Podcasts about rue la la

✨  Victoria De León, E-Commerce Manager @ NARS☁️  How to break into the fashion/beauty industry as an immigrant☁️  Tips for pushing past financial barriers to pursue your dreams☁️  Insights into the e-commerce fashion industry☁️  Lessons learned from Rue La La, Bloomingdale's, Bulgari and NARSJoin the Sky Society Women in Marketing private LinkedIn group.Follow Sky Society on Instagram @skysociety.co and TikTok @skysociety.co

Navigating catastrophes is never easy for eng leaders, but it's an essential leadership skill in the startup world. Ken Pickering, SVP of Engineering @ Starburst Data, discusses navigating catastrophe, and uncertainty and building a culture of resiliency within startups & eng teams. We cover how to embrace challenges / failure, and cultivate centralized beliefs within your org. Plus the challenges behind finding PMF for a second product, and how to leverage first-principles to avoid a failed second product.ABOUT KEN PICKERINGKen Pickering is the SVP of Engineering at Starburst Data, where he is privileged to work alongside some of the best product and engineering humans in the world. Prior to his role here, he held leadership roles at large-scale consumer SaaS and enterprise security companies."Communication and context are some of the things that are most successful in feeding an engineering organization because engineers are generalized problem solvers. We all want to be engaged with the problem and then apply a methodology to that problem. Even in high stakes situations, articulate the problem clearly, give people the timeline, give people the constraints, and let them rip. The people that can do that and perform in different kinds of environments and be flexible and adaptable are really key to driving that kind of culture.”- Ken Pickering   Check out Jellyfish's Scenario Planner to help you accelerate your development!With Jellyfish's Scenario Planner, you can analyze tradeoffs, and optimize resources - to ensure your highest priority initiatives meet your delivery goals and deadlines!To learn more about how Scenario Planner can help you better accelerate, predict & plan your software delivery

What do you get when you combine beautiful dispensers, a sanitizer people love to use, and a commitment to doing business in a better way?A hand sanitizer system that prevents more plastics from polluting our planet and helps to remove existing plastics too! Our guest, Ashley Wayman, is the Founder of Shimmy – a customizable and eco-friendly hand sanitizer system elevating the way businesses provide this necessary consumable to their employees and customers.Built to last, Shimmy's impeccably designed containers are made with as little plastic as possible, and all refills are packed in easy-to-recycle aluminum. They also partner with Climate Neutral and Plastic Bank® to offset their carbon emissions and plastic footprint.Prior to founding Shimmy, Ashley led Integrated Promotions for Wayfair through their IPO in 2014, and led the mobile marketing team at Rue La La during the flash sale site craze.To learn more about Shimmy, please visit: https://getshimmy.com and follow Shimmy on Instagram here: https://www.instagram.com/getshimmy/Inquire for your business to have Shimmy for your sanitizing needs! Visit: https://getshimmy.com/#contact_formThank you for carving out time to improve your Founder Game - when you do better, your startup will do better - cheers!Ande ♥https://andelyons.com #bestyoutubechannelforstartups #startupstories #startuplife JOIN STARTUP LIFE LIVE MEETUP GROUPGet an alert whenever I post a new show! https://bit.ly/StartupLifeLIVECONNECT WITH ME ONLINE:https://twitter.com/AndeLyonshttps://www.linkedin.com/in/andelyons/https://www.instagram.com/ande_lyons/TikTok: @andelyonsANDELICIOUS ANNOUNCEMENTSArlan's Academy: https://arlansacademy.com/Scroobious - use Ande15 discount code: https://www.scroobious.com/How to Raise a Seed Round: https://bit.ly/AAElizabethYinTune in to Mia Voss' Shit We Don't Talk About podcast here: https://shitwedonttalkaboutpodcast.com/SPONSORSHIPIf you resonate with the show's mission of amplifying diverse founder voices while serving first-time founders around the world, please reach out to me to learn more about making an impact through sponsoring the Startup Life LIVE Show! ande@andelyons.com. Ande ♥

Episode Summary: Join us for episode 2 where we speak with Managing Director and Co-founder of General Catalyst Partners, David Fialkow.  In this episode, we learn more about David's journey from documentary filmmaker to venture capitalist and the common thread they share.   What is Uncovered: David's unique path to starting General Catalyst alongside his long time friend Joel CutlerThe importance of mentorship and following your passion The lessons that Joel and David learned while starting their own travel company (last-minute travel) The story behind David signing up and completing his first Ironman with only 90 days of training  Why David and Joel saw themselves as B entrepreneurs and how this realization was the impetus to starting GC Partners What makes a successful VC firm and GC's early wins The common thread between founding a venture capital firm, a start-up, and creating documentary films. Learn More About:David Fialkow is a co-founder and managing director of General Catalyst, a venture capital firm that partners with founders from seed to growth stage to build companies that withstand the test of time.  David's focus areas include financial services, digital health AI and data analytics, as well as leading General Catalyst's XIR program. His portfolio of investments includes Casana, Catalant, Crossfit, CLEAResult (acquired by General Atlantic), Datalogix (acquired by Oracle), Datto (acquired by Vista Equity Partners), Highwinds (acquired by StackPath), NotCo, OGSystems (acquired by Parsons Corporation), PathAI, TrueMotion, and Vitrue (acquired by Oracle).Before going into business, David studied film at Colgate University, earned a law degree from Boston College and made documentary films. David has raised millions in dollars in philanthropy to support kids' programs by biking, running, climbing, and rowing. He and his wife Nina produce documentary films focused on social justice. Their film Icarus won the Academy Award for Best Documentary Feature in 2018. His non-profit boards include Facing History and Ourselves, The Pan-Mass Challenge (former chairman), the Dean's Advisory Council at the MIT School of Engineering, and the Council on Foreign Relations. He is chair of the Investment Advisory Committee of The Engine (launched by MIT).Select Current Investments: Casana, Catalant, CrossFit, Elysium, NotCo, Outdoor Voices, PathAI, and TrueMotionAlumni Investments: BBN Technologies (acquired by Raytheon), CLEAResult (acquired by General Atlantic), Datalogix (acquired by Oracle), Datto (acquired by Vista Equity Partners), Highwinds (acquired by StackPath), Index (acquired by Stripe), OGSystems (acquired by Parsons Corp.), Rue La La (acquired by GSI Commerce), Vitrue (acquired by Oracle)Education: BA Fine Arts from Colgate University; JD from Boston CollegeGeneral Catalyst: General Catalyst is a venture capital firm that provides early-stage and growth equity investments. They provide ongoing momentum that accelerates ideas, careers, and companies toward standout success. They create the ideal conditions for growth, surround clients with the right people, and offer mentorship based on deep experience.To date, General Catalyst has managed eight venture capital funds totaling approximately $3.75 billion in capital commitments.Quotes from David Fialkow: “Founders need empathy to drive their vision and dreams." “Great firms are defined by great funds and great funds are defined by great companies” “In order to win, you need people to win with, nobody is so good that they can do it on their own.” 

Over nearly three decades, Ben Fischman has been one of retail's pioneering entrepreneurs. In college he started the baseball cap retailer Lids and then followed that with e-commerce retailer Rue La La. In his latest venture, Launch, Fischman is partnering with entrepreneurs and bringing his years of experience to help them succeed. We sat down to talk about what he looks for in entrepreneurs, why Launch doesn't consider itself a venture capital firm, and what led to them competing in workwear with their newest brand BRUNT.

Susan Standiford’s impressive career has progressed from “nerdom central” to helping startup companies “create a technology, ethos, and identity” for future growth. Her journey as a technologist has taken her from organizations like Disney Interactive, Travelocity, Oracle, Retek, Rue La La and Zeal, to her most recent position as CTO at IKEA in London. In this episode, she talks about her personal and professional growth with David Cohen, and of the value she has gotten back from being a five-year Techstars mentor.Standiford discusses the “Five Traits of Leadership”—to be smart, able to get things done, able to fight through ambiguity, empowerment of others, and humble leadership (to be curious and willing to learn from others).She talks about the three chapters of her life—coding and building systems, building teams, and then scaling those teams into successful companies with a “growth mindset.” Standiford’s special passion is helping women entrepreneurs succeed in tech startups. And she knows firsthand the importance of the #GiveFirst ethos.Techstars personnel and/or guests who speak in this podcast express their own opinions, and not the opinion of either Techstars or any company discussed in this podcast. This podcast is for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities are for illustrative and/or informational purposes only and do not constitute an investment recommendation or offer to provide investment advisory services. Furthermore, this content is not directed at nor intended for use by any investor or prospective investor, and may not under any circumstances be relied upon when making a decision to invest in any fund managed by Techstars. Certain of Techstars funds own (or may own in the future) securities in some of the companies discussed in this podcast. See acast.com/privacy for privacy and opt-out information.

Not many people trade in both a successful finance career and the chance to get a Harvard diploma for the opportunity to launch a business. But that’s what Sarah Paiji Yoo did. And when she found success and sold her first company, she knew that she could never satisfy that entrepreneurial itch by doing anything but building another company. Sarah went on to co-found a start-up studio and helped launch a number of other companies, including M.Gemi and Rockets of Awesome, but she craved more. Ultimately, she wanted to dig into something that served a deeper purpose.  Today, Sarah is a co-founder of Blueland, a consumer products company on a mission to eliminate single-use plastic packaging. The way Sarah and her team are accomplishing that mission has started with creating a new way to develop and use cleaning products and has included a stop along the way in the Shark Tank, where Mr. Wonderful himself, Kevin O’Leary, bought into the company.  On this episode of Up Next in Commerce, Sarah sheds light on common mistakes that young entrepreneurs make when they are starting out, as well as shares the secrets for avoiding those mistakes. Plus, she explains what the holy grail metric is for judging the health of your company.  3 Takeaways: In the early days when you only have one or two products that consumers buy, it’s easy to keep track of how people get funneled through. As you begin to expand your product offerings, measuring acquisition behavior and retention becomes more important in being able to judge the health of the company and the new products brought to market.  The importance of focusing on product-market fit can’t be overstated. Often, young companies and their founders get caught in the trap of trying to please investors or race to profitability through clever marketing or other shortcuts. The only way to achieve meaningful, sustained success is to know you have product-market fit from the get-go, and then optimizing your strategy from there.   You can still do something even if you don’t have all the pieces to the puzzle. Even though an idea seems simple, there are always going to be complications to work through. Being tenacious and having grit are the keys to being able to see you vision through to completion. For an in-depth look at this episode, check out the full transcript below. Quotes have been edited for clarity and length. --- Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Respond quickly to changing customer needs with flexible Ecommerce connected to marketing, sales, and service. Deliver intelligent commerce experiences your customers can trust, across every channel. Together, we’re ready for what’s next in commerce. Learn more at salesforce.com/commerce --- Transcript: Stephanie: Hey, everyone. This is Stephanie Postles, your host of Up Next in Commerce. Today we have Sarah Paiji Yoo on the show, the co-founder and CEO at Blueland. Sarah, how are you? Sarah: I'm great, how are you, Stephanie? Stephanie: Doing well. And you're calling in from New York, right? Sarah: Yeah. Good, old New York City. Stephanie: Yeah, how's New York life right now? Sarah: New York life, it certainly feels ... It's funny, because I feel like in the beginning, we definitely were the hotspot of coronavirus. But now it feels like one of the safer places to be, given the high immunity. So, it's good. I think it's a little unfortunate that summer now, it's my favorite season in New York, so, it's unfortunate that we're still, for the most part, having to stay at home. But I think we got in our groove and it has definitely given at least my family the opportunity to force ourselves to find other ways to explore nature right outside New York City. Stephanie: So, I'd love to dive a bit into your background before we get into Blueland. Because I read some interesting things about you about having some Ecommerce companies in the past and dropping out of Harvard MBA program and I'd love to hear a bit about your journey of how you got to where you are today. Sarah: Yeah, absolutely. So, I guess if I were to start way back, I started my career actually pretty traditionally in finance and consulting. Certainly early in my career I actually had no aspirations to be an entrepreneur. I always consider myself relatively risk-averve so it is interesting to see how life unfolds. But yeah, I started my career very traditionally after those stints in consulting and finance, which I actually wouldn't trade for the world. I really appreciate the experiences and the skillsets that I picked up and the frameworks it gave me to really think about the world and business. Sarah: But after those stints I decided to go back to Harvard for business school, to really, most of all to be able to have the time to step back and reflect on what it was that I wanted to do next. Because I think my early experiences, if anything, taught me that I wasn't a lifer in terms of professional services, I really wanted to be more in the driver's seat and wanted to be at a company versus advising the company. And so, yeah, I made the decision to go to business school. And when I got to business school it was a really interesting time because there had been, right before I came, a series of female founders that had started very impressive companies, GuildCrew, Birchbox, Rent the Runway, LearnVest, Katrina who started Stitch Fix with just one year ahead of me in business school. Sarah: And that was extremely inspiring for me just to see a set of women who were young and had a very similar background or set of experience as myself and see them so quote, unquote, early in their career, setting out to build their own business. And I decided that given business school ... You can make what you want of business school but it doesn't have to be particularly rigorous. And so, I had more time on my hands than I did previously what I was working in, so I decided to really use that time and try to start a business while I was in business school. And a few months in I ended up starting work on my first startup, which was Snapette, which was a mobile shopping app that helps consumers find products and stores around them. Sarah: I was really excited about everything that I was seeing around smartphones and the mobile space. And this was still pretty early on. So, this was almost 10 years ago, pre Instagram days, if you can imagine a world before Instagram. Stephanie: Tough world to start in. Sarah: Yeah. Yeah, exactly. But yeah, that's the first business I decided to start while in school. I ended up raising a round of venture capital that summer between my first and what was supposed to be my second year of business school. And so made ... it was actually a very easy decision, to drop out of Harvard and continue to just work on Snapette. And I ended up scaling that business for the next about three and a half years to a small team, about 20 people. And then we ended up selling that business to one of the world's largest stock search engines at the time, called PriceGrabber. Again, almost four years in. And- Stephanie: That's amazing. What was the process like, selling the company? Did you actively go about selling your company or were you approached? Or how did that look? I heard a good quote the other day that companies don't just get acquired, you actually need to actively go and sell your company if you want it to be sold sometimes. Sarah: It's interesting because I've also heard the opposite. Stephanie: Oh, interesting. Sarah: Which I can related to both [inaudible 00:05:48]. I was actually worried with the phrase, but we were lucky in terms of we received an inbound. Stephanie: Oh, nice. Sarah: That tipped us off to, "Oh, this might actually be a good time to sell. And the context of that period was, I started Snapette at a time when Mary Meeker and a lot of these industry experts were saying, "Oh, mobile's going to be the future. People are going to spend more time on their phones than on their desktop," and that seemed inconceivable, the early days as she was saying that. And when we sold, that's when we were seeing about 30% of site traffic, to many of the major sites coming from mobile instead of desktop. So, it still hadn't flipped yet. Sarah: But it definitely felt like it was coming. And so, yeah, we had an inbound from a traditional, online, non-mobile player. And that kick started me to reach out to a few more folks in the space that had a similar profile, because if we were going to engage in these conversations I thought, "Let's run a robust process," because obviously competition can always help drive a better outcome. And so that's what I did. And ended up not really engaging a bank or anything. That's where my former finance experience definitely did come in handy because I did have experience buying and selling companies and so I understood ad a high level what that process looked like. And so, yeah, we were able to quarter back that process in-house and get a few offers and ultimately find an acquirer for our business. Stephanie: That's amazing. So, at that point you got the itch to start another company? You're like, "This is great. I'm going for round two." Sarah: Yeah. Yeah, yeah. Exactly, exactly. So, initially we had ... Not initially. We had a one year lockup with the parent company. And so our whole team moved over. And it was interesting, I think initially I was extremely excited about the prospect of being part of a much larger organization, that had much higher revenues and much larger budget. And I didn't expect how quickly ... I feel like day one, post-acquisition all of a sudden, the speed at which we were running, everything came to a halt. And all of a sudden my calendar was full of just meetings with lots of people back to back. Sarah: And I think it was hard. I think it was hard going from also this small, mobile startup where Apple would make an announcement about the newest feature and then I would get together with my team and our engineers and really think about like, "Oh, how can we integrate this? How can really use this to push our product forward?" And in a larger organization, completely understandably you have much longer product roadmaps, you need to justify why a change that you want to make is going to add more value to the company than some much larger initiatives that maybe underway. Sarah: And we were dealing with 18 month, plus product roadmaps, which to me at the time felt like, "Oh my god, if I have to wait 18 months to start working on some of these things, I'm going to be dead." So, it was an interesting contrast for me. And so, I certainly, definitely developed that itch to go back out and start something again. And I think also as a first time founder with Snapette, I had made so many mistakes along the way. And I was just dying to do it again but be better the next time around. Stephanie: So, then where did you go after that [crosstalk 00:09:35]? Sarah: Yeah, so after that, it's interesting, because I think ... my career, my life had been so linear til pre Snapette. But I think that startup journey really showed me both the joys and the benefits of just being being open to what life may bring and that really just reaffirming the Steve Jobs quote, "If you can't connect the dots forward, only looking back." And so, at that point I knew I wanted to get back into early stage company building. I wasn't proactively looking for my next business or the next idea, but I ended up reconnecting with a former acquaintance in the Ecomm space, Ben Fischman, who had also sold his startup, Rue La La, which was one of the first flash sale sites here in the U.S. Sarah: And he had sold his company right around the same time I sold Snapette. And he was exploring the idea of raising a fund and to start a series of new businesses. So, it wouldn't be a venture capital fund, but it would be more like a startup studio. And the thesis that we both share was that, at this point it was 2013, we believed that it was still very early innings in terms of direct-to-consumer. So, at that point Warby Parker was our, in way, that preeminent example of direct-to-consumer. But it was our belief that we would continue to see whole categories move direct-to-consumer, and many of which we've seen now come into fruition. I remember at that point thinking about, "Oh, we're going to see everything from shoes to socks to tampons to vitamins, etc. Everything is going to develop a new brand and find more efficient ways to directly reach and communicate with consumers." Sarah: And so, yeah, he was like, "You should come do this with me." And at that point, again, I didn't have a specific idea in mind. I knew that I wanted to be back in the company building stage. I loved the tech and direct-to-consumer space. And so, yeah, I jumped onboard with him and was a founding member and partner of that team. And so, that startup studio was called LAUNCH, or is called LAUNCH, it's still around today. And the goal was to then launch one new business per year, which is what we ended up doing. So, over the next four years we launched M.Gemi in our first year, Rockets of Awesome. M.Gemi is a direct-to-consumer footwear business. And then we launches Rockets of Awesome the second year, which is a direct-to-consumer subscription kids apparel business. And then we launched Follain, which is a clean beauty retailer. And in the last year that I was with LAUNCH, LAUNCH Trade, which is a direct-to-consumer coffee marketplace. Stephanie: Very cool. How did those individual companies do? Sarah: The individual companies have all been doing great. They're still around today, very proud of how far they've come. But it was definitely a crazy time. Certainly in a period where we've seen over funding and collapses, you know many important DTC businesses I think very proud to say that all those businesses are in great shape and still around today. Stephanie: Yeah, that sounds really fun. Chaotic and crazy but fun. Were there any universal truths that you learned? Even though the companies sound very different that you were launching there, was there anything that you found a best practice and then you could apply it to future businesses? Sarah: Yeah, I think the biggest takeaway, probably from launching multiple businesses is just the importance of focus and the importance especially of focus on product market that in early days I think it's very easy, especially when you are venture backed, either with access to capital or with this immense pressure to grow quickly, to grow into the valuations that you may have raised that it can be easy to fall into the trap to shift a lot of your focus to marketing and growing. But ultimately the best marketing is an amazing product or service that drives strong retention, strong word of mouth. Sarah: And any marketing spend that you deploy is going to be so much more efficient and effective if you don't have a leaky bucket. And I think that's one that is certainly harder, especially in this world where we celebrate large fundings and also companies growing very quickly. And I just think there's so much value, especially early days of almost staying smaller so that especially the founders can really focus entirely on product-market fit and making all the tweaks necessary to really optimize the product, service or offering. Stephanie: Yeah, I completely agree about that. How did you all go about finding or knowing when you had product-market fit? Were you like, "This is the one, let's move forward."? Sarah: Yeah, yeah, yeah. I think it's hard to draw that line in the sand, for sure. I think an important metric or area of metrics to look at certainly are around retention and repeat. Because ultimately there is a lot of focus, especially in D2C, on acquisition. And whether it's customer acquisition cost or cost per acquired customer, ultimately, that doesn't give you the full picture. That just tells you that you were able to have a clever ad and maybe you have attracted someone to make that first purchase. But it's certainly a lot cheaper to have your customer purchase again and repeat with you than having to go out into the market and pay for a brand new customer. And so, we've always been extremely focused on the retention metrics as a leading indicator to help the business. Stephanie: Yeah. yeah, that's great. So, then, at what point were you at LAUNCH where you were, once again, "It's time for me to move on, do my own thing again."? Sarah: Yeah. Yeah. So, I had a crazy journey and it was an amazing ride. I learned a ton about launching new business, having to do that back to back. But I think after my fourth year, after the fourth business, I developed a deep seated desire to do something that was a little more personally meaningful. I think for so many years simply the challenge and excitement of bringing a new brand or product to market that had never existed before was enough for me and it was incredibly energizing. And I still love that aspect of it. But at that point I was looking to build something beyond selling more shoes or beauty products. Sarah: And I think that also was heavily influenced by my becoming a new mom around that time. So, it's not coincidence that the number of years I've been working on Blueland is about the same number of years as my son's age. Stephanie: Yeah, it's funny how all of a sudden, same with me, you get interested in what's organic and what's actually natural and- Sarah: Hard to miss it. Stephanie: Yeah, it's something I never paid attention to that much until having kids. Sarah: Yeah, no, exactly, exactly, exactly. And I think you also start questioning how you're spending your time. You have very limited time, and thinking once you have children and a family it highlights more clearly for you the trade offs between work and rest of life. And I think, I was very open to how I would feel on the other side of motherhood. I was very open to maybe I wasn't going to want to work at all. Maybe I was going to be so obsessed with my child that I was going to want to spend every waking moment with him, which would also have been a fine outcome. But interestingly, after having my son, for me, I realized that I still really did love working. I loved my work a lot but I think I just needed to find more meaning in it if it was going to take up so many hours of my day and taking away from my child. Stephanie: Cool. So, then, what was the first step when it came to ... what really led you to creating Blueland? Was there an aha moment, was there something ... Tell me a little bit about what Blueland is maybe first and then how you came up with the idea. Sarah: Yeah. So, Blueland is a consumer products company, we are on a mission to eliminate single use plastic packaging. And we are starting with cleaning products. And so, the first set of products that we launched, when we launched about a year ago were a set of cleaning sprays and hand soap. And what was really unique about our products was that instead of selling you a bottle of liquid, these products are traditionally about 90% water, we've shrunk these products down to these tablets that are about the size of a quarter so that instead of buying a new plastic bottle every time, instead of paying for all this water which you already have at home, you can use one of our beautiful, reusable bottles and simply fill them up with warm water, drop in one of our tablets and it starts to bubble on its own, there's no shaking or stirring or weird chemistry required. And at the end of a few minutes, you have a full bottle of hand soap or cleaning spray. Stephanie: Yeah, that's cool. Sarah: And our cleaning sprays include a multi-surface cleaner, glass and mirror and a bathroom cleaner. Stephanie: Yeah, it remind me of a Alka-Seltzer, where you drop it in and then all of a sudden you have this big big bottle of cleaning solution. Sarah: Exactly, exactly, exactly. And we stared there because we found that it was very intuitive for people even though it was something that had never been done before, it was brand new to market, it was something that people could see and quickly understand like, "Oh, that makes sense. That water and the tablet can make a bottle cleaner." And so, yeah, those are the products we started with. Happy to say last month we released our newest category which is the dish category. So, we launched a dish soap and dishwasher tablets. And in a similar vein, these products were created as part of a reusable, refillable system. So, upfront we sell you a permanent, forever container that you can refill with our refills that come packaged in paper based compostable packaging instead of plastic. Sarah: And so, our dish soap is actually a powder. But it's used very similarly to liquid, to the extent that you just sprinkle it directly onto your sponge, you add water and then you get a nice, rich foam. And yeah, our dishwasher tablets are naked, to the extent that they don't come individually wrapped in that plastic film that you'll find, with most all dishwasher packs. Stephanie: I've never really thought about, "Where does that film go? Does it just go down the drain? Sarah: Yeah. So, it's unfortunate because it- Stephanie: That's sad. Sarah: Yeah, it is sad. It is sad. Because I think the assumption for a lot of people, understandably, is that because it dissolves, that it just goes away. But unfortunately, because it is a synthetic petroleum based plastic film, the plastic molecules do still remain and enter our water systems and majority of it is then ultimately released into the oceans, rivers and anything else. Stephanie: So, when building this company, I read that you had reached out to over 50 manufacturers who all turned you down. And I wanted to hear- Sarah: Oh my goodness. Stephanie: I wanted to hear that story a bit, because I think most people maybe after 10 woudlve been like, "Well, it's not possible." Or, "We can't find how to contain these tablets." Or, "No one knows how to do it." Tell me a bit about what was that process like when starting to build the products out and trying to find people to partner with to make them? Sarah: Yeah, yeah, yeah. So, I think a big piece of being a entrepreneur, it's not rocket science, it's just being tenacious and having grit and not taking no for an answer and not assuming that because it's never been done, that means that it can't be done. And so, yeah, I think when we initially came up with this idea for Blueland, it was a crazy idea. And we had a lot of questions from people like, "Well, if it's so easy, why hasn't it been done?" And we're like, "Well, somebody has to be the first." Sarah: And so, yeah, initially, the natural place to start was to reach out to manufacturers, because typically, whether it's in the food space or the cleaning space or in the beauty space, a lot of these spaces are fashion. A company usually works with a contract manufacturer to actually make their products. And so, first choice was finding someone with the existing infrastructure that could just make this for us. Not surprising, in retrospect, hindsight's always 20/20, that no one could do this for us. We were reaching out to cleaning products manufacturers who were creating these products as liquids, and they were pretty much telling us how, "We don't know how to deal with solids, like we don't even have tableting machinery. And in fact, many of the ingredients that we buy for our liquid products actually come in liquid form. And so not even sure how we would then transform that into a dry product." Stephanie: But did you have an ingredient list? Were you like, "This is what I want in it?" Because that [crosstalk] seems hard to me of like, how would I make a multi-surface cleaner? Sarah: Exactly, exactly. So, in the beginning it's just this huge chicken or egg problem. So, we reached out to many manufacturers. And at that point it became also just less so in terms of ... we didn't necessarily think we were going to find an end-all, be-all solution with one of these calls but our hope was that we were going to get enough smart people in the space, who had been in the space for decades to talk to us in each of these conversations, we were going to glean a little bit more information. And if they couldn't do it, they would potentially know someone else who could. Whether it was a scientist ... because a lot of these contract manufacturers also work with contractor chemists, et cetera, they might know of an ingredient that they heard of that would be able to help us do this and so it really was just our form of Googling around, when Google could only get us so far on these niche topics that no one had a reason to read up about online. Sarah: But yeah, I think it became apparent through these conversations that someone was going to be able do just do this for us and everyone was recommending that we would need to come to them with a formula. And at that point felt like we hit another wall because my co-founder and I, we didn't have any chemists in our direct network. We had no idea where to even begin. We were both business people. And so, we, after asking our network, not really finding any leads to any reputable chemists, certainly no chemists with a cleaning products background, we just turned to LinkedIn. Stephanie: Ooh. Sarah: That was just a natural place to turn to, to be able to search for experts based on their experiences and at that point ended up going down another, very long rabbit hole of collecting ... We still have that spreadsheet today of hundreds of names of chemists that we found on LinkedIn and wrote up what their background was and ranked them and then just started reaching out to them, just [inaudible] reaching out to them on LinkedIn and just trying to get as many people as we could on the phone with us, like we were doing with the manufacturers. Stephanie: Did you get a good response rate from people or was it slow? Sarah: It was definitely slow. In LinkedIn there's all these limitations of if you're not connected, they may not readily see your message, also turns out a lot of chemists aren't actively checking their LinkedIn or messages. We also were just two random people that were messaging about this crazy idea that most recipients on the other side probably had like, "I don't know how to do what they want to do," or, "This idea seems crazy," or, "Why are they soliciting me for a job? Why would I leave my big company, well paid job to go do this?" Sarah: So yeah, I think suffice to say response rate wasn't great. But to some extent, it also was a numbers game, which is why we did reach out to so many people. And we were able to get a good number of people also just to get on the phone with us. And there definitely were a set of folks that we're so thankful to that were inspired by our mission and the audacity of at least the vision, and were willing to chat to see if they could be helpful. And that is ultimately also how we found our incredible head of R&D, Syed, it was through LinkedIn. Sarah: He was formerly at method, which is one of the world's largest non-toxic cleaning products companies. And prior to that, he had the perfect background because prior to cleaning products he was actually working in nutritional supplements. So, vitamins. So, he also had that hard, tabled-like form factor experience. Stephanie: That's amazing. So, how many tablets are you selling today? And how much plastic is it removing from the environment if someone chooses that versus a normal alternative? Sarah: Yeah, yeah, absolutely. For us today, I forget the latest numbers. But we've sold tablets in the millions- Stephanie: Wow. Sarah: ... at this point, which is exciting because that means that our impact has also certainly been in the millions of plastic bottles eliminated. I think people are always surprised to hear that five billion plastic cleaning bottles are discarded each year, because there is so much focus on the water bottles and the coffee cups and the straws. Rightly so, because those numbers are even larger. But people are always surprised to hear how much of ian impact you can do by also just swapping out your cleaning products to a reusable solution. Stephanie: Yeah, yeah. That's amazing. Nice work. So, I'm guessing there has to be some kind of convincing and education factor that had to go on because a lot of customers at first, they all worry about maybe the anti-microbial factor and everyone's probably ... at least when I think about it I'm like, "Just throw some Lysol on it or bleach or something, that'll clean up anything." How do you go about convincing people that your product has the same benefits and even though it's natural, it'll still work? What does that education piece look like? Sarah: Yeah. So, that education piece is obviously so important and has become even more important during this period of time and COVID where people are very focused at keeping germs, bacterias and viruses at bay. We received, especially in March and April, that was the number one question that we were getting, especially around hand soap, actually. Where people were asking if our hand soap was antibacterial, whether our hand soap would kill COVID. And there we were very direct with the answer that ultimately, no, our hand soap is not antibacterial, it's not disinfecting, we cannot make the claim that it kills COVID. But it was an educational moment for us because at that point we could start the conversation with consumers that also are rooted in many studies that suggest that antibacterial soaps might actually be doing more harm than good, as well as if you look at the FDA, they've made official statements that say, "Regular, non-antibacterial soap is effective for the removal of bacteria and viruses," and that hand washing with plain, non-antibacterial soap is a great way to prevent the contraction and spread of illnesses. Sarah: And so, I think most people that hear that get it, and it will even link them to the FDA site on proper hand washing techniques and just to just reassure people this, "By no means are we looking to mislead or brainwash," but that it's just more the education of, you know, many times I think there's this perception you need a certain set of ingredients to get a certain job done. But- Stephanie: It's part of the marketing behind that too, for people who do have the antimicrobial stuff in it, they're pushing it so hard, "You need this," when I've read the same research about you actually don't really need that and you can still have very clean hands afterwards. Sarah: Yeah, yeah. Exactly, exactly, exactly. And so, it's been nice. It's been a nice period where we can also provide that education, because we are staunch supporters of non-toxic formulations. And so, any opportunity that we have to speak more to the efficacy of non-toxic products as well is always, we think, a good thing, not just for us but for the broader industry and for people on the planet. Stephanie: Yeah. So, how do you get people to find you? I'm thinking, if I'm going to the grocery store, that's maybe where I'll pick up a cleaning product when I run out or something. Are you in retail or were you planning on going into retail before COVID or are you staying strictly B to C? Or how are you thinking about that? Because it seems like it'd be hard to bring people over to buying online when maybe they've never thought to do that unless it's through maybe Amazon Prime or something, I don't know. Sarah: Yeah, yeah. No, it's definitely one of the larger areas of friction that we recognize. To the extent that it's interesting when you think about it from a direct-to-consumer perspective or context because I definitely went into this eyes wide open, as to this is a category that's going to be harder to convince people to go to a separate, online destination to buy the products. Because in my past, I've been in shoes, I've been in apparel, I've been in beauty, and for all of those, especially something like shoes or swimwear, I would argue it's easier to convince someone for a one-off special purchase, like glasses, to go to a separate destination. Sarah: But to your point, with the cleaning products, this is a product that even early surveys have found that over 80% of people would prefer to just purchase these either in brick and mortar stores or just as part of the shopping that they're doing regularly anyways, whether it's weekly or biweekly grocery shopping, whether it's all on Amazon or at their local Target or Walmart. And I think that because of that, retail will definitely have to be an important part of our future. At the moment we are still a most all direct-to-consumer business. We have a handful of retailers that we sell through but still pretty minimal like we're with Goop or with West Elm, we're with Nordstrom. But I think- Stephanie: Those are some pretty good names. Sarah: Yeah. Those are definitely great names, but those are more I think we still view brand enhancing names and not necessarily the place where people are going to every week to traditionally buy these products. But I think it all comes back to focus and we also always knew that direct-to-consumer was going to be an important component of launching the brand. I think there's so many benefits, especially from a brand building and story telling perspective and explaining the mission and as a new brand to market just explaining who we are. And it's certainly an efficient enough channel to be able to get to early adopters and a set of consumers. But we do believe that if we are going to truly maximize our environmental impact and reach as many households as we can, then absolutely, we do need to, at one point, go into retail, physical retail and traditional retail. Stephanie: Cool, so, how do you get in front of the early adopters that you just mentioned? What kind of digital channels are you exploring? How are you doing your marketing? How are you finding customers and bringing them back? Sarah: Yeah, yeah, definitely. Instagram has been an invaluable channel for us, especially on the organic side. I think we've had great success there. So, we've been live for probably just about a year now, we have over 170,000 followers on Instagram, all of it organic. We haven't really done any paid influence or promotion or anything. And I think it's really helped that because our mission is so integrated into our product offering, we are a mission driven company but that could mean different things for different companies. And for some companies that means it's a donation that they're making or a philanthropy in addition to whatever their core product or service is. And for us, our mission is just 100% integrated into the products that we sell. And that's given us the ability to, on social speak across a range of topics and speak more broadly about climate change and plastic pollution and tips on how we can each do our part. Sarah: And it's been so exciting to see how much that's resonated with the community on instagram and how quickly we've grown and it certainly is one of our largest channels. So, it's exciting to see that organic is something that that can work for a direct-to-consumer brand. Stephanie: Yeah, especially if you have that. Sustainability is a hot topic right now and like you said, if you're able to lean into those groups and people and tags and stuff, that opens up a whole new market where maybe other DTC companies who are just trying to sell their product and create brand new content, very different. So, it seems like that'd be a very helpful way to get new customers and access to an audience that maybe you wouldn't get access to otherwise if you weren't building a sustainable product. Sarah: Definitely, definitely, definitely. And it's also been a really great amplifier for word of mouth. I think we're fortunate that we have a product that people feel more inclined to share. So, everyday we get hundreds of people story-ing our products and their unboxings. And I think that's being driven by two things. One is just the mission I think that gives people a real reason or additional reason to want to share our product with their friends, because also saving the planet is something that we have to do together and they understand that the more they can raise awareness for things that help this planet, to their friends and community, the better place we'll all be in. But also, our products are very visual and experiential. The process of making the solutions, dropping the tablet, showing the tablets dissolved. Sarah: I was very worried, before we launched Blueland that that would be one of the largest hurdles to our success because undoubtedly it is more work for a consumer than just going out and picking up a bottle of solution. But I think it's hugely benefited us, especially in a world with video, Instagram stories, et cetera. Stephanie: So, when you're thinking of the health of Blueland, as you're building it, what kind of metrics are you looking at? Specifically maybe around your website and how to know if you're really doing well? Sarah: Yeah, it's definitely starting to get a lot more complicated now that we have so many more products. I think early days it was a lot simpler ... I would say early days it was a lot more straightforward given ... I think over 90% of our new customers were coming in through the same kit. They were all purchasing our four piece kit. And because it that initial basket was pretty uniform, it was much easier to track those cohorts over time and understand both acquisition behavior and success as well as retention behavior and success. I think now, as we look at our business, there's a lot more granularity. We've layered in more fragrances, we have at this point I think six different kit permutations that you could opt into. Sarah: There isn't a clear kit that all new customers opt into. We also have many people that are adding refill packs now to their kits and their first purchase, which changes the way we have to think about repeat curves and retention because a customer, if they're loading up a dozen multi-surface cleaning tablets in their first purchase, that's actually a great thing for business. It drives higher AOP, it's certainly also better for the environment because we're only shipping that package to them once and they may not need another package from us for a year, at least on the multi-surface cleaner side. But as you can imagine, we then need to look at our data in a much more nuanced way and cut in so many more different ways to really understand what is happening. But yeah, largely we are very focused on customer acquisition cost, the conversion on our site at every part of the funnel and then repeat basket size based on original basket size and channel. Stephanie: Yeah, that makes sense. So, is there any best practices when all of a sudden you have a lot more data to work with and you're trying to actually see trends and parse out the noise. Is there anything that ... I'm assuming with your finance background, you're probably already very good at data. I also have a finance background and how long I had to be in sheets and looking at numbers all day was crazy. But, you do learn how to actually parse through large data sets. Like, what are some best practices that you say worked when it came to expanding your product catalog and actually trying to find trends and things to pay attention to? Sarah: Yeah, absolutely. I think the main thing is making sure that you're being thoughtful about the tests that you set up and setting them up in a way where the data will be valuable and also just taking into account what you're in or how much volume you're getting and so not trying to test too much all at one time. Because I think, and I bring up testing because sometimes it's hard to look at just the organic data that you're getting and make a determination as to what the value drivers are. So, for example, a question that we're trying to solve at the moment is that, are there better kits for people to start on? Do we have a preference as to, is the customer going to be more likely to stay with this? Is the customer more valuable if they buy into kit one very kit four? Sarah: And it's hard to look at the data that you have without setting up a clean test because there maybe other factors that have driven certain consumers to a kit one versus a kit four, that would then make their retention characteristics different. So, to do a very clean test, you would want ideally place randomize and drop off a set of consumers to either kit one or kit four and then see if those two cohorts perform differently over time. Sarah: But it's just making sure that we're being really thoughtful with the test, making sure that there's not other confounding variables that we're introducing, like for example making sure we're using the same ad creative to drop people off on kit one versus kit four, taking into account, again, how much traffic we expect to drive, how quickly that test will wrap up. Because certainly you could think, "Well, we're going to do this test for kit one through seven and do seven kits that we're landing on." But it may also just take forever to get any type of answer of statistical significance if we're dividing up our volume in that way. Sarah: Yeah, so things like that. But certainly something that we're thinking a lot about and is certainly far from straightforward. Stephanie: Yeah, tough problems to solve but I'm sure very informative and helpful for the future. So, I know we don't have too much longer but I did want to ask, we've been on a Shark Tank kick lately, we've been a couple of companies who've been on Shark Tank before you as well, and I wanted to hear- Sarah: Awesome. Stephanie: ... very high level, doesn't have to be a really long story, but how the experience was for you and how you dealt with the increase demand and your inventory and everything that came after being on the show? Sarah: Yeah, yeah, yeah. What a wild experience. It's always actually been facetious, half serious dream of mine to go on shark tank. So, it was really exciting. I think we over prepared every step of the way, which was right in terms of I don't say that negatively. But everything from leading up into the pitch, to making sure that we were ready from a site perspective. Our team still says today that we've never been so prepared for anything outside of Shark Tank. Stephanie: That's amazing. Sarah: So, it's something that we always point to, even with our new product launches or other things that we're trying to do. Because especially in startup world, you're rushing, it's never ... And we always point to, "Look how well Shark Tank went, because we spent the time, we were organized, we put the time in and it definitely pays off." Stephanie: What kind of things did you prepare? If you were to look back and say, "These two things were the best things that we did to prepare? Or what were some of the levers there that you were working on? Sarah: Yeah, yeah, definitely. So, I think before filming on that side, it really was all hands on deck, full team for that week leading up to our Shark Tank filming we pretty much focused on Shark Tank. Especially Syed, our head of R&D and myself were going to go into the tank. But even the rest of the team, we were required probably at least twice a day, for about an hour and a half each, so about three hours a day, whole team would be on just grilling us every which way, with the hardest questions they could throw, with the most inappropriate questions they could throw at us. Stephanie: That's fun. Sarah: It's fun. And it was, in the beginning it definitely was incredibly embarrassing because it was so hard. You're just like ... But after that, it really did prepare us for anything that could come our way in the tank. So, that was great. Including lots of, they just threw lots of mental math at us, which if anything, I don't know if they got us better at mental math that it got me better controlling my facial expression when I didn't know something. Stephanie: Yeah, or just delaying the response so long they forget what they asked, maybe? Sarah: Exactly, exactly, exactly. So, that was very valuable. And then from a site perspective, we really did everything we could possibly do to make sure that the site didn't come down. We spoke with a lot of other companies who had aired on Shark Tank to get their tips for what to do, and that was really helpful. Like the guys at Plated had a landing page ready. Because their site did go down. And so, they were very thankful that they did have a landing page ready to capture email addresses. And they were able to capture a ton of email addresses that way and then email the people when they were back up and running. So, we did that. Someone, another company had a really great idea to swap out all the videos or gifs we had running through the site. So, anything that was heavy that takes up a lot of speed or memory and just pairing back to replace all the videos on our site with images. Again, just to lighten up the site as much as we can. Stephanie: Cool. Yeah, that definitely seems like some good due diligence. And you guys ended up getting a deal, right? Sarah: Yeah. We ended up getting a deal with Kevin O'Leary, who has been fantastic and really supportive and shockingly accessible. Stephanie: I was going to ask that, do you actually get time with him and is he actually helpful? Sarah: Yeah, yeah. We get a lot of- Stephanie: Give me all the gossip. Sarah: Yeah. We get a lot. Early days, I was like, "Is this too much time? I have other things to do." But we probably speak by phone or text once every two weeks or so. And definitely- Stephanie: Wow. Sarah: Yeah, yeah, and [crosstalk 00:52:50]- Stephanie: That's way more than I actually thought. Sarah: Yeah. Yeah, in early stage I feel like I was talking to him multiple times a week, especially right coming off of Shark Tank when we had a lot of opportunities and he brought us onto QVC the week after Shark Tank aired. Stephanie: Oh, nice. Sarah: We've done multiple press interviews on TV together. It's been great. It's been really great. Stephanie: That's really cool. Yeah, thanks for sharing that story. So, now we're running out of time. Is there anything you wanted to cover before we jump into a quick lightning round? Sarah: No. I think we covered a lot of ground. Stephanie: All right. Cool, well, let's jump into the lightning round brought to you by Salesforce Commerce Cloud, this is where I will ask you a question and you have a minute or less to answer with whatever comes to mind. Sarah: Okay, great. Stephanie: Are you ready, Sarah? Sarah: Yes, let's do it. Stephanie: All right. I'm going to start with the hardest question first because you've been in the industry for a while and I feel like you'll have a good answer to this, what one thing will the ... Oh, let me rephrase that. What one thing will have the biggest impact on Ecommerce in the next year? Sarah: Ooh, in the next year. Oh, that one's harder. In the next year ... I would say packaging. It's a non-traditional answer. But I do feel like we're seeing the tides are shifting. I've just started to receive my first set of Amazon packages that for once are coming in paper based envelopes instead of plastic based envelopes. And I think that's going to send a great signal to the industry of, "We need to be a lot more thoughtful about with all this Ecommerce comes an incredible amount of packaging waste and consumers are becoming so much more knowledgeable and mindful about the waste that they're creating." And I think we'll start demanding this stuff of companies. Stephanie: Love that answer. What's up next on your reading list? Sarah: What's up next on my reading list? So, I've been incredibly inspired by the Black Lives movement, Black Lives Matter movement. And so, I have picked up a ton of books in that process. And my next one actually, by my bed right now is White Rage. Stephanie: Nice. And have you started it yet? Sarah: I have not started it yet. Stephanie: Cool, we'll have to circle back and let me know what you think of it. Sarah: Yes. Stephanie: If you were to build another company, which I feel like you will probably be doing in your lifetime, what would that next company be? Sarah: Oh, geez. That's so hard, that's so hard. that's so hard because I love the company I'm building at the moment. I always tell my co-founder that I don't think I'd want to sell this business because I don't know what I would work on next. It's just an incredible mix of product development, science and really doing things that I believe will make a huge difference in the world, as well as just educating people in areas outside of our products, which has been incredibly gratifying, just being able to talk about ... Email's probably a couple times a month and certainly social posts multiple times a week where we're just talking about things that have nothing to do with our products but just ways that you could cut out single use plastic from your day to day life. I do think that if I do move on past Blueland, it certainly is going to be something around the space as well in terms of where- Stephanie: Sustainability. Sarah: Sustainability, exactly, sustainability and climate change. Stephanie: Cool. It would seem sad to throw away all the knowledge. I've heard that quite often where a lot of times founders will just get eager to move onto the next thing and they don't always properly value all the knowledge they built up either from their current company they're at or what industry they're in. And so, yeah, that seems great. Sarah: Totally. Stephanie: What's up next on your Netflix queue? Sarah: So, next up on our Netflix queue is season two of The Politician. I know I'm a few weeks late, but I've actually heard that ... my husband and I loved season one and we heard season two there's actually a lot of focus on plastic pollution and there's actually a character who's really leading the charge on eliminating plastic from her and other day to day lifestyles, so, it'll be interesting to see their spin on that. Stephanie: Yeah. No, that sounds cool. Yeah, there's also a series, I don't know if you've heard of it, it's with Zac Efron, which at first I was like, "No, how is he going to do a series on big problems and sustainability and things like that?" It's actually quite interesting. They ... Sarah: Oh. Stephanie: I'm trying to think what it's called. Maybe producer, Hilary can look that up for me and put it in our notes here. But yeah, he went through, first he visited Iceland and was showing there all of the renewable energy that they generate for Iceland. And then episode two was talking about water and it went into France's water system and how they purify it in a much better way than a lot of places in the U.S. do it, so, another one to just put on your radar. But I don't know the name of it, I just know Zac Efron's hosting it. Sarah: No, that's great. I haven't seen him in anything since High School Musical so I'm actually- Stephanie: I know. Sarah: ... excited to see him all grown up. Stephanie: I know, when I saw him on there I was a little bit confused. I was like, "Wait, what?" And then I was like, "Okay, yeah. You're doing a good job. This is cool." Oh, let's see, Hillary put it in there. Down to Earth with Zac Efron. Pretty good one, very interesting. Sarah: Great. Great, great, great. I'm going to add that to my queue. Stephanie: All right. And then the last one that I've recently started asking, what is the number one tool or app or technology that you use day to day that's most helpful to you or that you either learn the most from or that you loved the most? Sarah: Yeah. It's got to be Instagram. I wish I had a more creative answer but ... Stephanie: No, I love Instagram. Sarah: ... I learn so much from others and from incredible resources and I think most recently I think the Black Lives Matter movement has been an eyeopening one for me in so many ways and I think in so many ways that we're trying to even as a company make sure that we are sustaining that moment, but really have been grateful for that platform as a source of education. Stephanie: Yeah, yeah, completely agree. All right, Sarah, well, it's been so much fun talking to you about this. Where can people find out more about you and Blueland? Sarah: Yeah, so, people can check out our products and learn more about our products at blueland.com. You can also follow us along @blueland. And I also post lifestyle tips frequently to my personal account, @spaiji. That's S-P-A-I-J-I. Stephanie: Awesome. Well, thanks so much for coming on the show and we will definitely be following along in your journey. Sarah: Amazing. Thank you so much for having me.  

This episode was a live recording from our Toronto event in partnership with Timbuk2. Panelists Ryan Bolton (Photographer), Lindsey Rebeiro (Artist Representative) and Colin Jaworski (Art Director/Graphic Designer) will be sharing their stories about how they got to their respective careers in the creative industries. About Ryan: Ryan Bolton is an award-winning, Toronto based photographer with a passion for telling stories. He has traveled around the world working with renowned clients like Apple, Red Bull, Spotify, WayHome Festival, Intrepid Travel, Universal Music, Me to We, the JUNO Awards, the Red Cross. His work has been published in Vice, Toronto Star, Fortune magazine, Applied Arts and Billboard magazine. About Lindsey: Lindsey is an artist representative who has been in the industry for over 10 years. Over the years she has been fortunate enough to work alongside some of the best in the business. Starting out as a stills producer and gradually moving on to her current role as rep she continues to strive for innovation and quality. She currently represents awarding winning photographers/directors and is based out of Toronto. About Colin: Colin Jaworski is currently the marketing and advertising designer at Penguin Random House Canada. He has collaborated with top photographers, illustrators, stylists, and editors to create innovative layouts on a monthly basis covering a range of topics from fashion, real estate, news, and politics. Colin's experience has lead him to work with the likes of Boston Magazine, MIT Technology Review, Rue La La, and The Improper Bostonian.

Simon Property Group, one of the best-known shopping center developers, and digital commerce pioneer Rue Gilt Groupe, the owner of Rue La La and Gilt, are joining forces to build an e-commerce marketplace. Simon has been testing the website “ShopPremiumOutlets.com” since March, building on its premium outlet centers business. On the site, shoppers can find discounted products from 2,000 brands. ShopPremiumOutlets.com currently has 300,000 products available, with more on the way. --- Send in a voice message: https://anchor.fm/ecommerceminute/message Support this podcast: https://anchor.fm/ecommerceminute/support

Welcome to Episode 98 of The VentureFizz Podcast, the flagship podcast from the leading authority for jobs & careers in the tech industry. For this episode of our podcast, I interviewed Greg Raiz, Chief Innovation Officer at Rightpoint. Greg founded Raizlabs right when the mobile revolution was starting to take shape. The firm worked very closely with lots of companies help build out their app or mobile presence. Companies like Runkeeper, Rue La La, Care.com, and many others. Under his leadership, Raizlabs continued to grow and expand to the point where the company was acquired by Rightpoint in 2017. In his role as Chief Innovation Officer, he is responsible for building the culture of innovation throughout Rightpoint, and working with clients to help them digitally transform their businesses using design and innovation thinking. Here is a fun fact: did you know that Raizlabs had a mobile accelerator and that VentureFizz was part of the first cohort? Even though we weren't a pure mobile company, Greg was kind enough to let us participate and hang out at their offices for an extended period of time. In this episode of our podcast, we cover lots of topics, like: -Greg's background before starting Raizlabs including what his time at Microsoft taught him. -The full background story of Raizlabs. -A deep dive into the early years of mobile and how customers' started to adopt a mobile-first strategy. -The details on Rightpoint and its future growth plans. -Advice for founders trying to build a successful service-based business. -Plus, a lot more. It has been far too long since VentureFizz has hosted our own event. Well, that is finally changing. Last week, we announced a new event which is taking place on May 30th at Acquia's offices in Boston. For this event, we are turning our popular Lead(H)er series into a live interactive event. You'll get a chance to hear some of the inspirational stories firsthand from an amazing group of women. Tickets are only $10 and a portion of the proceeds will be donated to the Boston chapter of Women Who Code. You can register on Eventbrite: https://www.eventbrite.com/e/venturefizz-leadher-live-tickets-60945087397 Lastly, if you like the show, please remember to subscribe to and review us on iTunes, or your podcast player of choice!

What would happen if you woke up one day and realized you no longer wanted that corner office? Your passion was gone. What would you do? I was lucky enough to catch Robin Domeniconi, CEO and Founder of Threaded Tales and former CMO of (RED), in between her global hops, to grab her inspirational story to share with you. I met Robin a couple of years ago and her story has stayed with me in vibrant color ever since. A remarkable journey that took her on a whirlwind career leading some of the world’s most popular publications, like Real Simple and Elle, jumping into private equity, evolving brands like Microsoft and Rue La La into media properties and then… a one-way ticket to Bali.

Burglary at Giuseppe Zanotti, Dior Cosmetics, Flash Sale Shopping Welcome to another episode of Pop Fashion! We remember Kate Spade, who passed away earlier this week. Dior is releasing a ton more foundation shades, Giuseppe Zanotti’s Italian HQ keeps getting robbed, and Walmart found a buyer in Brazil. Hudson’s Bay sold Gilt Group to Rue La La and gave up on its flagship Lord & Taylor store. Internationally, we’re grappling with forced cotton labor in Uzbekistan and issues for Myanmar’s apparel industry. Pop Fashion Links Website: www.popfashionpodcast.com Instagram: @popfashionpodcast Twitter: @JustPopFashion Lisa’s Links Twitter: www.twitter.com/lisatella Website: www.lisarowan.com Kaarin’s Links Twitter: www.twitter.com/truetostyle Website: www.truetostyle.com

Here’s your Headstart on the business headlines you need to know for Tuesday, June 5th, 2018. Coming up: Rue La La will Acquire The Gilt Group, McDonalds Opens a New Global HQ in Chicago, Red Bull Rolls Out a Line of Organic Carbonated Drinks in Canada, Coinbase Rolls Out a New Office in Japan, Sun Life Financial Will Acquire Maxwell Health, Visa Looks to Help European FinTech Companies, Caesars Entertainment Introduces Exclusive Resort Licensing & Brand Opportunities, Howard Schultz Steps Down as Starbucks Executive Chairman. We’ll have these stories and more in under 7-minutes. See acast.com/privacy for privacy and opt-out information.

Nangians is a young Boston company that’s redefining how businesses measure online success. They help retail brands improve retargeting strategies on social media and other digital channels to track the impact advertising has on revenue. Right now, 90% of marketers are doing retargeting wrong, and it’s costing them billions. Led by serial Entrepreneur, Rick Calvillo, Nanigans is an advertising automation leader specializing in improving retargeting and ad spend allocation, regardless of the channel. After starting with as simply a Facebook Marketing Partner, Nanigans now works with major brands like Rue La La to help optimize their ad spend and bridge the gap between paid and unpaid social. While retargeting is nothing new, Nangians differentiates itself on how it measures success. Most marketers look at stats like CPC and last-touch clickthroughs and claim success for driving new customers. But, what about those users who would have bought anyway, even if they weren’t shown an ad? It doesn’t tell the full story. Instead, Nanigans’ platform is based on incremental revenue - the additional lift generated by advertising that would otherwise not have been captured without ad spend. This approach directly ties ad spend to revenue and has helped Rue La La see 6.5x higher return. I invited Rick Calvillo Nanigans to learn more about the company’s journey, how its approach helps solve for many of the headaches marketers face, and how incrementality can help marketers take back control of their ad spend.

In this episode we recap the top three most played podcasts of 2017. All three center around email as a main way to continue the conversation with your audience. We cover the role email plays for online retailers; testing and technology; personalization; content; and re-engagement versus win-back. Podcasts featured: Episode 8: Email Marketing Strategy for Online Retailers with Valeria Chisca, Senior Manager of Customer Revenue at Rue La La. Episode 9: Data-Driven Content Marketing and The Power of Email with Jay Baer, President of Convince & Convert Episode 10: The Subscriber Lifecycle & Email Virality with Chad White, Research Director at Litmus

How do you break into a career field that barely exists? What resources do you search for? Do you know where to search? Who to contact for guidance? Crosby Noricks has access to those answers! Crosby is the founder of PR Couture, which is the PR sourcebook for fashion and lifestyle communicators. With her business, she aims to support individuals, brands, and agencies with strategy building, job leads and finding business partners and collaborators. They also created the Bespoke Communications Awards, which focuses on recognizing overlooked, high performing players in the PR industry, such as the 2017 winners Rue La La and J Public Relations. Always having a passion and love for the fashion industry, she couldn’t have been more excited to find that she could mix her two loves of PR and fashion into a profitable career. Though when she began networking in the PR fashion industry, she found it hard to connect with the right people and find sources to learn from. So she took to the fashion blogging world with PR Couture and used her platform to shed light on the decisions being made, and the communication strategies being developed by the behind-the-scenes PR reps. Launching in 2006, she saw that most PR agencies only had an online Splash page with their phone numbers on them, and relied heavily on selling themselves through a cold call. Feeling like she was too introverted and nervous to let a phone call seal the deal, she networked and built her audience by hunting through LinkedIn and Google for PR reps in fashion, entertainment, and lifestyle. Via email she introduced her blog and asked them for some tips and tricks about navigating the industry, and what their work looked like in the day-to-day. She then used that material and advice for PR Couture’s posts. While running her blog, she still held a full-time position at a digital marketing agency, where she managed the social media department.  She used that role to further promote PR Couture by using conferences for the agency as a networking opportunity to gain knowledge on different social and digital marketing techniques; as well as community building centering through branding. With all the opportunities and intel she accumulated through building these relationships, she was able to self-publish a book in 2012 and began to career coach young entry-level talent on how to break into fashion PR. With these other platforms, she continues to help them set career goals, and connects them with PR professionals that she feels they’d clique with, and provide the best assistance to. Since she has added a job board and an agency directory, that has provided several strong internships and full-time positions at companies across the industry such as Greenlee Swim and Zoi Agency. This has kept them at the top of the search engine results for PR jobs in fashion, entertainment, and lifestyle; which has led to increased traffic and trust from visitors. Crosby has also launched an affordable entry-level course, called Prism, a 3-month online program that teaches personal branding, PR skills, and offers more guidance in career planning. Hear more about how Crosby continues to expand PR Couture brand, like with their new reality PR web series and helps young PR reps find their place in fashion!! In this episode, you will… Learn how to support newcomers in your field with your brand and company Find ways to build a network in your field See if your business’s brand will flourish with or without you as the face of it Understand the power of email acquisition, segmentation, and personal and professional support Know if your brand has one or multiple target audiences Figure out how to positively dismantle stigmas about your career with business and brand INSIGHTS “I had a lot of questions because when you learn about public relations in college it’s [a] very academic perspective…if you’re a girl sitting there with these big, big dreams of fashion, lifestyle, entertainment, you’re not getting a lot of useful information. I was just so curious. I wanted to know what the work actually looked like in the day-to-day, and so that’s really where the blog started.” -Crosby Noricks “There was no clear-cut path…the success that had happened was very masculine in approach…I started [PR Couture] because I wanted to share information, and I figured if there were people out there seeking this information like I was, I would take the lead…I will be the person to try to provide these answers.” -Crosby Noricks “There’s still this lingering perception that because fashion is considered to be a little bit superficial, that those who work in the industry are also superficial…[and] without depth, and that’s been something that I’ve really tried to challenge by featuring the stories, and insights, and boosting the credibility of many of the women that I know who work in the field…and giving them space in the site to showcase their thought leadership.” -Crosby Noricks RESOURCES PR Couture Website Crosby Noricks Profile PR Couture Facebook PR Couture Instagram PR Couture Twitter PR Couture LinkedIn The Living Room Strategy by Tara Gentile

Ben is a serial entrepreneur with over 20 years of experience launching and building successful companies, including Rue La La, one of the earliest players in the digital private sale space, and SmartBargains.com, the off-price e-commerce marketplace. Ben founded his first venture, LIDS Corporation, in 1993 as a junior at Boston University. He eventually sold the company in 2001. Ben was also the first entrepreneur-in-residence at General Catalyst Partners, a premier venture capital firm that invests in innovative, technology-based companies. In this illuminating discussion, Ben reveals the entrepreneurial tools necessary to pioneer revolutionary concepts across diverse industries and build companies that change the way people shop, think, and live. Please enjoy our conversation, with Ben Fischman. -- This episode of the IVY Podcast is brought to you by Instasleep.  Attaining quality sleep is key to a healthy lifestyle and vital in achieving success. Plenty of research has shown the indisputable benefits of getting a good night's rest. InstaSleep is a drug-free quick melt sleep aid that is gluten-free, kosher and non-habit forming. They taste great, and help you fall asleep faster without “morning grogginess”. An indispensable travel essential for busy professionals, frequent travelers and jet-setters alike, InstaSleep helps counter jet lag and sleep deprivation caused by time zone changes. IVY Podcast listeners get 18% off by using promo code IVYsleep at checkout on Amazon. Learn more on their website www.upgradeyoursleep.com. Upgrade your sleep and take on the day!  

In this episode Ali Swerdlow and Kerel Cooper are joined by Valeria Chisca, Senior Manager of Customer Revenue at Rue La La, to discuss the role of email as it pertains to online retailers.

In this episode, I interview Shea Coakley, founder and CEO of Leanbox, which provides businesses with a fresh food kiosk by blending technology and food service. Their target customer is the ~150 person office that wants to provide employees with a fresh and healthy food service without the need to build a cafeteria. Leanbox eliminates the need for customers to place orders when supply runs low since each Leanbox and its contents can be monitored by the Leanbox team. This means they’re able to provide preventative maintenance and restock the Leanbox before it runs out of food. Businesses are charged a monthly fee and the end customer purchases the food at cost, twenty to thirty percent below retail price.   In this episode, Shea shares amongst other things:                 Their pivot from a restaurant to a healthy food services business                 Designing a business so that you can excel                 The moment he realized Leanbox was onto something special                 How they are able to minimize food waste while providing fresh, never frozen food options                 How technology plays a major role in ensuring each Leanbox is always stocked                 The process for sourcing new food items   Links from this episode:                 Sweetgreen                 Dig inn                 New Grounds Food                 Suja                 Stumptown                 Taza                 LogMeIn                 Rue La La                 lovin’ spoonfuls                 Deuxave                 Grill 23                 Slack                 Bevi                 Drink                 Sportello                 Brewer’s Fork                 Catalant (formerly HourlyNerd)                 Drizly                 The Growth Show                 Freakonomics                 Adam Carolla                 Zero to One                 The Hard Thing About Hard Things If you liked this episode: Follow the podcast on Twitter Subscribe on iTunes or your podcast app and write a review Get in touch with feedback, ideas, or to say hi: nic {AT} startupbostonpodcast [DOT] com

Evergage's cloud-based platform delivers real-time personalization to more than 1 billion web visitors, improving demand generation, revenue growth and customer success for over 120 organizations, including Gardener's Supply Company, Intuit, Publishers Clearing House, Rue La La and Zumiez. Evergage empowers marketers to increase engagement and conversions of visitors and users through real-time 1:1 personalization based on deep behavioral analytics and customer data. Evergage is a 2015 Best in Biz Awards, Golden Bridge Awards and The Stevie American Business Awards winner, a two-time MITX Awards winner and a two-time BostInno "50 on Fire" finalist. Guest Info Twitter: @wirthkarl http://www.evergage.com/ 

Many have asked how to Private Sale sites like Rue La La, Gilt Groupe, Hautelook, Lockerz, Ideeli, and others handle Distribution and Fulfillment. In general, most of the flash sale sites have contracted with third party logistic partners (3PL), but some handle their own fulfillment. Unlike Amazon Fulfillment Centers, Gilt doesn't own theirs, but outsources […] The post Gilt Groupe, Rue La La, Fulfillment Operations [video] appeared first on OpEx Learning Resources.

Many have asked how to Private Sale sites like Rue La La, Gilt Groupe, Hautelook, Lockerz, Ideeli, and others handle Distribution and Fulfillment. In general, most of the flash sale sites have contracted with third party logistic partners (3PL), but some handle their own fulfillment. Unlike Amazon Fulfillment Centers, Gilt doesn’t own theirs, but outsources […] The post Gilt Groupe, Rue La La, Fulfillment Operations [video] appeared first on Shmula.