By Neil Swindale
When I met Matt for our chat on The Neil from New Zealand podcast, I knew right away he represented something exciting in our industry: a new generation of operators entering vending with business smarts, marketing know-how, and a hunger to build.
From CPG and Bars to Vending
Matt officially launched Goodland Vending, based in Milwaukee, earlier this year. That’s right—less than six months ago. But while the company is new, Matt isn’t new to hustle.
Before vending, he spent years in the CPG (consumer packaged goods) and beverage industry, leading field marketing for Pabst Brewing Company on the East Coast, later co-founding his own beverage brand, and even running bars and restaurants.
When the pandemic hit, Matt found himself at a crossroads. “I started looking at what was next,” he told me. “The vending industry felt old and ripe for innovation. Smart coolers, AI-driven merchandising, and cashless systems—that’s where it’s all headed. I wanted to be part of that wave.”
How a Ski Injury Jumpstarted His Vending Journey
Ironically, his entry into vending started with a skiing accident. “I blew out my knee this winter and suddenly had too much downtime,” Matt laughed. “That’s when I started researching industries—and vending just clicked.”
By April, he’d formed Goodland Vending LLC, and by July, he had his first machine in the field. Today, he’s operating six locations with “a lot more on the way.” If everything goes according to plan, he’ll have a dozen by early 2026—and from there, things could snowball fast.
Smart Coolers, Not Coin Slots
Matt isn’t using traditional vending machines. Every unit he deploys is cashless and cloud-connected, typically sourced through AVS Companies (American Vending Sales). He couldn’t believe how easy it was to get started with them.
“I didn’t want multiple back-end systems and suppliers,” he said. “AVS has a headquarters just 35 minutes from me, and when I call, they actually pick up. That support has been huge.”
The AVS team even helped him install his first smart coolers. They truly want to see him succeed. “The VP was on-site for my first placement. That meant the world to me as a new operator.”
Landing That First Account
Like every new vendor, Matt’s first account took longer than expected. “I started pounding the pavement in April and didn’t place my first machine until July,” he said. “It was an apartment complex—great fit, but not their top priority. Once I got that first one done, though, I understood the sales cycle.”
His second account came from a cold email—proof that persistence pays. And from there, momentum took over. “Once things were running well, I started asking, ‘Do you have a sister property? Another location?’ That’s when the snowball effect started.”
Learning Fast and Listening Hard
Every new operator learns quickly that what sells in one location might flop in another. Matt embraces that data-driven approach.
“The first four to six weeks at a new account are pure learning,” he said. “I send tenants a quick Google Form survey and even give out a small gift basket for feedback. It’s good for me and for them—if they buy more, everyone wins.”
He’s already seen 20–30% sales lifts from swapping out slow movers. “I switched one cooler from orange Celsius to peach Celsius and sales exploded overnight.”
Old-School Grit Meets New-School Tech
Despite his marketing background, Matt’s success still comes from good old-fashioned shoe-leather sales. “If I’m at a stoplight and see a big building, I’ll Google it, check how many employees they have, and see if it’s worth stopping in,” he said.
But his approach to operations is thoroughly modern. All of his machines are internet-connected, allowing him to monitor inventory in real time and pre-pack only what’s needed before heading out on route.
“I rarely come home with extra stock,” he said. “It’s incredible. The tech saves so much time and waste.”
Growing Smart and Staying Local
Goodland Vending currently serves an eight-mile radius around Milwaukee but plans to expand up to 70 miles as routes grow. “Milwaukee’s perfect,” Matt said. “It’s full of universities, manufacturers, and Class A apartments—but you can still get across town in 20 minutes.”
He’s already planning for a warehouse move in early 2026 and hopes to hire his first employee soon. “The goal is 40 to 50 machines within a year,” he said.
The Importance of Joining a Buying Group
Matt’s also a member of USG, one of the nation’s largest vending buying groups. “They’ve been a huge help,” he said. “The collective power they have with brands like Coke and Pepsi is amazing.”
For someone who only entered vending in 2024, that’s serious progress—and a testament to what happens when you blend entrepreneurial spirit with modern tools.
Final Thoughts
I’ve been in this industry for 30 years, and I’ll tell you—people like Matt Seavers remind me why vending remains one of the last great entrepreneurial frontiers. He’s scrappy, tech-savvy, and relentlessly customer-focused.
“This industry is an entrepreneur’s heaven,” Matt said with a grin. “You figure it out as you go, you get a little better every day—and before you know it, you’re hooked.”
And if the early success of Goodland Vending is any indication, Milwaukee’s newest vendor is just getting started.
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