  • Investor path: more likely if you are planning a production facility, larger equipment purchases, and a staffed opening.

Make your staffing decision at this stage, not later.

Most owners starting out should do as much as possible themselves and hire later, but some roles may need outside help before opening.

  • Do personally at first: planning, supplier calls, pricing research, basic admin setup, and brand coordination.
  • Use professionals when needed: accounting setup, legal entity filing help, label design/layout, and business plan review.
  • Hire before opening only if required: retail staffing for a storefront, production support for an in-house facility, or part-time packing help during opening preparation.

Step 3: Validate Demand and Confirm the Numbers Work

Do not start by assuming demand. Confirm it.

You need evidence that people in your target channel will buy what you plan to sell at prices that support the business.

Start with simple market checks by reviewing local stores, online brands, and specialty shops in the category.

Look at flavor types, package sizes, positioning, and price ranges.

You are not copying competitors. You are finding gaps and realistic expectations.

Then check channel demand by talking to people in that channel.

If you want retail accounts, talk to store owners or category managers.

If you want direct online sales, test interest with a simple product concept page and basic outreach before you buy large packaging runs.

  • Demand validation questions: Who is the first customer you want? Why would they choose your product? Where will they see it first?
  • Profitability validation questions: After product cost, packaging, shipping or delivery, fees, and overhead, is there enough left to cover expenses and eventually provide you a paycheck?
  • Reality check: if your pricing must be much higher than comparable products, you need a clear reason customers will pay it.

Many people get stuck here because they focus on product ideas and skip the math.

Do the numbers first, even if they are rough, and keep refining them as you collect supplier quotes and packaging details.

When you set pricing later, use real cost inputs, not guesses.

For a practical framework, review pricing your products and services and build your own version using your actual production and sales model.

Step 4: Build Your Startup Item List and Cost Build Before You Spend

Make a detailed startup list before buying anything.

A detailed list replaces vague planning with a real opening budget.

Your list should match your scale.

A co-packer brand needs brand, packaging, storage, and sales tools.

In-house production needs food production, measurement, packaging, sanitation, and facility setup.

Size and scale drive startup costs.

Once the list is built, get estimated pricing for each item. Do not skip this.

Use quotes, supplier catalogs, and contractor estimates, then build a working total and add a cushion for changes.

Use this startup cost estimating guide as a framework, then replace the example categories with your actual jerky startup items.

  • Category: Product And Production Equipment (in-house production path)
    • Commercial slicer or cutting tools for consistent strips
    • Food-grade marination containers or a commercial tumbler/mixer
    • Cooking or heating equipment that can support documented time and temperature control
    • Drying equipment or racks/trays used in your process setup
    • Food-grade prep tables
    • Raw and finished product separation tools and containers
    • Batch identification tags or lot tracking tools
  • Category: Food Safety And Measurement
    • Calibrated thermometers and probes
    • Scales for batch use and package net-weight checks
    • Water activity meter if your product process relies on water activity targets
    • pH meter if your process relies on acidity targets
    • Refrigeration and freezer units for raw meat and ingredients
    • Handwashing setup required by your facility type
    • Warewashing setup or approved cleaning arrangement
    • Sanitizer supplies and test tools for your sanitation program
    • Record logs for temperatures, cleaning, and batch tracking
  • Category: Packaging And Labeling
    • Packaging sealer (heat sealer or vacuum packaging equipment based on your package type)
    • Pouches or other approved packaging materials
    • Label printing setup or commercial label printer service
    • Date and lot coding method
    • Package verification scale
    • Label proof and version tracking files
    • Finished goods storage bins or shelving
  • Category: Retail, Shipping, And Sales Setup (if selling direct)
    • Point-of-sale system for in-person sales
    • Display shelving or product fixtures
    • Secure inventory storage
    • Packing table for online orders
    • Shipping scale and label printer
    • Basic shipping supplies
  • Category: Office And Admin Basics
    • Computer
    • Printer and scanner
    • Phone setup for business use
    • File storage system for permits, taxes, labels, and supplier documents
    • Simple bookkeeping software or accountant-supported setup
    • Invoicing and payment processing setup
  • Category: Brand Identity And Opening Assets
    • Logo files
    • Package design files and print-ready artwork
    • Business cards
    • Basic website or product landing pages
    • Wholesale product sheet if you plan to sell to stores
    • Product photos for listings and sales outreach
    • Signs if customers will visit a location

If you do not know which items apply, that is normal.

An unclear item list means your production and sales model is not final yet.

Go back and tighten your plan before spending.

Step 5: Work Out Your Break-Even Logic and Operating Capital

Your break-even point is where total revenue equals total costs, leaving no loss and no gain.

Calculate your break-even point before you sign agreements or place large orders.

Investors and lenders may want to see your break-even analysis in your business plan.

A basic break-even calculation uses three inputs:

  • Fixed costs: costs that stay the same as you produce more or less, such as rent, salaries, insurance, and interest.
  • Price per unit: what you charge for one bag, case, or pack in each sales channel.
  • Variable cost per unit: costs that rise with each bag, such as beef, spices, packaging, co-packer fees, and shipping or delivery.

Divide your fixed costs by the difference between your price and your variable cost per unit.

This calculation shows how many units you must sell to break even.

Run the calculation separately for each product, size, and sales channel, because price and variable cost differ.

Calculate beef cost per finished bag from the raw meat needed to make it, because drying cuts weight sharply.

Use rough prices at this stage, then refine the calculation when you set final pricing in Step 11.

Operating capital is the cash that covers your monthly costs before sales catch up.

Separate one-time startup expenses from monthly expenses, then add both to see how much capital you need and when.

If you use a co-packer, ask how much you must pay upfront before production begins.

Trace your cash-flow cycle, from ingredient, freight, and packaging costs to the day customers pay you.

Plan enough operating capital to last through slow months.

The capital total you calculate here becomes your funding target in Step 6.

Step 6: Write a Real Business Plan and Plan Funding and Banking

Draft your business plan as you work through these steps, then finish it once costs, funding, pricing, and break-even inputs are in place.

Write a plan even if you are not applying for a loan.

A written plan keeps you on track and forces you to connect product, demand, costs, compliance, and opening timing in one place.

Your plan does not need fancy language.

Your plan needs clear decisions on these points:

  • What you are selling and who you are selling to first
  • How you will produce it and what you need to buy
  • What permits apply and how much cash you need
  • Your break-even logic and operating capital from Step 5
  • When you expect to open

If you need help, use an accountant, a business advisor, or a writer to organize it.

The plan is a working document, not a school assignment.

For a practical structure, use this business plan guide and adapt it to your startup path.

Next, get funding in place, using the capital total from Step 5.

Funding may come from personal savings, a partner contribution, or financing.

Do not rely on future sales to cover pre-opening bills.

Ask each lender or investor which documents they require before you apply.

Use the business plan you are drafting in this step to pull those pieces together.

Plan your banking and payment setup here, but open the business account after the legal setup in Step 9.

Structure and your Employer Identification Number (EIN) usually come before banking.

Keep business transactions separate from personal spending from the first day.

  • Funding items to confirm: startup total, cash cushion, equipment timing, packaging deposits, and working cash for initial inventory.
  • Banking items to set up: business checking, savings or reserve account, card processing, and invoice payment options.

Step 7: Choose a Name and Build Core Brand Assets

Pick a business name after you decide your production model and customer type.

The name should fit your product line and channel, and still work if you add new flavors or package sizes later.

Before you print labels or signs, check name availability with your state.

Check the web domain and social handles for availability.

Do this before packaging and registrations begin, because changing names afterward costs time and money.

Build your basic identity files before you open.

You do not need a giant brand package.

You do need a clean, consistent look across labels, website, invoices, and sales materials.

  • Minimum brand assets: logo files, label design files, font and color choices, business cards, and a simple website or product page.
  • If customers visit a location: add sign planning at the start because local sign approvals can affect timing.
  • If design is not your skill: use a designer for packaging layout and print-ready files so you do not delay opening with avoidable revisions.

Step 8: Choose Your Location and Facility Path Before You Sign a Lease

Location is a legal and practical decision, not just a rent decision.

The space has to match your business activity.

That activity may be storage and shipping only, a retail location, or food production.

Your facility path usually falls into one of three tracks: co-packer, retail-and-storage, or in-house production.

Pick the track first, then look for space that fits it.

  • Co-packer brand path: you may only need office, storage, and shipping space, depending on your sales setup and local rules.
  • Retail path: you need customer access, storage, payment setup, and local food retail approvals where required.
  • In-house production path: you need an approved facility path for meat processing, plus space for production, sanitation, storage, and packaging.

Do not sign a lease until you confirm zoning and occupancy.

If the use is not allowed, your timeline and budget can break fast.

Settle your business structure in Step 9 before you sign.

Ask the landlord what proof of insurance is required before you sign.

Check the existing Certificate of Occupancy status, your planned use, and whether your setup requires plan review or inspections.

If you are home-based, do not assume meat processing for sale is allowed.

Expect to use an inspected co-packer or facility, and verify any home-based storage or shipping with local and state authorities.

Step 9: Complete Beef Jerky Business Legal Setup and Compliance in Order

Start with universal setup items, then confirm state and local requirements for your city, county, and production model.

Owners often rush this step, and rushing costs money.

Plan your business structure before you sign a lease, co-packer agreement, or other major contract.

A sole proprietorship is the default structure and needs no state formation paperwork.

Many owners form a limited liability company (LLC) for liability structure, and it can ease banking and partner relationships.

Food products carry liability exposure, so weigh it when you choose a structure.

Ask an attorney and a tax professional which structure fits your setup.

Your structure does not remove the need for licenses, permits, or a trade name filing where required.

Use this business registration guide as a plain-language checklist, then verify each item with your state and local agencies.

  • Federal
    • Entity tax treatment: Decide your business structure before tax setup and banking.
    • Employer Identification Number (EIN): Apply with the Internal Revenue Service before hiring and usually before tax registrations and banking.
    • Federal employment taxes: Set up only if you hire employees.
    • Meat product oversight: If you produce beef jerky yourself, confirm the Food Safety and Inspection Service (FSIS) inspection path or use an inspected establishment.
    • Food safety records: If you operate an inspected meat processing site, plan for Hazard Analysis and Critical Control Point (HACCP) systems, sanitation records, and recall procedures.
    • Label rules: Confirm meat label requirements and whether your labels qualify for generic approval or need submission before use.
  • State (Varies by jurisdiction)
    • Entity formation: File with the Secretary of State or similar office if you form an LLC or corporation.
    • Assumed name or DBA: File if you use a trade name that differs from your legal name or entity name.
    • Sales and use tax registration: Register before taxable sales.
    • Employer accounts: Register state employer tax and unemployment accounts if hiring.
    • State meat inspection path: In some states, a state inspection program may apply. Confirm whether it fits your sales goals and where you can legally ship.
    • Food retail rules: If you also run a retail location or sell non-meat food products, confirm state food code and retail food requirements.
    • Workers’ compensation: If hiring, verify state workers’ compensation rules and when coverage becomes required.
  • City And County (Varies by jurisdiction)
    • General business license or local registration: Many cities or counties require a local business license or tax registration before opening.
    • Zoning and permitted use: Confirm your address is approved for your activity, including production, storage, retail traffic, and deliveries.
    • Certificate of Occupancy: Verify the existing use and whether your setup requires a new or updated Certificate of Occupancy.
    • Health permits and inspections: If customers visit your location or if local rules apply to food handling or retail food activity, confirm permit and inspection steps.
    • Sign permits: Verify sign rules before ordering storefront signs.
    • Mobile or event permits: If you plan to sell at events or from a mobile setup, confirm separate local permits and public right-of-way rules where relevant.

Keep agency calls brief and focused. You do not need a long explanation.

Tell them what you plan to do and where you plan to do it.

Say whether you produce the jerky or use a co-packer.

  • Smart question 1 for agencies: Which permits and registrations come first for my setup, and which ones depend on inspections?
  • Smart question 2 for agencies: Is this address approved for my planned use, including storage, retail sales, and food-related activity?
  • Smart question 3 for agencies: Do I need plan review, a Certificate of Occupancy update, or any sign permit before opening?

Rules differ by state, county, and city, so verify each item by searching your city and state plus the exact task.

Useful search terms include “business license,” “zoning food processing,” “Certificate of Occupancy,” “food establishment permit,” and “sign permit.”

Do not rely on general advice from videos or social media for permit and registration requirements.

Confirm each requirement with the agency that issues the permit.

Step 10: Choose Suppliers, Lock the Product Specs, and Finalize Labels

Once your legal path is clear, build your supplier base.

Your supplier base includes your meat supply or co-packer and your packaging suppliers.

Add label printing and any shipping supplies you need to open.

Do not choose suppliers only by price.

You need reliable lead times, clear specifications, and consistent communication.

Late packaging or unclear label files can delay opening even if everything else is ready.

  • Supplier groups to confirm: meat or co-packer, packaging, labels, shipping materials, and any equipment suppliers if you are producing in-house.
  • Documents to collect: quotes, specifications, packaging dimensions, lead times, reorder minimums, and contact names.
  • Relationship rule: be professional from the first contact. Clear communication and prompt follow-up matter when you need rush corrections before opening.

Finalizing labels is a startup task, not only a design task.

Your labels must match the product and the applicable meat product requirements before you print in volume.

If you produce in your own inspected setup, confirm the label approval path before ordering a large run.

If you use a co-packer, confirm who handles label review and who keeps the approved version on file.

Step 11: Set Pricing, Accept Payment, and Build Admin Basics

Set pricing using real numbers from your cost build, not estimates from memory.

Include product cost, packaging, shipping or delivery costs, fees, and overhead so your pricing can support the business.

Pricing turns your earlier demand and profit checks into real prices for your first products and any wholesale case prices if you sell to stores.

Refine the break-even calculation from Step 5 with your final prices.

  • Pricing setup: retail price by package size, wholesale price where applicable, and any opening bundles or sampler pricing.
  • Payment setup: card processing, online checkout, in-person payment tools, and invoice terms for wholesale accounts.
  • Admin setup: invoice templates, bookkeeping categories, tax tracking, and a file system for receipts and vendor documents.

Keep your setup simple and clean.

If accounting is not your strength, use an accountant to set up your books before opening instead of fixing them later.

Step 12: Build the Physical Setup and Pre-Opening Paperwork

Focus on function first: safe storage, a clean workflow, packaging access, records, and customer payment setup.

Here your plan turns into a real place and a real system.

If your startup is customer-facing, keep the layout practical.

Customers should be able to find products, read labels, and pay quickly.

If your startup is not customer-facing, focus on storage, shipping flow, and document control.

  • Physical setup items: shelving, storage layout, packaging station, office basics, product display fixtures, and signs if customers visit.
  • Pre-opening paperwork: supplier agreements, resale or wholesale documents where needed, invoice templates, product sheets, and permit copies in one organized folder.
  • Proof assets for opening: product photos, clear product descriptions, ingredient information, label images, and a simple wholesale sheet if selling to stores.

Set up insurance before opening for risk protection.

At minimum, review general liability, product liability, and property or equipment coverage for your setup.

Some event organizers, landlords, or retail location owners may require proof of insurance before you can sell or move in.

Use this business insurance guide as a starting point, then confirm coverage details with a licensed insurance professional.

Step 13: Build the Opening Push and Customer Plan

You need a customer plan before opening, not after.

Decide how people will hear about you and where they will see your products.

Decide how they will place an order or buy during opening week.

Keep your opening marketing simple and specific.

Pick a few channels you can manage effectively instead of trying everything at once.

  • Direct-to-customer opening: basic website or product page, email list sign-up, product photos, and social profiles with a clear opening date.
  • Retail account opening: wholesale sheet, samples if appropriate, clear case pricing, and a short introduction message.
  • Local opening: event sales or a small opening promotion if local permits and your setup support it.

A simple grand opening can help create initial traffic if you open a storefront or customer-facing location.

Keep your grand opening organized and compliant.

Have signs, payment tools, and product labels ready before you announce it.

Step 14: Watch for Red Flags Before You Open

Red flags usually show up before opening, but people ignore them because they want to move fast.

Slow down and fix them before you continue.

  • No clear production path: you still have not decided whether you will use a co-packer or produce in your own inspected setup.
  • Labels printed too soon: packaging was ordered before label requirements were confirmed.
  • Lease signed too soon: you committed to a space before zoning or Certificate of Occupancy checks were complete.
  • Weak cost build: you bought items without a full startup list and pricing estimate.
  • No demand proof: you built products but did not confirm where the first customers will come from.
  • No paper trail: permit records, supplier quotes, and tax setup documents are scattered.

If you see one or more of these, do not push forward just because you already started.

Fix the issue, then continue.

Step 15: Use a Pre-Opening Checklist Before Your First Sale

Your final week should be checklist-driven, not left to memory.

Use a written list and confirm each item.

If something is missing, delay the opening date rather than open with preventable problems.

  • Compliance Check
    • Entity registration and trade name or DBA complete if required
    • Employer Identification Number (EIN) obtained
    • State tax registrations active
    • Local business license or registration active if required
    • Zoning and Certificate of Occupancy verified for your use
    • Health or local food permits complete if applicable
    • Meat inspection path confirmed, or co-packer’s inspected status verified
    • Insurance active and proof available
  • Product And Packaging Check
    • Product specifications finalized
    • Labels reviewed and approved as required
    • Packaging materials on site
    • Date or lot coding method ready
    • Scales, thermometers, and measurement tools ready
    • Storage areas organized and labeled
  • Sales And Admin Check
    • Pricing loaded into your sales system
    • Card processing and payment tools tested
    • Invoices and bookkeeping categories set up
    • Website or product pages live
    • Wholesale sheet and product photos ready if selling to stores
  • Opening Push Check
    • Opening date confirmed
    • Customer announcement ready
    • Signs installed if applicable
    • Staff or helper roles assigned for opening tasks
    • Backup plan for payment issues, label issues, or late deliveries

These steps form your startup path.

Stay practical, verify each requirement with the correct authority, and keep your opening simple enough to manage effectively.

Frequently Asked Questions

Question: Can I sell jerky made from meat processed at a custom-exempt facility?

Answer: No. Meat processed under the custom exemption must be marked “Not for Sale” and cannot be sold or donated.

Product you plan to sell generally comes from an inspected establishment, such as an inspected co-packer.

Confirm your processor’s status with the Food Safety and Inspection Service or your state meat inspection agency.

Question: Can I ship state-inspected jerky to customers in other states?

Answer: Usually not. Products made under a state inspection program may only be shipped within that state.

A federal cooperative program lets some state-inspected establishments with 25 or fewer employees ship across state lines.

Participation is voluntary and depends on your state and your processor, so ask your state meat inspection program.

Question: Can I make jerky in my own retail shop without federal inspection?

Answer: Possibly. Federal rules exempt retail stores from inspection for traditional retail operations, such as smoking and curing.

A retail store using this exemption must use only meat that was inspected and passed, and must sell to consumers, not wholesale buyers.

Sales to restaurants, hotels, and institutions face annual limits, so confirm your plan with the Food Safety and Inspection Service and your state agency.

Question: Do I need meat-industry experience to start?

Answer: Not necessarily. Several founders in the interviews below came from fields such as finance and culinary school.

You still need a compliant production path, so plan to learn food safety and labeling rules or rely on an inspected co-packer.

Question: Does finished jerky need refrigerated storage?

Answer: Usually not. Because drying removes most of the moisture, jerky is shelf stable and can be stored without refrigeration.

Raw meat and ingredients still need cold storage if you produce in-house.

Confirm shelf life and storage instructions for your own product with your inspected processor.

Interviews With Beef Jerky Business Owners

Hear jerky founders and owners describe starting, producing, and running their businesses in their own words.

Nicole Schlesinger, Founder of Strip Jerky

Nicole Schlesinger started Strip Jerky in her apartment kitchen while attending culinary school. This Entrepreneur Q&A covers her start and the challenges she faced.

You hear how a founder learned production, packaging, and labeling rules and why keeping every production run consistent matters.

Read the Interview

Bill Lenzer, Founder of Big John’s Beef Jerky

Bill Lenzer left his job to turn his father-in-law’s jerky recipe into a business. The interview covers his start, smoking, and sourcing.

You hear how customer requests shaped his flavors and his frank lesson that the business is harder than it looks.

Read the Interview

Katelyn Kaney, CEO of Cattaneo Bros.

Katelyn Kaney is CEO of Cattaneo Bros., a family-owned jerky maker. This Q&A covers equipment, sourcing, and quality control.

You hear how she handles hand production, sources meat from family ranchers, and deals with the challenge of finding quality employees.

Read the Interview

Ricky Hirsch, Founder of Think Jerky

Ricky Hirsch started in finance before founding Think Jerky. This podcast covers his reasons for starting and the hardest part of breaking into packaged goods.

Listeners hear which skills he had, which he had to develop, and how bringing a jerky product to life worked.

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