Podcasts about Skus

Jessica De Gennaro didn't know what a succulent was when she launched Shop Succulents. But she knew how to solve operational challenges, work agilely, and move product quickly on marketplaces. She tapped into the pandemic's succulent boom and built a multi-marketplace operation shipping hundreds of thousands of live plants every year.But how do you scale across regions when you're shipping succulents to consumers across different time zones with varying expectations, living in different climates? And what happens when Temu's scale and network efficiencies across third-party logistics partners help make fulfillment more cost-effective and sustainable for low-cost products that were previously constrained by fulfillment economics?Jessica shares how Shop Succulents grew from 50 to 500 SKUs on Temu in months, leveraging platform-specific catalogs, vertical integration of growing operations, and continuous creative innovation to stay ahead in the highly competitive marketplace landscape.Creativity Is a Competitive Moat When Marketplaces Commoditize Everything ElseKey takeaways:Marketplace success requires constant product innovation: The sea of sameness demands creative catalog curation, strategic bundling, and staying ahead of copycats selling competitive products for lower prices.Temu's shipping discount pass-through enables low-cost product economics that traditional eCommerce shipping rates make impossible, unlocking new catalog opportunities.Temu's scale and network efficiencies across third-party logistics partners help support more cost-efficient fulfillment for low-cost products, unlocking new catalog opportunities.Owning your supply chain optimizes margin: Shop Succulents now grows plants in-house to control costs, differentiate its catalog, and ensure product quality.Platform partnerships should drive collaborative problem-solving: Working directly with Temu's team solved live plant-specific challenges. By directly addressing customer concerns and inquiries, Jessica and her team maintained customer satisfaction and loyalty.Associated Links:Learn more about Shop Succulents' journey on TemuCheck out Future Commerce on YouTubeCheck out Future Commerce+ for exclusive content and save on merch and printSubscribe to Insiders and The Senses to read more about what we are witnessing in the commerce worldListen to our other episodes of Future CommerceHave any questions or comments about the show? Let us know on futurecommerce.com, or reach out to us on Twitter, Facebook, Instagram, or LinkedIn. We love hearing from our listeners! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This episode originally aired on October 31, 2023.  We'll be back with a brand-new episode of Beyond the Shelf on 1/7/26.  Happy Holidays!Dave sits down with Jared Taitel, Director, eCommerce Marketing at PepsiCo, for a wide-ranging conversation on scaling creativity in one of the world's most complex digital commerce environments.Jared shares how PepsiCo approached creative automation early - and how the partnership with It'sRapid helped his team move away from one-off asset creation toward a more scalable, repeatable model across thousands of SKUs. The conversation explores what it takes to operationalize creative at enterprise scale, without sacrificing quality or brand standards.Dave and Jared also discuss Jared's unconventional path from the music industry into marketing leadership, the mindset shifts required to navigate constant change, and how emerging technologies, including generative AI, are reshaping retail media, content production, and team workflows.Connect with Jared on LinkedInFollow Beyond the Shelf on LinkedInLearn More about It'sRapidGet the It'sRapid Creative Automation PlaybookTake It'sRapid's Creative Workflow Automation with AI surveyEmail us at sales@itsrapid.io to find out how to get your free AI Image AuditTheme music: "Happy" by Mixaud - https://mixaund.bandcamp.comProducer: Jake Musiker

In this episode, the hosts dissect a fast-growing mattress manufacturer with $43M in revenue and shrinking margins—raising questions about customer acquisition, product differentiation, and whether this red-ocean DTC business is salvageable or doomed.Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.

In this episode, the hosts dissect a fast-growing mattress manufacturer with $43M in revenue and shrinking margins—raising questions about customer acquisition, product differentiation, and whether this red-ocean DTC business is salvageable or doomed.Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.

No episódio do uModeCast, João Risoléo conversa com Pedro Corrêa, executivo com trajetória central na construção do e-commerce brasileiro e hoje responsável por tecnologia, dados e inovação na VESTE S/A. Pedro detalha sua jornada desde o início no Extra.com, passando pelo Magazine Luiza, onde ajudou a estruturar o primeiro MVP de marketplace da companhia. Um dos marcos citados é a expansão do sortimento de uma categoria de cerca de 4 mil SKUs para mais de 80 mil SKUs, sem gestão direta de estoque, movimento que abriu caminho para o modelo de marketplace que depois se tornaria estratégico para o varejo nacional.Ao longo da conversa, Pedro aprofunda o papel do intraempreendedorismo dentro de grandes empresas, explicando como liderou projetos como clubes de compras, lista de casamento, aplicativos mobile e novas frentes digitais. Ele compartilha números relevantes, como o crescimento do marketplace do Magazine Luiza de R$ 60 milhões para R$ 800 milhões de faturamento anual em poucos anos, e relata desafios práticos envolvendo logística, tributação, cross-docking e integração de sellers. A conversa também aborda sua passagem por Renner e Arezzo&Co, incluindo a reestruturação de operações de e-commerce, canais B2B, televendas e a criação de plataformas únicas para sustentar múltiplas marcas sem perder escala.Na etapa final, Pedro descreve o cenário atual na VESTE S/A, destacando o processo de turnaround, a consolidação de marcas com DNAs distintos e a construção de uma espinha dorsal tecnológica comum. Ele explica como o digital representa cerca de 19% da receita do grupo, comenta decisões estratégicas sobre dados, LGPD e uso corporativo de inteligência artificial, e projeta o futuro do e-commerce com agentes de IA capazes de realizar compras de forma autônoma. O episódio entrega uma visão concreta sobre como tecnologia, dados e organização caminham juntos para escalar marcas de moda sem comprometer identidade e valor.

Stay profitable on Amazon in 2026 with pricing, PPC, and inventory tips. Plus, how Helium 10's Managed Refund Service helped a seller recover $100K in reimbursements.   Amazon profitability in 2026 is going to reward sellers who run their business like a finance department and a marketing department at the same time. In this episode, Carrie Miller and Leo Sgovio bring on experienced sellers to talk through what's actually moving the needle right now: pricing discipline, smarter PPC decisions, inventory/storage awareness, and operational tweaks that protect margin when costs keep rising.   Ryan Cramer shares how Gen-Y Hitch stays profitable by controlling what they can control: manufacturing in the US, negotiating in bulk, keeping prices consistent across Amazon/Walmart/other channels, and forecasting 6–12 months out so unprofitable SKUs get sunset instead of quietly bleeding margin. Leo adds a practical angle from the games category: when competitors aren't racing to the bottom on price, the real leverage becomes perceived value. Sharona Ozeri brings the apparel perspective, where price pressure is brutal, and explains how she's leaning harder into brand positioning, using a mix of lower-margin “traffic drivers” and higher-margin specialty products to stay afloat. She also breaks down her CM1/CM2/CM3 contribution margin method to pinpoint whether the real issue is price, Amazon fees/returns, or PPC spend, so decisions stay math-based, not emotional.   Then the conversation turns into “found money”: reimbursements. If Amazon loses inventory (and it happens), leaving reimbursements unclaimed is like accepting a lower profit margin on purpose. Ryan explains why Helium 10's MRS Managed Refund Service stands out (hands-on support + smart automation), how documentation like BOLs matters, and how their team recovered six figures in reimbursements, money that went straight back to the bottom line. Carrie also highlights a limited-time incentive: if you activate Helium 10's MRS inside your dashboard, the fee is 10% through February 28, 2026, making it an easy win compared to services charging 15–20%+.   In episode 481 of the AM/PM Podcast, Carrie, Leo, Ryan, and Sharona discuss: 00:00 – Introduction 01:19 – Ryan Cramer: Forecasting and Cost Control 05:03 – Leo Sgovio: Pricing and Perceived Value 07:11 – Sharona: Competing in Apparel by Branding up 10:39 – CM1/CM2/CM3 and FBA vs FBM Strategies 12:40 – Amazon PPC for Profitability Basics 21:19 – Amazon Reimbursement Policy Change 23:33 – Helium 10 Managed Refund Service 25:46 – MRS promo: 10% fee until Feb 28, 2026 40:20 – Deals, Rufus Price History, and Price Wars

This episode originally aired on April 1, 2025. We'll be back with a brand-new episode of Beyond the Shelf on 1/6/26.  Happy Holidays!Dave sits down with Eric Altschul, Director of Digital Commerce Content at Mondelēz International, to discuss how one of the world's largest CPG companies approaches digital content, automation, and the digital shelf.Eric shares how eCommerce evolved from a secondary priority into a core function at Mondelēz, the role content plays in shaping shopper experiences across retailers, and why mobile-first visuals and PDP optimization are critical to winning online. He also discusses how partnerships - including Mondelēz's work with It'sRapid - help teams automate and standardize content creation across thousands of SKUs while meeting retailer-specific requirements.Connect with Eric on LinkedInFollow Beyond the Shelf on LinkedInLearn More about It'sRapidGet the It'sRapid Creative Automation PlaybookTake It'sRapid's Creative Workflow Automation with AI surveyEmail us at sales@itsrapid.io to find out how to get your free AI Image AuditTheme music: "Happy" by Mixaud - https://mixaund.bandcamp.comProducer: Jake Musiker

Subscribe to DTC Newsletter - https://dtcnews.link/signupMatthew Gohl took over the family business, Santevia, and turned it into a DTC powerhouse. In this episode, he breaks down how they scaled Amazon 2X, rebuilt their Meta ads strategy from the ground up, and landed a killer deal on Dragon's Den.For DTC operators scaling beyond $5M and navigating Meta + Amazon growth channels:Why switching from Vendor Central to Seller Central was worth the 16-month headacheHow a $25 hero product failed on Meta, and why their $320 glass system now crushesThe role of creative strategy in hitting $100K+ weekly spend without tanking ROASHow they prepped their brand for Dragon's Den—and doubled baseline sales afterThe case for launching refillable, eco-focused SKUs in 2026Who this is for: DTC operators, marketers, and founders looking to scale with lean teams and high-margin SKUs.What to steal:Creative briefing process that reduces wasted ad spendWhy Meta sees "different creators" as "same ad" (and how to fix it)How to make a high-ticket product actually work in cold acquisitionTimestamps:00:00 Why creative diversity (not campaign complexity) is the real Meta unlock03:05 Buying the family business and shifting from retail-first to DTC06:48 Revenue dips, imposter syndrome, and trusting the long-term strategy09:15 From 1 video every 2 weeks to 60 creatives by Friday (creative velocity shift)13:02 Why hero products with higher AOV unlock profitable Meta spend16:19 Meta's Andromeda explained: aggregation + creative volume wins30:34 Dragon's Den moment: “I own that one” and why endorsements change everythingHashtags:#DTC #Ecommerce #MetaAds #CreativeStrategy #BrandBuilding #PerformanceMarketing #DirectToConsumer #PaidSocial #AdCreative #MarketingPodcast #EcommerceGrowth #ScalingBrands #FounderStory #Dragon'sDen #BFCM #RetailStrategySubscribe to DTC Newsletter - https://dtcnews.link/signupAdvertise on DTC - https://dtcnews.link/advertiseWork with Pilothouse - https://dtcnews.link/pilothouseFollow us on Instagram & Twitter - @dtcnewsletter

Barry Herbst is here to talk about sparkling wines for the holidays on California Wine Country with Dan Berger and Daedalus Howell. Barry has been on CWC many times before. For the comparison, here is a show where he brought sparkling wines, recorded on Dec. 29, 2023. He is the wine buyer at Bottle Barn. First, Dan recaps part one, which is here on its own podcast episode page, a detailed talk about Gamay Beaujolais. Then, right here, Dan and Barry conduct a tasting and discussion of four very fine sparkling wines that Barry has brought, all of which are at Bottle Barn. Late December is one of the peaks of wine purchasing season. The first peak usually comes at Harvest Fair, that and the Press Democrat Competition before that, “gets things going.” From the end of September it starts, then pops again for the holidays. Also people stock up for June events. CWC is brought to you by Deodora Estate Vineyards. Visit Deodora to discover 72 acres in the Petaluma Gap that are producing exceptional Chardonnay, Pinot Noir and Riesling. Sip the difference!  Bottle Barn also does flash sales and rare wine sales on their website. Online sales account for about a third of their business now. They didn't even have a website until 2019 but now their website is first class. Dan says it's maybe the best wine sales site in the country. It was good that they did it just before Covid. The bottle barn site is well built and works great. Barry remembers six weeks when four people did nothing but data entry, to get the site started. They had 6000 SKUs. Cremant d’Alsace Rosé Sparkling wines are the order of the day. So they pop a cork and taste Bottle Barn’s best-selling sparkling wine of all time. Cremant d'Alsace made 100% with Pinot Noir, so it's Rosé. Bottle Barn sells 600 cases per year of it. It sells for $17.99. Dan says it tastes drier than it did before. You can really taste the Rosé character and the aftertaste is “clean as a whistle,” says Dan. Cremant means sparkling in French. Sparkling wines can only be called “Champagne” if they come from the province of that name. So there are Cremant wines named for their region, such as Cremant d’Alsace. That naming rule pertains to sparkling wines from Italy, which are called Vini Spumanti or Prosecco, depending on the region and the varietals. Cava are Spanish sparklers. The new British sparkling wines might earn a new name. Seppi The next tasting is Seppi, a California product. Mostly Pinot Noir, beautiful balance, says Dan. Intense pink wine flavors with more acidity than he expected, and rounded and more full bodied. Dan also mentions a grower champagne and Barry actually has one to taste,  Lalarge Peugeot. They grow everything biodynamically. Barry notes that they have kept their prices reasonable compared to their neighbors there, in the heart of Champagne. There is more Pinot Meunier planted in Champagne than Pinot Noir or Champagne grapes. Pinot Meunier is a red wine grape but lighter than Pinot Noir.

Learn how to take back control of your Amazon PPC, fix costly agency mistakes, and use rules-based ads plus new Sponsored Products video formats to scale profitably on Amazon.   In this episode of the AM/PM Podcast, Bradley dives into one of the biggest pitfalls he sees Amazon sellers fall into: handing their PPC over to an agency before they truly understand how advertising works. That loss of control doesn't just cost money; it keeps you in the dark on whether your campaigns are actually growing your brand or quietly draining profits in the background.   To prove it, he spotlights a real case study from the new Helium 10 Outsourced to Optimized series. Helium 10's own Carrie Miller and Destaney Wishon from BetterAMS walk through what happened when they opened Carrie's account: profitable campaigns randomly shut off, creatives that didn't match search intent, and VCPM display campaigns that looked like rock stars in the dashboard but weren't driving incremental sales. From there, they rebuild the entire strategy on the fundamentals: a clean campaign structure, SKUs grouped intelligently, 10-30 targets per campaign, and rules-based bid management tied to real business objectives, such as organic rank, BSR, and strict ACoS targets.   Throughout the conversation, you'll see how a self-described “non-PPC person” can learn to manage sophisticated Amazon ads with the help of Helium 10 Ads and their Ads Academy training. Destaney shows Carrie how to utilize bid rules, keyword harvesting, negative targeting, and Amazon's newer tools, such as Creative Studio and Sponsored Products video ads, without turning PPC into a full-time job. They also break down off-season strategies, what to fix when you're getting impressions but no conversions, and how much of your revenue should realistically flow back into ads. The big takeaway: whether you keep an agency, lean on software, or run everything yourself, you need to understand the basics of Amazon PPC so you can keep partners accountable and finally take back control of your Amazon advertising.   In episode 479 of the AM/PM Podcast, Bradley, Carrie, and Destaney discuss: 00:00 – Introduction 05:48 – Carrie's Amazon PPC Agency Issues 07:19 – Carrie Learns PPC From Scratch 10:23 – Rules-Based Bidding With Helium 10 Ads 14:24 – When To Automate Your Amazon Ads 18:11 – Scalable Campaign Structure For Sellers 23:16 – Single-Keyword Campaigns & Dayparting 28:36 – Keyword-Specific Creatives & Creative Studio 30:54 – Off-Season Strategy & Fixing Conversions 33:08 – Sponsored Product Video Ads Launch 36:00 – Scaling Benchmarks & Ad Spend Targets 40:09 – Final PPC Lessons & Next Step

Can a $5 squishy toy really outsell the competition and take home a Toy of the Year award? Schylling's CEO Paul Weingard is betting on it and honestly, the numbers are on his side.The NeeDoh Nice Cube Swirl isn't just another sensory stress ball. It's a Specialty Toy of the Year finalist that's been an Amazon best seller, is selling out in stores, AND building real emotional connection with kids and adults worldwide. The CEO shared with me that they've gotten handwritten letters from kids, therapists, and even college students sharing how this tiny cube helps them relax, reset, and focus. Retailers can't restock it fast enough and during this interview I'm on a mission to find out why.Join me in the Schylling office where I sit with Paul Weingard to unpack the exact strategies that turned a simple sensory ball into a branded, collectable empire that's dominating on Amazon, thriving in toy stores, and blowing up organically online. You'll learn how they scaled sales without leaning on trends, built retail momentum through independent stores, and created a $5 product that buyers and therapists can't get enough of. If landing a TOTY nomination is on your vision board, or you're trying to get retailers to reorder faster than you can ship, this episode will show you what it really takes to turn a small idea into a big win.Vote for NeeDoh Nice Cube Swirl in the Specialty Toy of the Year category. Voting is open to Toy Association members AND members of the media. Cast your vote for NeeDoh Nice Cube Swirl in the Specialty Toy of the Year category! If you're in the media (like an industry influencer) and you aren't registered to vote, contact the toy association at info@toyassociation.org for details.Listen for these Important Moments:[00:01:30] – Find out how Schylling transformed a simple squishy ball into a multi-million dollar brand with over 50 SKUs.[00:11:30] – Discover how NeeDoh tapped into the specialty retail channel to test and scale — with 10X reorders in 30 days. [00:18:40] – See how organic fan content and surprise use-cases (from therapy to dental offices!) shaped the Nice Cube's evolution.[00:26:05] – Hear how the team designed packaging that sells itself, with irresistible shelf appeal and built-in trial moments.[00:33:20] – Unpack what a TOTY nomination really does for sales and why Paul says you need to be ready to airfreight inventory if you win.Send The Toy Coach Fan Mail!Support the showVisit for The Toy Coach's toy of the year picks at thetoycoach.com/toty for the link to vote before January 7th.

Une Femme Wines didn't scale the way most wine brands do — and that's exactly why its story matters.What began as the house wine at Jen Pelka's two Champagne bars — The Riddler in San Francisco and New York — has scaled into a national brand selling more than 300,000 cases annually, with wines poured everywhere from Delta Airlines to Marriott, Kimpton, stadiums, cruise lines, and even space.In this episode, Jen breaks down how Une Femme unlocked scale by saying yes to the right opportunities — and then rebuilding the business to support them.The turning point came when a chance meeting led to a Delta Airlines trial that required Une Femme to ramp from 1,500 cases over two years to 6,000 cases in three months, a feat that seemed impossible at the time. But they persevered and that single partnership didn't just change volume — it reshaped the company's format strategy, pushing the brand into cans for sustainability, operational efficiency, and national reach.From there, Une Femme scaled differently than most wine brands: Prioritizing national accounts and high-velocity venues over slow regional rollouts, and focusing relentlessly on freshness, tight SKUs, and operational reliability.

Travis sits down with long‑time friend and entrepreneur Jason Haugen to unpack the very real, very unsexy side of building and exiting a nine‑location RV dealership group that peaked at $100M a year—then got crushed by a 70% sales drop and exploding interest costs. After taking some time off, walking through his wife's cancer battle, and licking his wounds, Jason is now co‑founder and CEO of Black Jet Ventures, acquiring and growing brands with a focus on operations, marketing, and sustainable profitability. On this episode we talk about: How Jason scaled from a few RV stores to nine locations and $100M+ in revenue—and what actually triggered his decision to sell The brutal reality of a market swing: going from 350–400 units a month to 100, floorplan interest jumping from ~$107k to ~$700k, and why revenue can hide operational inefficiencies Losing $20M, having an executive team walk out, sleeping at the office, and how he managed his mental health and focus through calls from the bank and constant crises Why he believes in “grow, then stabilize, then grow” (not growth at all costs), and how over‑expansion can kill a business even when top‑line numbers look impressive What Black Jet Ventures and Iconic Marketing do today—acquiring CPG and media brands, running a major golf‑focused content/marketing agency, and helping founders build real systems, not just hype Top 3 Takeaways Big revenue doesn't equal real success; without tight operations, intentional growth phases, and clear profitability targets, you can “grow” your way straight into a cash‑flow crisis. Mental resilience in entrepreneurship comes from focusing only on what you can control, staying in motion, and building routines (like golf or other outlets) that let you reset even in the middle of chaos. Sustainable businesses are built by going deep, not just wide: simplifying SKUs, optimizing existing locations, and stabilizing systems before expanding again often leads to far better margins than chasing vanity scale. Notable Quotes “The best thing that ever happened to me was losing $20 million—because I get to take those lessons into everything I do now.” “You can't grow and stabilize at the same time; you grow, then you stabilize, then you earn the right to grow again.” “If you're not absolutely crushing it with three locations, adding six more isn't going to save you—it's just going to multiply your problems.” Connect with Jason Haugen: https://www.iamjasonhaugen.com/ ✖️✖️✖️✖️

Dave's guest this week is Matt Krueger, SVP of Digital Commerce & Marketplaces at Buffalo Games, home to some of the most beloved puzzles and games in North America.Matt shares how he's helping bring a modern, data-driven approach to a classic category — from keeping content fresh across thousands of SKUs to using AI and creative experimentation to stay ahead of platform changes.He and Dave dig into how Buffalo Games balances storytelling with analytics, why creative inspiration sometimes comes from outside your own category, and what it takes to keep a “low-velocity” product exciting on the digital shelf.Listen for an inside look at how digital strategy, content innovation, and AI are reshaping the puzzle aisle.Connect with Matt on LinkedInFollow Beyond the Shelf on LinkedInLearn More about It'sRapidGet the It'sRapid Creative Automation PlaybookTake It'sRapid's Creative Workflow Automation with AI surveyEmail us at sales@itsrapid.io to find out how to get your free AI Image AuditTheme music: "Happy" by Mixaud - https://mixaund.bandcamp.comProducer: Jake Musiker

What happens when a software founder returns to her roots in Maine and sees clean water as the foundation for local economic development? In this episode of the Legacy Podcast, host Paul Dio speaks with Jen Millard, co-founder and CEO of Maine Love, a growing water brand with a mission far bigger than hydration. After years leading tech companies and consumer product startups, Jen returned to her home state to build something that mattered not just a brand, but a vehicle for job creation, sustainability, and local reinvestment. From repurposing idle breweries to creating a supply chain that keeps economics in-state, Maine Love represents a fresh model of what it means to build a legacy-driven business. Jen shares how her liberal arts education and deep Maine roots shaped her entrepreneurial vision, how Gen Z is redefining consumption with health and intention, and why being radically kind is just as essential as product-market fit. If you've ever wondered how to turn a simple idea like water into a scalable, meaningful brand, this conversation will quench your curiosity. Timestamps 00:01:10 – How the idea for Maine Love was born 00:03:00 – Jen's background in retail, tech, and personalization 00:05:30 – Launching with 5 SKUs and breaking into 500+ retail doors 00:06:50 – Becoming an entrepreneur after selling her first company 00:08:00 – Why Gen Z and moms are drawn to Maine Love 00:09:00 – The surprising challenges of selling water in a state full of it 00:11:00 – Water quality, municipal sourcing, and economic reinvestment 00:13:00 – Jen's vision for job creation and retaining Maine's next generation 00:14:30 – How to buy, subscribe, and find Maine Love near you Enjoyed this episode? Leave us a review here → Apple PodcastsThank you for listening to this episode of the Legacy Podcast. Great reviews help us reach more legacy-minded entrepreneurs just like you. Episode Resources Connect with Jen here and find more about what she does: https://mainelove.com Legacy Podcast: For more information about the Legacy Podcast and its co-hosts, visit https://businesslegacypodcast.com Leave a Review: If you enjoyed the episode, leave a review and rating on your preferred podcast platform. For more information: Visit https://businesslegacypodcast.com to access the show notes and additional resources on the episode.  

Welcome back to the Ultimate Guide to Partnering® Podcast. AI agents are your next customers. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ Jen Odess, Group Vice President of Partner Excellence at ServiceNow, joins Vince Menzione to discuss the company’s incredible transformation from an IT ticketing solution to a leading AI-native platform for business transformation. Jen dives deep into how ServiceNow has strategically invested in and infused AI into its unified platform over the last decade, enabling over a billion workflows daily. She also outlines the critical role of the partner ecosystem, which executes 87% of all implementations, and reveals the company’s strategic initiatives, including its commitment to the hyperscaler marketplaces, the goal to hit half a billion dollars in annual contract value for its Now Assist AI product, and the push for partners to adopt an ‘AI-native’ methodology to capitalize on the fact that customers still want over 70% of AI buying to be done through partners. Key Takeaways ServiceNow is an ‘AI-native’ company, having invested in and built AI directly into its unified platform for over a decade. The company’s core value today is in its unified AI platform, single data model, and leadership in workflows that connect the entire enterprise. ServiceNow will hit $500 million in annual contract value for its Now Assist AI products by the end of 2025, making it the fastest-growing product in company history. An astonishing 87% of all ServiceNow implementations are done by its global partner ecosystem, highlighting their crucial role. The company is leveraging the half-trillion-dollar opportunity of durable cloud budgets by driving marketplace transactions and helping customers burn down cloud commits using ServiceNow solutions. To win in the AI era, partners must adopt AI internally, co-innovate on the platform, and strategically differentiate themselves to rank higher in the forthcoming agentic matching system. Key Tags: ServiceNow, AI-native platform, Now Assist, Jen Odess, partner excellence, workflow leader, AI platform for business transformation, hyperscalers, Microsoft Azure, Google Cloud, AWS, marketplace transactions, cloud commits, AIDA model, agentic matching, F-Pattern, Z-Pattern, group vice president, MSP, GSI, co-innovation, autonomous implementation, technical constraints, visual hierarchy, UX, UI, responsive design. Ultimate Partner is the independent community for technology leaders navigating the tectonic shifts in cloud, AI, marketplaces, and co-selling. Through live events, UPX membership, advisory, and the Ultimate Guide to Partnering® podcast, we help organizations align with hyperscalers, accelerate growth, and achieve their greatest results through successful partnering. Transcript: Jen Odess Audio Podcast [00:00:00] Jen Odess: The AI platform for business transformation, and I love to say to people, it sounds like a handful of cliche words that just got stacked together. The AI platform for business transformation. Yeah. We all know these words, so many companies use ’em, but it is such deliberate language and I love to explain why. [00:00:20] Vince Menzione: Welcome to, or welcome back to The Ultimate Guide to Partnering. I’m Vince Menzi on your host, and my mission is to help leaders like you achieve your greatest results through successful partnering. Today we have a special leader, Jen Odes is the GVP for Partner Excellence at ServiceNow. And joins me here in the studio in Boca Raton. [00:00:40] Vince Menzione: Jen, welcome to the podcast. Thanks, Vince. It’s so great to be here. I am so thrilled to welcome you. To Boca Raton, Florida. Our podcast home look at this amazing background we have Here is this, and this is where we host our ultimate partner Winter retreat. Actually, in February, we’re gonna give that a plug. [00:00:58] Vince Menzione: Okay. I’d love to have you come back. I’d love to have an invite. And you flew in this morning from Washington DC [00:01:04] Jen Odess: I did. It was 20 degrees when I left my house this morning and this backdrop. Is definitely giving me, island South Florida like vibes. It’s fabulous. [00:01:13] Vince Menzione: And we’re gonna talk about ServiceNow. [00:01:14] Vince Menzione: And you’re also opening an office down here? We [00:01:17] Jen Odess: are [00:01:17] Vince Menzione: in West Palm Beach. Not too far from where we are. Yes. Later 2026. Yeah. I love that. And then so we’ll work on the recruiting year, but let’s dive in. Okay. So thrilled to have ServiceNow and to have you in the room. This has been an incredible time for your organization. [00:01:31] Vince Menzione: I have been watching, obviously I work with Microsoft. We’ve had Google. In the studio, Amazon onboard as well. And other than those three organizations, I can’t think of any other legacy organization that has embraced AI more succinctly than ServiceNow. And I thought we’d start there, but I really wanna spend some time getting to know you and getting to know your role, your mission, and your journey to this incredible. [00:01:57] Vince Menzione: Leadership role as a global vice president. We’ll talk about Or [00:02:01] Jen Odess: group. Group Vice president. I know it doesn’t roll off the tongue. I get it. A group vice president doesn’t roll. [00:02:05] Vince Menzione: G-V-P-G-V-P doesn’t roll off the time. And in some organizations it is global. It is in other organizations, it’s group. So let’s, you’re not [00:02:12] Jen Odess: the first to say global vice president. [00:02:14] Jen Odess: Okay. I’ll take either way. It’s fine. [00:02:15] Vince Menzione: Yeah. Yeah. And might be a promotion. Let’s talk. Let’s talk about that. Let’s talk about you and your career journey and your mission. [00:02:22] Jen Odess: Yeah, so I’ve been at ServiceNow for five years. In fact, January will be like the five year anniversary and then it will be the beginning of my sixth year. [00:02:31] Jen Odess: Amazing. And I actually got hired originally to build out the initial partner enablement function. So it didn’t really exist five years ago. There was certainly enablement that happened to Sure. All individuals that were. Using, consuming, buying ServiceNow, working with ServiceNow. But the partner enablement function from pre to post-sale, that whole life cycle didn’t exist yet. [00:02:54] Jen Odess: So that was my initial job. I got hired to run partner enablement and it before. And how big [00:02:59] Vince Menzione: was your partner organization at that point? It must have been pretty small. [00:03:01] Jen Odess: It was actually not as small as you would think. Gosh, that’s a great question. You’re challenging my memory from five years ago. [00:03:08] Jen Odess: I know that we’re over 2,500 partners today and we add hundreds every year, so it had to have been in the low one thousands. Wow. Is where we were five years ago. But the maturity of the ecosystem is grossly larger today than it was then. I can imagine. So back then there was less than 30,000 individuals that were skilled on ServiceNow to sell or solution or deliver. [00:03:34] Jen Odess: Today there’s almost a hundred thousand. Wow. So yeah that’s like the maturity in the capability within the ecosystem. But before I start on my ServiceNow and my group vice president. Which is a great role, by the way. Group Vice President. Yeah. Partner Excellence group. I’m very proud of it. [00:03:49] Jen Odess: But but let me tell you what brought me here, please. So I actually came from a partner, but not in the ServiceNow ecosystem. Okay. I won’t name the partner, but let’s just say it’s a competitor, a competitive ecosystem. And I worked for a services shop that today I would refer to as multinational. [00:04:11] Jen Odess: Kind of a boutique darling, but with over 1,500 consultants, so Okay. A behemoth as well? Yeah. Privately held. And we were a force to be reckoned with, and it was really fun. I held so many roles. I was a customer success manager. I led the data science practice at one point. I ran global alliances and partnerships. [00:04:35] Jen Odess: At one point I was the chief of staff to the CEO at the time that company was acquired. Big global si. And and then at one point I even spun off for the big global SI and helped run a culture initiative to transform co corporate culture. Wow. Very inside the whole organization. Wow. That is very, yeah. [00:04:54] Jen Odess: Really interesting set of roles. And the whole reason I came to ServiceNow is by the time I was concluding that journey in that ecosystem on the services side, I felt like. I didn’t fully understand what it meant to be on the software product side. And I often felt like I approached friction or moments of frustration and heartache with resentment for the software company. [00:05:20] Jen Odess: Sure. Or maybe just a lack of empathy for what they must be going through as well. It always felt like I was on the kind of [00:05:26] Vince Menzione: negative you were on the other side of the table. Totally. [00:05:27] Jen Odess: Yeah. And, or maybe like the redheaded stepchild kind of a concept as a partner. And so I sought out to. Learn more, which is probably a big piece of my journey is just constant curiosity. [00:05:38] Jen Odess: Nice. And I thought I think the thing I’m missing is seeing what it means firsthand to be on the software product side. And that was what led me to a career at ServiceNow. Five years strong. Yeah. So [00:05:50] Vince Menzione: talk about partner experience for those who don’t know what that means. [00:05:53] Jen Odess: Yeah. Today my role is partner excellence, but it used to be partner experience. [00:05:58] Jen Odess: Okay. And so the don’t. Yeah, that’s normal to say both things. And they actually mean two very different things. [00:06:04] Vince Menzione: Yeah, I would say so. [00:06:05] Jen Odess: And we deliberately changed the title about a year ago. So today, partner Excellence is about really ensuring that we build a vibrant AI led ecosystem. And that’s from the whole life cycle of the partner, from the day they choose to be a partner and onboard, and hopefully to the day they’re just. [00:06:23] Jen Odess: Thriving and growing like crazy, and then across the whole life cycle of the customer pre to post sale. So it’s, we are almost like the underpinning and the infras infrastructure. Someone once said it’s like we’re the insurance policy of all global partnerships and channels. That’s how we operate across global partnerships and channels and service Now. [00:06:42] Vince Menzione: And you have a very intimate relationship with those partners. We’re gonna dive in on that as well. Yes. But let’s talk about this time like no other. I talk about tectonic shifts at all of our events. People that listen to our podcasts know we talk about the acceleration of transformation, and it’s happening so fast. [00:06:58] Vince Menzione: It was happening fast even during COVID. But then. I’ll call this date or time period, the November 20, 22 time period when Chat GPT launched. Oh yeah. And that really changed the world in many respects, right? Yeah. Microsoft had already leaned in with chat, GPT, Google, we talked to Google about this. [00:07:17] Vince Menzione: Even having them in the room was like, they were caught flatfooted in a way, and they had a lot of the technology and they didn’t lean in. But it feels like ServiceNow was one of the first, certainly on the ISV side of the house and refer to the term ISV. Loosely, because hyperscalers are ISVs as well. [00:07:34] Vince Menzione: They were early to lean in and have leaned it in such a way from a business application perspective that I believe we haven’t seen embracing and infusing AI into your platform. I was hoping we could dive in a little bit on ServiceNow from a. Kinda legacy, what the organization was and is today. [00:07:56] Vince Menzione: And then also this infusion of AI into the platform. If you don’t mind, [00:07:59] Jen Odess: I love this topic. Okay. And I feel like it’s such a privilege to talk about ServiceNow on this topic because we really are a leader in the category. I’ll almost rewind back to over 20 years ago when the company was founded. [00:08:11] Jen Odess: Today, fast forward, we are so much more than an IT ticketing company. We are, [00:08:16] Vince Menzione: but that was the legacy. That’s how I knew service now 20 years ago. [00:08:19] Jen Odess: And what a beautiful legacy. Yeah. But we have expanded immensely beyond that. And that’s the beautiful story to tell customers. That’s so fun. [00:08:28] Jen Odess: But what what I love is that. So 20 years ago, that was where we started. And today, do you know that over a billion workflows are put to work every single day for our customers? A billion [00:08:38] Vince Menzione: workflows, over a billion workflows. That’s crazy. [00:08:40] Jen Odess: And 87% of all implementations for ServiceNow were done by partnerships. [00:08:46] Jen Odess: And channels. That’s fantastic. So you think about those billion plus workflows daily, all because of our partner ecosystem. This is my small plug. I’m just very proud 80, proud 86%. [00:08:56] Vince Menzione: Did you hear that? Part’s 86%. [00:08:57] Jen Odess: Amazing. And so that’s like what we’re, that’s what we’re a leader in the category. We are a leader in workflows categorically. [00:09:05] Jen Odess: But then over a decade ago, we started investing in ai. We started building it right into our platform, and this becomes the next kind of notch on our belt, which is we are a unified platform. Nothing is bolted on, nothing is just apid in. Yeah, it is a unified platform. So all of that AI that for the past decade we’ve been building in into our platform. [00:09:28] Jen Odess: Just in our AI platform, which is now what we are calling it, the AI platform. [00:09:34] Vince Menzione: And I would say that unless you were a startup starting up from scratch today and building on an LLM, we were building in a way I don’t think any other organization’s gonna actually state that [00:09:45] Jen Odess: what’s actually why we call ourselves AI native. [00:09:47] Jen Odess: Yeah, beca for that exact reason. And that’s who we’re competing with a lot these days, is the truly AI native startups where they didn’t have, the 20 years. Previously that we had, but that’s what makes us so unique in the situation, is that unified AI platform, a single data model that can connect to anything. [00:10:07] Jen Odess: And then the workflow leader. And when you put all those things together, AI plus data, plus workflows and that’s where the magic happens. Yeah. Across the enterprise. It’s pretty cool. [00:10:17] Vince Menzione: That is very cool. And you start thinking about, and we start talking about agent as a, as an example. Let’s talk about this for a second. [00:10:23] Vince Menzione: You, when what is this bolt-on, we could use the terms co-pilot, we could use Ag Agent ai, but they are generally bolted onto an existing application today. So take us through the 10 years and how it has become a portion or a significant portion. Of ServiceNow. [00:10:41] Jen Odess: When say the question a little bit more. [00:10:43] Jen Odess: Like when you say it’s, yeah, when which examples have bolted on? [00:10:47] Vince Menzione: So exa, we, what we see today is the hyperscalers coming out with their own solution sets, right? They’re taking and they’re offering it up to their ecosystem to infuse it into their product and portfolio. To me, those that look like bolted on in many respects, unless it’s an AI need as a native organization, a startup organization. [00:11:07] Vince Menzione: They’re mostly taking and re-engineering or bolting onto their existing solutions. [00:11:12] Jen Odess: I follow. Yeah. Thank you for giving me a little more context. So I call this our any problem. It’s like one of the best problems to have we can connect into. Anything, any cloud, any ai, any platform, any system, any data, any workflow, and that’s where any hyperscaler, and that’s the part that makes it so incredible. [00:11:32] Jen Odess: So your word is bolt on, and I use the word any the, any problem. Yeah. We’ve got this beautiful kind of stack visual that just, it’s like it just one on top of the other. Any. Any, and no one else can really say that. I gotta see [00:11:45] Vince Menzione: that visual. Yeah. Yeah. So talk about this a little bit more. So you’re uniquely positioned. [00:11:52] Vince Menzione: Let’s talk about how you position, you talked about being AI native. What does that imply and what does that mean in terms of the evolution of the platform? From ticketing to workflows to the business applications? What are the type of applications Yeah. Markets, industries that you’re starting to see. [00:12:08] Jen Odess: So I’ll actually answer this with, taking on a small, maybe marketing or positioning journey. So there was a time when our tagline would be The World Works with ServiceNow. There was a time when it was, we put AI to work for people and today and it, I think it was around Knowledge 2025, this came out. [00:12:28] Jen Odess: It was the AI platform for business transformation. And I love to say to people, it sounds like a handful of. Cliche words that just got stacked together. The AI platform for business transformation. Yeah. We all know these words, so many companies use ’em, but it is such deliberate language and I love to explain why. [00:12:46] Jen Odess: So the first is the AI platform is calling out that we are an AI native platform. We are a unified platform. It’s a chance to say all that goodness I already shared with you. Yeah. And the business transformation is actually telling the story of no longer being a solution. Point or no longer being an individual product that does X. [00:13:06] Jen Odess: It’s about saying. The ServiceNow platform can go north to south and east to west across your entire enterprise. Okay. Up and down the entire tech stack. Any. And then east to west, it can cut across the enterprise, the C-suite, the buying centers, all into one unified AI platform. With one data model. [00:13:26] Jen Odess: I love it. And so I love that AI platform for business transformation actually has so much purpose. [00:13:32] Vince Menzione: It does. So you’re going across the stack, so you’re going all the way from the bottom layer, all the way up to the top from the ue. Ui. And then you’re going across the organization, right? You’re going across the C-suite, you’re going across all the business functions of an organization. [00:13:46] Vince Menzione: Correct. And so the workflows are going across each of those business functions? [00:13:49] Jen Odess: Correct. And then our AI control tower is sitting at the very top, governing over all of it. [00:13:53] Vince Menzione: I love the control tower. [00:13:54] Jen Odess: I know the governance, security risk protocol, managing all the agents interoperability. Yeah. [00:14:01] Vince Menzione: And then data at the very bottom right. [00:14:03] Vince Menzione: Controlling all those elements and the governance of the data and the right, the cleanliness of the data and so on. Yeah. That’s incredible. I we could probably talk about business applications. I know one, in fact, I’ve had a person sit in this, your chair from we’ll call it a large GSIA very significant GSI one of the top five. [00:14:21] Vince Menzione: And they took ServiceNow and they applied it to their business partnering function. And they used, and we, you probably don’t know about this one, but I know that that’s a, an example of taking it and applying it all across all the workflows, across all the geographies of the organization and taking a lot of the process that was all done manually. [00:14:40] Vince Menzione: That was stove pipe business processes that were all stove piped and removing the stove pipe and making for a fluid organizational flow. [00:14:47] Jen Odess: And I’ll bet you the end user didn’t even realize ServiceNow was the backend. That’s some of the greatest examples actually. [00:14:53] Vince Menzione: Yeah. Yeah. So Jen, we work with all the hyperscalers. [00:14:56] Vince Menzione: We have a very strong relationship with Microsoft. Goes back many years, my back to my days at Microsoft and we’ve had Google in the room. We have AWS now as well. We bring them all together because we believe that partners work with, need to work with all three. And I know that you have had an interesting transformation at ServiceNow around the hyperscalers. [00:15:16] Vince Menzione: I was hoping you could dive in a little deeper with us. [00:15:19] Jen Odess: Yeah. We are so proud of our relationships with the hyperscalers, so the same three, so it’s Microsoft Azure, Google Cloud, and AWS. And really it’s it’s a strategic 360 partnership and our goal is really to drive marketplace transactions. [00:15:34] Jen Odess: So ServiceNow selling in all of their marketplaces and then. Burn down of our customers cloud commits. I love it. It’s really a beautiful story for our customers and for the hyperscalers and for ServiceNow. And so we’ve, it’s brand, it’s a brand new announcement from late in the year 2025. Love it. And we’re really excited about it. [00:15:51] Vince Menzione: Yeah. And then we, and we get all of the marketplace leaders in the room. So we’ve worked with all of those people. And one of the key points about this is there is over a half a trillion dollars in durable cloud budgets with customers that [00:16:08] Vince Menzione: Already committed to, I know, so that tam available, a half a trillion dollars is available to customers to burn down and utilize your solutions and professional services with partners as well in terms of driving a complete solution. [00:16:21] Jen Odess: That’s exactly the motion we’re pushing is to go and leverage those cloud commits to get on ServiceNow and in some cases, maybe even take out other products to go with ServiceNow and actually end up funding the transition to ServiceNow. Yeah. Yeah. [00:16:37] Vince Menzione: So you serve thousands of customers today, thousands of customers. [00:16:42] Vince Menzione: I can’t even. Fathom the exact number, but you have this partner ecosystem that you described, and their reach is even more incredible, like hundreds of thousands. Yeah. So tell us a little bit more about how you think about that, and then how do you drive the partner ecosystem in the right way to drive this partner excellence that you described. [00:17:02] Jen Odess: Yeah, that’s a great question. So yeah, thousands of ServiceNow customers and we’re barely scratching the surface in comparison to our partners customers. So we have over 2,500 partners Wow. In our ecosystem. And today they cut across what I would call five routes to market. That partners can go to market with ServiceNow. [00:17:21] Jen Odess: Okay. The first is consulting and implementation. This will be your classic kind of consulting shop or GSI approach. The second is resell, just like it sounds. Yep. [00:17:30] Vince Menzione: Transactional. [00:17:31] Jen Odess: Yep. The third is managed service provider. [00:17:33] Vince Menzione: Okay. [00:17:34] Jen Odess: The fourth is what we call build, which is. The ISV, strategic Tech partner realm, and then the fifth is hyperscaler. [00:17:43] Jen Odess: Those are the five routes to market. So partners can choose to be in one or all or two. It doesn’t matter. It’s whichever one fits the kind of business they want to go drive. Nice. Where they’re. Expertise lies. And then we’ve got partners that show up globally, partners that show up multinational and partners that show up regionally and then partners that show up locally, in country and that’s it. [00:18:06] Jen Odess: And we really want a diverse set of partners capable of delivering where any of our customers are. So it’s important that we have that dynamic ecosystem where we really push them. We’re actually trying hard to balance this. Yeah, you would’ve heard it from many of your other partners. This direct versus indirect. [00:18:24] Jen Odess: Yes. Motion. For anyone listening that doesn’t know the difference, right? Direct is ServiceNow is selling direct to a customer, there might be a partner involved influencing that will implement. Yeah, likely but ServiceNow is really driving the sale versus indirect where the whole thing routes through the partner. [00:18:39] Jen Odess: Right? Which is your classic reseller or managed service provider and often a an ISV. And you know that balance is never gonna be perfect ’cause we’re not gonna commit to go all direct or all indirect. We’re gonna continue to sit in this space where we’re trying to find a healthy balance. [00:18:56] Jen Odess: So I find a lot of our time trying to figure out how do you set all those parties up for success? Yeah. The parties are the ServiceNow field sellers? And then you’ve also got the partnerships and channels, so the ecosystem, and then you’ve got the people in global partnerships and channels. So my broader organization, and we’re all trying to figure out how to work harmoniously together and it’s a lot of, it is my job to get us there. [00:19:19] Jen Odess: And so we use lots of things like incentives and benefits and we will put in place gated entry, really strategic gated entry. What does [00:19:29] Vince Menzione: gated entry mean? [00:19:30] Jen Odess: Yeah. What I mean is if you want to have a chance at being matched with a customer Yeah. For a very specific deal. Or it’s really one of three to get matched. [00:19:41] Jen Odess: ‘Cause you can never match one-to-one. It has to be three or more. Okay. We have good compliance rules in place. Yeah. But in order to even. Like surface to the top of the list to be matched. There’s a gated entry, which is, you’ve gotta have validated practices. Okay. Which is how, it’s these various ways, as you described, you quantify and qualify the partner’s capabilities. [00:20:00] Vince Menzione: Yeah. So you have to meet these qualifications. Yes. And you could be one of three to enter and be. Potentially matched, considered significant or Yes. Match for this deal? [00:20:08] Jen Odess: Yes, that’s exactly right. So we use, various things like that. And then we try to carve what I would call dance card space reseller in commercial, try to sit here and like carve by geo, by region, by country dance card space as well to help the partners really know exactly where they can unleash versus, hey, this is the process and the rules of engagement. To go and sell alongside the direct org sales organization [00:20:33] Vince Menzione: and you’re gonna have multiple partners in the same opportunities. [00:20:37] Vince Menzione: Absolutely not. Not necessarily competing with each other. There’s three competing each with each other, but also you’re gonna have other partners that provide different capabilities as well. You might have that have some that are just transac. Those are gonna be those channel or reseller partners. [00:20:52] Vince Menzione: You might have an MSP that’s actually delivering, or at least providing some type of managed service on top of the stack. Like supporting the customer. Yeah. And then you might have an SI GSI an integration partner that’s also doing the con the consulting work around getting the solution to meet with the customer’s requirements. [00:21:12] Vince Menzione: Would you say [00:21:13] Jen Odess: so? That’s exactly right. Yeah. And actually in. AI era, we’re seeing more of it than ever. And even on the smaller deals, maybe not the GSIs on the smaller deals, but we’re seeing multiple partners come in to serve up their specific expertise, which is actually a best practice. That’s [00:21:33] Vince Menzione: terrific. [00:21:33] Jen Odess: We don’t want. If you’ve got an area that’s a blind spot and you’re a partner, but that’s something your customer is buying from you, there’s no harm in saying let’s bring in an expert in that category to deliver that piece of the business. That’s right. And we’ll maybe shadow and watch alongside. [00:21:46] Jen Odess: So we’re seeing more and more of it. And I actually think like the world of. Partnerships and ecosystems. If I go back to like my previous ecosystem as well, it’s become so much more communal than ever before. Yes. This idea that we can share and be more open and maybe even commiserate over the things, gosh, I can’t believe we have the same frustrations or we have the same. [00:22:09] Jen Odess: Wow, that’s amazing. And you’re in this country. And I’m in this country. And so we’re seeing more and more coming together on deals which I really respect a lot. ’cause So one of the new facts we’ve just learned actually, Vince, is that. Of all the ai buying that customers are doing out there, they actually still want over 70% of it to be done by partners. [00:22:32] Vince Menzione: Yes. [00:22:33] Jen Odess: So even though it looks like it could be maybe set up easy configured, easy plug and play it. It to get, it’s not real ROI. You still need a partner with expertise in that industry or that domain, or in that location or in that language to come and bring the value to life. And we will certainly accelerate, help accelerate time to value with things that ServiceNow will do for our partners. [00:22:56] Jen Odess: But if over 70% is gonna go to partners and AI is so new, wouldn’t you want more than one partner Sometimes on a absolutely on a deal, at least while we’re all learning. I think we can keep ebbing and flowing [00:23:07] Vince Menzione: on this. We you, I dunno if Jay McBain, ’cause we’ve had him in the room here and he is a, he’s an analyst that does a lot of work around this topic. [00:23:14] Vince Menzione: And we talk about the seven seats at the table because there are, again, you need more you, first of all, you need to have your trusted, you need to have the organizations that you work with. And you also, in the world of ai, with all of the tectonic shifts, all the constant changing that’s going on right now, I need to make sure that I have the right. [00:23:31] Vince Menzione: People by my side that I can trust, they can help me deliver what I need to deliver. ’cause it might have changed from six months ago. And the technology is changing. Everything is changing so rapidly right now. So again, having all those right people I want to pick up on something ’cause we talked a little bit about MSPs and they’ve become a favorite topic of ours. [00:23:52] Vince Menzione: I have become acutely aware of the Ms P community recently. I kinda looked at them as well. There’s little small partners, but you’ve suggested this as well. They have regional expert, they have expertise in a specific area. And can be trusted, and maybe you’re integrating multiple solution sets for a customer. [00:24:11] Vince Menzione: But we’ve seen this MSP community become very vibrant lately, and I feel like they woke up to technology and to AI in such a big way. Can you comment on that? [00:24:20] Jen Odess: So we feel and see the same thing I’ve always valued what managed service providers bring to the table. It’s like that. [00:24:26] Jen Odess: Classic are you a transformation shop or are you a ta? The tail end or the run business shop? And so many partners are like we’re both, and I wanna be like, but are you? But now I feel like we finally are seeing the run business is so fruitful. So AI is innovating. All the time. [00:24:46] Jen Odess: We, we are innovating as a AI platform all the time. What used to be six month, every six months family releases of our software. Yeah. It became quarterly and now we’re practically seeing releases of new innovation every six to eight weeks. So why wouldn’t you want a managed service provider? Paying close attention to your whole instance on ServiceNow and taking into account all the latest innovation and building it into your existing instance, and then looking out for what new things you should be bringing in. [00:25:20] Jen Odess: So that’s the beauty of the, it’s almost partnerships, observing, and then suggesting how to keep. Doing better and more and better versus always jumping straight back to complete redesign and transformation. Yeah, and that’s one of the things I like about the MSPs in this space. [00:25:36] Vince Menzione: So let’s broaden out from this part of the conversation ’cause you’re giving specific guidance to the MSPs, but let’s think about this whole partner community. [00:25:43] Vince Menzione: And you’ve seen this transformation coming over to ServiceNow and even within ServiceNow these last five years. How do these organizations need to think differently? And how do they need to structure their services in this newent world? [00:25:58] Jen Odess: Great question. There’s really four things that I think they have to be thoughtful of. [00:26:02] Jen Odess: The first is maybe the most obvious they have to adopt AI as their own ways of doing work methodology. Delivery, whatever it is, because only through the, it’s not about taking out people in jobs, it’s about doing the job faster, right? It’s about getting the customer to value faster so that adoption of AI will make or break some partners. [00:26:24] Jen Odess: And our goal is that every partner comes on the other side of this AI journey, thriving and surviving. So we’re really pushing. This agenda. And maybe later I can talk to you a little bit more about this autonomous implementation concept. Please. ’cause I that will [00:26:37] Vince Menzione: resonate. So you’re saying they need to, we used to use the term eat their own dog food. [00:26:41] Vince Menzione: Now it’s drink your own champagne. Yeah. But they need to adopt it as well internally. [00:26:46] Jen Odess: Yeah. And I think whether they’re using, I hope they’re using ServiceNow as like a client, zero. To do some of that adoption. But there’s lots of other tools that are great AI tools that will make your job and your day-to-day life and the execution of that job easier. [00:26:59] Jen Odess: So we want them adopting all of that. The second is, we really need to see partners. Innovating on the ServiceNow platform. Yeah. And whether that’s building agents AI agents that go into the ServiceNow store, whether it’s building a really fantastic solution that we wanna joint jointly go to market with, or maybe it’s one of those embedded solutions you were commenting where the end user doesn’t even know that the backend, like a tax and audit solution that is actually just. [00:27:29] Jen Odess: The backend is all ServiceNow. Yeah. But that partner is going to market and selling it to all their customers. Exactly. So I think this co-innovation is gonna be a place that we will really win in market. The third is if a partner wants to stand out right now, they have to differentiate on paper too. [00:27:47] Jen Odess: It’s gotta like what does that mean? So if there’s 2,500 partners. And it’s not like we don’t walk around and just say, you should talk to this partner. Yeah. Or here’s my secret list. You should, we don’t do that. That’s not good business and it’s not compliant. So we have algorithms that take all the quantitative and qualitative data on our partners and they know all the data points ’cause it’s part of the partner program Nice. [00:28:10] Jen Odess: That they adhere to and then ranks them on status. And all those data points are what I’m referring to as on paper. You’ve gotta be differentiated. So whether or not you wanna be great at one thing or great across the whole thing, think about how all of those quantitative and qualitative data points are making you stand out, because that’s where those matches that I was referring to. [00:28:35] Jen Odess: Yes. That’s where that’s gonna come to life. And it’s skills, it’s capabilities. It’s deployments. So Proofpoint and deployments, customer success stories, csat, all the things. So [00:28:47] Vince Menzione: those are all the qualifi qualifiers for and more, but those are the types [00:28:49] Jen Odess: of qualifications. Yeah. [00:28:51] Vince Menzione: And then do your, does your sales organization do a match against that based on a customer’s requirements that they’re working with and who they work with and co-sell with? [00:29:00] Jen Odess: And I feel like you just lobbed me the greatest question. I didn’t even know you were gonna ask it, but I’m so glad you did. So today. Today there is something called a partner finder, which is which is nice, but it’s a little bit old school in a world of ai. Yeah. So you go to servicenow.com, you click partner from the top navigation, and then it says find a partner and you can literally type in the products you’re buying the country, you’re, that you’re headquartered out of. [00:29:26] Jen Odess: Whatever thing you’re looking for. And it will start to filter based on all those data points, the right partners, and you can actually click right there to be connected to a partner. So lead generation. Okay, interesting. But where we’re going is a agentic matching right in our CRM for the field. Oh. So those data points are gonna matter even more, and that’s where the gated. [00:29:48] Jen Odess: I say gated entry, which is probably too extreme, right? It’s really gated. If you wanna surface toward the top, there’s gated parameters to try to surface to the top, but those data points will feed the algorithm and it will genetically match right in our CRM for the field. Who are the best suited partners? [00:30:09] Jen Odess: Would you like to talk to them? [00:30:10] Vince Menzione: Okay. And so is it. Partner facing? Is it sales team facing [00:30:14] Jen Odess: Right now? It’s sales. It’ll, when it goes live, it will be sales team facing. Okay. But we have greater ambition for what partners can do with it. Yeah. Not just in the indirect motion, but also what partners may be able to do with it to interface with our field. [00:30:30] Jen Odess: The. [00:30:31] Vince Menzione: The, yeah the collaboration [00:30:33] Jen Odess: opportunity. Which is always a friction point that we’re working on [00:30:36] Vince Menzione: always because it’s very manual. It’s people intensive. Yeah. Partner development managers sitting on both sides of the equation and the interface between the sales organization and a partner organization is not always the. The easiest. So right. Automated, quite a bit of that. [00:30:49] Jen Odess: My boss is obsessed with the easy button, which I know is a phrase many of us in the US know from I think it’s an Office Depot, all these ways in which we can have easy button moments for the partner ecosystem is what we’re trying to focus on. [00:31:01] Jen Odess: I love the easy button. [00:31:02] Vince Menzione: Yeah. And I love your boss too. Yeah, he’s fabulous. Fabulous. So Michael and I go back like many years ago. You must have, [00:31:08] Jen Odess: yeah. You must have had paths crossing on numerous occasions. [00:31:12] Vince Menzione: Yeah we we worked together micro I’m going to hijack the session for a second here. [00:31:16] Vince Menzione: But when I first came to Microsoft, he was leading a, the se, a segment of the business, and he invited me to come to his event and interviewed me on stage at his event. [00:31:26] Jen Odess: No way. [00:31:26] Vince Menzione: And we got to know each other and yeah. So he was terrific. He was what a great find for, oh, he’s for service now. [00:31:32] Vince Menzione: He’s really [00:31:32] Jen Odess: has been a fantastic addition [00:31:34] Vince Menzione: to the global partnerships and channels team. And Michael, we have to have you on the podcast. Yes. Or cut down here in the studio at some point too with Jen and I. That’d be great. So this is terrific. We are getting it’s an incredible time. [00:31:44] Vince Menzione: It’s going so fast this time, 2022 was, seems like it was five, it feels like it was almost 10 years ago now. It wasn’t that we just started talking about it and you were implementing AI 10 years ago, but it wasn’t getting the attention that it’s getting today. And it really wasn’t until that moment that it really started to kick off in a way that everybody, yeah. It became pervasive overnight I would say. But now we’re starting 2026, like we’re at. This precipice of time and it’s continuing. I don’t even know what 2030 is gonna look like, right? So I’m a partner. [00:32:16] Vince Menzione: What are the one, two, or three things that I need to do now to win over and work with ServiceNow? [00:32:23] Jen Odess: One, two or three things? I’ll tell you the first thing. So today ServiceNow will end up hitting 500 million in annual contract value in our Now Assist, which is our AI products by the end of 2025, which is the fastest growing product in all of ServiceNow history. [00:32:37] Jen Odess: That’s one product that’s so there’s lots of SKUs. Yeah, but it is. It’s our AI product. Yeah. And it is, but yeah, because of all the various ways. [00:32:45] Vince Menzione: So half a billion dollars, [00:32:46] Jen Odess: half a billion by the end of 2025. And I think, someone’s gonna have to keep me honest here, but if memory serves me right, the first skews didn’t even launch until 2024. [00:32:54] Jen Odess: So we’re talking about wow, in a year it’s fast. Over 1,700 customers are live with our now assist products. Again, in a matter of, let’s call it over, a little over a year, 1,700 partners. So I think the first thing a partner needs to do is they’ve gotta get on this AI bandwagon, and they’ve gotta be selling and positioning AI use cases to their customers, because that’s the only way they’re gonna get. [00:33:20] Jen Odess: Experience and an opportunity to see what it feels like to deliver. So we have to do that. And I think you could sell a big use case like that big, we talked north, south, east, west, you could do that whole thing. Brilliant. But you could also start small. Go pick a single use case. Like a really simple example of something you wanna, some work you wanna drive productivity on. [00:33:41] Jen Odess: Yeah. And make sure you’ve got multiple stakeholders that love it and then go drive proving that use case. That’s what we’re telling a lot of partners. That’s the first thing. The second is they have got to build skills on AI and they have to keep up with it. And so we’re trying to really think about our broader learning and development team at ServiceNow is just next level. [00:34:00] Jen Odess: And they’re really re-imagining how to have more real time bite size. Training and enablement that will help individuals keep up with that pace of innovation. So individuals have got to get skilled. Yes. On AI today, of that a hundred thousand or so individuals in the ecosystem right now, about 35% of those individuals hold one or more AI credential. [00:34:25] Jen Odess: Again, that’s in a little over a year, which is the fastest growing skill development we’ve ever had, but it should be a hundred percent. Yeah. All of our goals should be that every account is being sold ai. ’cause that’s where the customer’s gonna get to value a ServiceNow is if they have the AI capabilities. [00:34:40] Jen Odess: And [00:34:41] Vince Menzione: how are you providing enablement and training? Is it all online? It’s, we have [00:34:44] Jen Odess: all sorts of ways of doing it. So that we have ServiceNow University, which is just a really robust, learning platform. Elba is our professor in residence. Very cool. Which is very cool. And they’re all content. [00:34:57] Jen Odess: Is free to partners. The training is free to partners that is on demand. Beyond that, partners can still get, instructor led training, whether that’s in person or virtual. And then my team offers enablement. That’s a little bit more, it’s like not formal training, it’s more like hands-on labs and experiences. [00:35:17] Jen Odess: We bring in lots of groups that sit around me that help and we very cool hands on with partners face-to-face. And do you do an annual event where you bring all these partners together? No, because we do we have three major milestones a year for partners. So the first is at sales kickoff, which is coming up the third week in January. [00:35:33] Jen Odess: And alongside sales kickoff is partner kickoff. Okay. And so we do a whole day of enabling them. So that’s your [00:35:39] Vince Menzione: partner kickoff? [00:35:40] Jen Odess: That’s partner kickoff. But of the, of all the partners in the ecosystem, it’s not like they can all make it. So we still also record and then live stream some of the content there. [00:35:49] Jen Odess: Then at Knowledge, there’s a whole partner track at Knowledge and same concept. Yeah, it’s like it’s all about customers and we wanna, build as much pipeline and wow as many customers as possible, but we also need to help our partners come along the journey. Then the third and final moment is in September, always, and it’s called our Global Partner Ecosystem Summit. [00:36:08] Jen Odess: We should have you, I’d love to join this next year. I love that. And it’s really, that’s the one time if sales kickoff is all about the sales motion in the field and knowledge is all about the customers and getting customers value. Global Partner Ecosystem Summit is only about the partners, what they need, why they need it, and what we’re doing to make their lives easier. [00:36:28] Jen Odess: I love it. Yeah. I’ll be there September. I love it. Dates yet set yet? I have to, it’s getting locked. I’ll get it to you. [00:36:34] Vince Menzione: Okay. All right. I’ll, we’ll be there. Okay. So you’ve been incredible. I just love having you. We could spend hours, honestly, and I want to have you back here. I’d love to, I have you back for a more meaningful conversation with the hyperscalers. [00:36:45] Vince Menzione: Talk to some of the partners that join us at Ultimate Partner events. We’ll find a way to do that, but I have this one question. It’s a favorite question of mine, and I love to ask all my guests this. Okay. You’re hosting a dinner party. And you could host a dinner party anywhere in the world. We could talk about great locations and where your favorite places are, and you can invite any three guests from the present or the past to this amazing dinner party. [00:37:11] Vince Menzione: We had one guest who wanted to do them in the future, like three people that hadn’t reached a future date. Whom would you invite Jen and why? [00:37:21] Jen Odess: Oh, first of all, you’re hitting home for me because I love to host dinner parties. I actually used to have a catering company. This is like one of those weird facts that, we didn’t talk about my pre services and ecosystem days, but I also had a catering company, so I love cooking and hosting dinner parties. [00:37:38] Jen Odess: So this is a great question. I feel like it’s a loaded question and I have to say my spouse. I love my husband dearly, but I have. To invite Lee to my dinner party. Okay. He’s in [00:37:47] Vince Menzione: Lee’s guest number one. Lee’s [00:37:49] Jen Odess: guest, number one. And the reason why is, first of all, I love him dearly, but he’s super interesting and he has such thought provoking topics to, to discuss and ways of viewing the world. [00:38:00] Jen Odess: He’s actually in security tech, so it’s like a tangential space, but not the same. [00:38:05] Vince Menzione: Yeah. But an important space right now, especially. Yeah. And [00:38:07] Jen Odess: he, yeah. And he’s, he’s just a delight to be around. So he’d be number one. Number two would be Frank Lloyd Wright. [00:38:15] Vince Menzione: Frank. Lloyd Wright. [00:38:17] Jen Odess: Yeah. I am an architecture and design junkie. [00:38:21] Jen Odess: Maybe I don’t do any of it myself, though. I dabble with friends that do it, and I try to apply it to my home life when I can. And Frank Lloyd Wright sort of embodies some of my favorite. Components of any kind of environment that you are experiencing, whether it’s a home or it’s an office building or it’s an outdoor space. [00:38:39] Jen Odess: I love the idea of minimalism and simplicity. I love the idea of monochromatic colors. I love the idea of spaces that can be used for multipurpose. And then I love the idea of the outside being in and the inside being out. I love it. So I would like love to pick his brain on some of his, how he came up with some of his ideas. [00:38:59] Jen Odess: Fascinating for some of his greatest. Yeah. Designs. Okay. That’s number two. Number three, I think it would be Pharrell Williams. Really? Yeah, I, Pharrell Williams. Yeah. I love fashion music and all things creativity. He’s got that, Annie’s philanthropic. He’s just yeah. The whole package of a good person. [00:39:26] Jen Odess: That’s super interesting and I very cool. I would love to pick his brain on what it was like to be behind the scenes on some of the fashion lines he’s collaborated with on some of his music collabs he’s had, and then just some of the work he’s doing around philanthropy. I would. I could just spend all night probably listening to him. [00:39:43] Jen Odess: This would be a [00:39:44] Vince Menzione: really cool conversation night. [00:39:45] Jen Odess: Don’t you wanna come to my dinner? Was gonna say, I’m sorry I didn’t invite you to identify. No [00:39:49] Vince Menzione: I was, can I bring dessert? [00:39:50] Jen Odess: Yeah. I come [00:39:50] Vince Menzione: for dessert. I, but it can’t, [00:39:51] Jen Odess: it has to be like a chocolate dessert. It’s gotta have [00:39:54] Vince Menzione: I love chocolate dessert. [00:39:55] Vince Menzione: Okay, great. So it would not be a problem for me, Jen. This is terrific. You have been absolutely amazing. So great to have you come here. Yeah. Such a busy time of year to have you make the trip here to Boca. We will have you back in the studio. I promise that I’ll have you back on stage. Stage. [00:40:10] Jen Odess: This is beautiful. [00:40:10] Jen Odess: Look at it. Yeah. This is [00:40:11] Vince Menzione: beautiful. And we transformed this into, to a room, basically a conference room. And then we also have our ultimate partner events. I would love to come, we would love to have you join us. Like I said, ServiceNow is such an impactful time. Your leadership in this segment market, and I wouldn’t say segment across all of AI in terms of all the use cases of AI is just so meaningful, especially for within the enterprise. [00:40:33] Vince Menzione: Yeah. Right now. So just really a jogger nut right now within the industry. So great to have you and have ServiceNow join us. So Jen, thank you so much for joining us. [00:40:42] Jen Odess: Thanks Vince. Appreciate the time. It’s a pleasure to be here. [00:40:44] Vince Menzione: Thank you very much. Thanks for tuning into this episode of Ultimate Eye to Partnering. [00:40:50] Vince Menzione: We’re bringing these episodes to you to help you level up your strategy. If you haven’t yet, now’s the time to take action and think about joining our community. We created a unique place, UPX or Ultimate partner experience. It’s more than a community. It’s your competitive edge with insider insights, real-time education, and direct access to people who are driving the ecosystem forward. [00:41:16] Vince Menzione: UPX helps you get results. And we’re just getting started as we’re taking this studio. And we’ll be hosting live stream and digital events here, including our January live stream, the Boca Winter Retreat, and more to come. So visit our website, the ultimate partner.com to learn more and join us. Now’s the time to take your partnerships to the next level.

Glean started as a Kleiner Perkins incubation and is now a $7B, $200m ARR Enterprise AI leader. Now KP has tapped its own podcaster to lead it's next big swing. From building go-to-market the hard way in startups (and scaling Palo Alto Networks' public cloud business) to joining Kleiner Perkins to help technical founders turn product edge into repeatable revenue, Joubin Mirzadegan has spent the last decade obsessing over one thing: distribution and how ideas actually spread, sell, and compound. That obsession took him from launching the CRO-only podcast Grit (https://www.youtube.com/playlist?list=PLRiWZFltuYPF8A6UGm74K2q29UwU-Kk9k) as a hiring wedge, to working alongside breakout companies like Glean and Windsurf, to now incubating Roadrunner which is an AI-native rethink of CPQ and quoting workflows as pricing models collapse from “seats” into consumption, bundles, renewals, and SKU sprawl. We sat down with Joubin to dig into the real mechanics of making conversations feel human (rolling early, never sending questions, temperature + lighting hacks), what Windsurf got right about “Google-class product and Salesforce-class distribution,” how to hire early sales leaders without getting fooled by shiny logos, why CPQ is quietly breaking the back of modern revenue teams, and his thesis for his new company and KP incubation Roadrunner (https://www.roadrunner.ai/): rebuild the data model from the ground up, co-develop with the hairiest design partners, and eventually use LLMs to recommend deal structures the way the best reps do without the Slack-channel chaos of deal desk. We discuss: How to make guests instantly comfortable: rolling early, no “are you ready?”, temperature, lighting, and room dynamics Why Joubin refuses to send questions in advance (and when you might have to anyway) The origin of the CRO-only podcast: using media as a hiring wedge and relationship engine The “commit to 100 episodes” mindset: why most shows die before they find their voice Founder vs exec interviews: why CEOs can speak more freely (and what it unlocks in conversation) What Glean taught him about enterprise AI: permissions, trust, and overcoming “category is dead” skepticism Design partners as the real unlock: why early believers matter and how co-development actually works Windsurf's breakout: what it means to be serious about “Google-class product + Salesforce-class distribution” Why technical founders struggle with GTM and how KP built a team around sales, customer access, and demand gen Hiring early sales leaders: anti-patterns (logos), what to screen for (motivation), and why stage-fit is everything The CPQ problem & Roadrunner's thesis: rebuilding CPQ/quoting from the data model up for modern complexity How “rules + SKUs + approvals” create a brittle graph and what it takes to model it without tipping over The two-year window: incumbents rebuilding slowly vs startups out-sprinting with AI-native architecture Where AI actually helps: quote generation, policy enforcement, approval routing, and deal recommendation loops — Joubin X: https://x.com/Joubinmir LinkedIn: https://www.linkedin.com/in/joubin-mirzadegan-66186854/ Where to find Latent Space X: https://x.com/latentspacepod Substack: https://www.latent.space/ Chapters 00:00:00 Introduction and the Zuck Interview Experience 00:03:26 The Genesis of the Grit Podcast: Hiring CROs Through Content 00:13:20 Podcast Philosophy: Creating Authentic Conversations 00:15:44 Working with Arvind at Glean: The Enterprise Search Breakthrough 00:26:20 Windsurf's Sales Machine: Google-Class Product Meets Salesforce-Class Distribution 00:30:28 Hiring Sales Leaders: Anti-Patterns and First Principles 00:39:02 The CPQ Problem: Why Salesforce and Legacy Tools Are Breaking 00:43:40 Introducing Roadrunner: Solving Enterprise Pricing with AI 00:49:19 Building Roadrunner: Team, Design Partners, and Data Model Challenges 00:59:35 High Performance Philosophy: Working Out Every Day and Reducing Friction 01:06:28 Defining Grit: Passion Plus Perseverance

Welcome to Dev Game Club, where this week we revisit our series on Portal with another bonus interview with Kim Swift. We get a look at the game from which it came before hearing about the development proper. Dev Game Club looks at classic video games and plays through them over several episodes, providing commentary. Podcast breakdown: 1:23 Interview 1:03:02 Break 1:03:25 Outro Issues covered: Kim's history, deciding where to go to college, learning to program, working with a team over multiple years, pitching each other, mixing interests, learning to work together, figuring out collaboration, the student showcase, showing to Valve, a sudden audience of twenty, walking away with a job offer, taking away only the ideas, showing at the IGF while building the new game, acquiring in Valve, a six month tech demo, borrowing the art direction, a useful constraint, extending six months more, the everyday feeling and being able to have fun, getting another year to go in the bundle, adding the behind the scenes stuff, the writing and level-building process, evaluating player progression and feeling, post-processing and robotizing your voice actress, mapping out the levels in little triples, responding to the player, a master class in tutorialization, iteration through playtesting, celebrating just shipping... and then, testing the games, focusing on your own stuff, always learning, going back to the roots, brand management, getting to do lots of new things, a game that reflected its own making, games being hard enough to make, feeling the joy, a great constraint, growing the world-building, no macro plan, how games reflect their making, explaining SKUs. Games, people, and influences mentioned or discussed: Narbacular Drop, DigiPen, Valve, Gabe Newell, Erik Wolpaw, Left 4 Dead, Airtight Games, Quantum Conundrum, Amazon Games, EA Motive, Google Stadia, XBOX, NEAR Studios, Game Boy Advance, Super Nintendo, Tim Schafer, EverQuest, Jeep Barnett, Garrett Rickey, Dave Kircher, Lost Vikings, Robin Walker, Team Fortress 2, Crystal Dynamics, Realm Lovejoy, Human Head, Prey, Half-Life (series), Randy Lundeen, Chet Faliszek, John Guthrie, The Orange Box, Heather Cerlan, Hawthorn, Pikmin, Outer Wilds, Calamity Nolan, Final Fantasy IX, Kirk Hamilton, Aaron Evers, Mark Garcia.  Next time: More Pikmin? Twitch: timlongojr and twinsunscorp  YouTube Discord DevGameClub@gmail.com 

In this episode of The TechEd Podcast, host Matt Kirchner sits down with Irv Blumkin, Chairman of Nebraska Furniture Mart (NFM), and Ryan Blumkin, Executive Vice President, to unpack nearly 90 years of retail innovation, from Mrs. B's pawn-shop beginnings to multi-acre campuses in Omaha, Kansas City, Dallas, and soon Austin. They explore what it's like to partner with Warren Buffett and Berkshire Hathaway, build massive destination developments, and still obsess over every single SKU and customer interaction. From dynamic pricing and AI-enabled operations to a mind-blowing learning trip through China's retail and technology ecosystem, Irv and Ryan share how NFM is using data, automation, and emerging tech to deepen their moat, without ever losing sight of values, culture, and long-term thinking. They also talk careers in retail tech, why young “outside-the-box” thinkers matter, and the role of lifelong learning in leading through disruption. Listen to learn:Why Warren Buffett bought Nebraska Furniture Mart on a handshake, and what Irv has learned from decades of dinners and deal-making with himWhy strong values and culture matter more than ever in this tech-driven marketplaceHow NFM uses massive-store footprints, destination partners like Scheels, and even hotel/convention centers to turn shopping into an experienceHow dynamic pricing, digital shelf tags, and nightly web crawls of 70,000+ SKUs keep NFM competitive with Amazon, Costco, Wayfair, and othersWhat Irv and Ryan saw in China's tech companies and how those lessons are shaping NFM's future3 Big Takeaways from this Episode:1. Timeless values can scale into a $2 billion business. Mrs. B's simple principles (sell at a great price, tell the truth, and pay your bills) still anchor NFM's strategy, even as the company builds 1.8 million-square-foot campuses and expands into new markets like Austin. Irv connects those values directly to long-term growth, customer trust, and the family's partnership with Berkshire Hathaway. 2. Technology is now core infrastructure, not an add-on. NFM's nightly web crawling, digital price tags, and dynamic pricing systems automatically position them as the best value against online competitors, while complex distribution networks and emerging AI tools optimize inventory and logistics. Ryan frames this as building a “moat” with data, automation, and relentless operational excellence, not just more advertising. 3. Lifelong learning is mandatory for modern leadership. Irv has invested in executive education for decades, and both he and Ryan describe their China trip as “eye opening” in terms of speed, scrappiness, AI adoption, and asset-light business models. They're already translating those lessons into new e-commerce strategies, warehouse automation concepts, and AI-enabled process improvements back at NFM. Resources in this Episode:Learn more about Nebraska Furniture MartOther resources mentioned:Six Days in China: The Speed, Scale and Innovation Outpacing the U.S. - Podcast episode with Todd WanekMORE LINKS & RESOURCES ON THE EPISODE PAGE: https://techWe want to hear from you! Send us a text.Instagram - Facebook - YouTube - TikTok - Twitter - LinkedIn

Shopify went dark on Cyber Monday. Amazon glitched and wiped deal badges across Black Friday and Cyber Week. Sellers relying on one platform got crushed. But diversified brands kept growing because TikTok, Shopify, Amazon, and email all picked up the slack.Factories across China and Vietnam are now slowing down early ahead of Lunar New Year, which means your Q2 inventory window is already shrinking. TikTok Shop continues its retail takeover, and AI is rewriting the rules for product discovery, listing visibility, and who gets recommended.In today's Week in Review, you'll hear what actually happened inside Shopify and Amazon during the meltdown, how operators protected their revenue, what you must do before January hits, and why 2026 will reward brands who diversify and think like CEOs, not dabblers.✅ Do not wait on inventory. China and Vietnam are already winding down for Lunar New Year. If you don't finalize orders soon, your production moves into April or May.✅ Shopify crashed and Amazon glitched deals. Operators with omnichannel setups absorbed the hit. Single-channel sellers got wrecked.✅ Maximize profits in December instead of scaling losers. Double down on your highest-converting SKUs, best reviews, and fastest shipping.✅ TikTok to Amazon is the new performance pipeline. UGC targeting Amazon searches drove major lifts last week.✅ AI is the new e-commerce gatekeeper. AI agents are scraping, rewriting, and interpreting your listings. Machine-friendly listings now determine visibility.

Send us a textHow do you build a beverage brand when the margins are slim and you have no outside funding and growth depends on you?You make sales your North Star. Every single day.In this episode of Foodpreneur with Chelsea Ford, I chat with Ollie Puddick, founder of Innerbloom, a functional beverage brand that's gone from farmers' markets to over 300 retail doors across Australia and New Zealand in just a few years.Ollie quit his job as a professional firefighter at the end of last year to go all-in on Innerbloom. No safety net. No investors. Just relentless focus on the one thing that keeps the lights on: sales.And he's brutally honest about the mistakes he made along the way.You'll hear:

In this episode, John Wilson sits down with Patrick Dichter, owner of AppleTree Business Services, to break down what “good accounting” actually looks like inside a growing home service business — and why financial clarity becomes a competitive advantage as you scale.John opens up about a hard truth: he didn't get his first clean month-end close until last year, and it made almost a decade of decision-making harder than it needed to be. Patrick walks through the real stages most home service operators go through — from “Checkbook Charlie” to outsourced bookkeeping to in-house controllers — and the exact problems that show up at each stage.They dig into why growth eats cash even when the business is “doing everything right,” how bad accruals and broken CRM/accounting integrations quietly destroy margins, and what a simple cash forecast can do to keep you out of trouble. John also shares the painful lesson he learned in 2025: you can run a strong P&L and still get smoked on cash if you're not thinking about the balance sheet.If you've ever asked “where's my money?” while growing, struggled to trust your gross margin, or felt like your business is flying blind month-to-month — this one is for you.

In this episode, John Wilson is on-site in Chicago with Aizik Zimerman, owner of J.Blanton Plumbing, to break down how one of the fastest-growing plumbing companies in the country built a sewer and drain growth engine. Since buying the $6M Jay Blanton business at the end of 2022, Aizik has scaled it to ~$25M this year and a $30M run rate — and nearly half that growth is coming from sewers. They unpack the investments, the operational build-out, and the marketing + sales system that turned trenchless lining into a repeatable, high-volume profit center. Aizik shares the exact playbook behind his “Unclogs for Dogs” offer, why they send salespeople with cameras first (no junior drain tech flip), and how they price lining as the cheaper alternative to excavation to beat inertia and win the market. If you're trying to add $5–$10M of revenue through drains, improve close rates, or build a trenchless division that actually scales, this episode is a must-listen.What You'll LearnThe 2022 → 2025 growth story: $6M to $25M+ and what changed operationallyWhy Aizik bet big on sewers while competitors stayed HVAC-heavyThe economics of lining vs. digging: pricing, margins, and why “cheaper lining” winsHow a $1M+ CapEx investment (UV curing trailers, jetting, prep teams) unlocked volume

Danilo Zatta is the author of The Pricing Model Revolution, The 10 Rules of Highly Effective Pricing, and the new book Revenue Growth Management. He is recognized as one of LinkedIn's Top 5 Pricing Thought Leaders and brings decades of consulting experience from Accenture, Simon-Kucher, and BCG. His work is anchored in one simple insight: pricing is the "sunny side" of consulting. He shares real examples of companies that increased profit by cutting ineffective promotions and by detecting thousands of spare-part pricing outliers with AI. This episode explores pricing leadership, the CEO's role, the difference between pricing truth and framework preference, and why democratized pricing knowledge makes talent the true competitive advantage.   Why You Have to Check Out This Episode: Learn how AI spots hidden pricing outliers across hundreds of thousands of SKUs and turns them into instant profit. Discover why FMCG companies burn cash on promotions and how smart RGM frameworks finally fix it. Understand the real "truth" behind pricing frameworks and why people, not methodology, drive pricing success.   "Start the AI pricing journey—not by boiling the ocean—but by finding a use case that works, proves value, and then expand it." – Danilo Zatta   Topics Covered: 01:27 - How Dan Got Into Pricing. His shift from cost-cutting to pricing and why he calls it the "sunny side" of consulting. 06:57 - Freedom in Consulting Choices. Comparing Accenture, Simon-Kucher, and BCG—and why team chemistry matters most. 09:11 - Revenue Growth Management. How FMCG brands optimize trade terms, promos, and price architecture for profit. 11:55 - FMCG as B2B. Why FMCG selling to retailers is a pure B2B relationship with limited price control. 17:22 - Implicit Collusion in Airlines. How industries use public price signaling to influence competitor behavior. 19:13 - AI in Spare Parts Pricing. How AI identified major pricing outliers and delivered over €1M in quick wins. 24:42 - Why AI Beats Excel. AI's advantage in scale, complexity, and instant alerts across massive SKU sets. 27:15 - Starting Your AI Pricing Journey. Begin with one use case, prove it works, then expand—no perfect data needed.   Key Takeaways: "Pricing used to be specialized knowledge. Today it's democratized—so what differentiates you is the team, not the tools." – Danilo Zatta "If you're the market leader, you must act first. Smaller players can't reduce promotions until you do." – Danilo Zatta "Pricing is never boring because every industry has its own logic, levers, and constraints." – Danilo Zatta   Books by Danilo Zatta: The Pricing Model Revolution: https://www.amazon.it/Pricing-revolution-pricing-cambier%C3%A0-comprare/dp/8836010547/ The 10 Rules of Highly Effective Pricing: https://www.amazon.com/Rules-Highly-Effective-Pricing-Management/dp/1394195761 Revenue Growth Management: https://www.amazon.it/Revenue-Management-Manufacturing-Application-Industry/dp/3319807595/   Connect with Danilo Zatta: Website: https://www.danilozatta.com/  LinkedIn: https://www.linkedin.com/in/danilo-zatta  Books: https://www.danilozatta.com/books/    Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving Email: mark@impactpricing.com  

Wil talks with Donny Bradley, founder and CEO of Lola Beans, a drive-through “fun beverage” coffee brand based in Chattanooga that's now franchising. Donny traces his hospitality instincts to moving often as an Air Force kid and appreciating people who made him feel welcome, plus big family gatherings rooted in New Orleans/Biloxi culture. A six-month stint in Soldotna, Alaska during his medical-device sales career sparked the business idea: a small coffee shack where barista Jenna built genuine relationships, not transactional service. Donny returned home, scraped a house on a C-minus property, opened the first Lola Beans in September 2020, then a second location in 2022 with two drive-through lanes and fast, face-to-face iPad ordering. He candidly describes early operational lessons (41% food cost, too many SKUs) and how mentors helped streamline supply chain and economics. Inspired by Nick Saban and Truett Cathy, Donny emphasizes culture, coaching, and hiring for hospitality as the real scalability engine. Lola Beans officially began franchising in February, landed a major Texas development deal (starting with Dallas-Fort Worth), and aims to stay an operator-led, people-first brand that creates “good energy” for guests and meaningful growth for team members. 10 takeaways Hospitality is universal. Donny's earliest lessons came from classmates welcoming him at new schools, proof that hospitality is about making people feel safe and seen, not a specific industry. The spark moment matters. True Blue in Soldotna, AK showed how one authentic barista-customer connection can inspire an entire business model. Drive-through doesn't have to be robotic. Lola Beans uses dual lanes and iPad ordering face-to-face to keep speed high and humanity higher. Speed is a tool, not the goal. Their “14 cars in line, out in 7 minutes” target exists to buy time for relationshipswith regulars. Early operators learn by doing (and fixing). Donny opened in 2020 thinking he'd drop a shack on a lot; zoning, codes, and real build costs rewired the plan quickly. Food cost discipline can be learned fast with the right help. Cutting SKUs from 196 to 126 and consolidating vendors dropped costs from 41% to ~28%. Two-product customers extend dayparts. Coffee ritual + afternoon energy/teas/“Lola Colas” keeps sales strong beyond morning rush. Culture scales what founders can't. Donny frames culture → behavior → results; the goal is guest experience even when he's not there. Franchise growth should be “best first, biggest later.” Truett Cathy's philosophy guides selective franchising and saying no to misaligned partners. People are the real competitive moat. Like Chick-fil-A and Publix, Lola Beans wants employees so well-trained and cared for that customers stop shopping around.

On the podcast we talk with Ravi about subscriptions as a force multiplier for consumables, why narratives matter more than metrics in goal-setting, and why you might want to try a longer onboarding, or a shorter one.

In this conversation, Jasen Urena and Ted Robb tell us how New Barn became part of the NestFresh family, and how the two brands are helping each other scale their positive impact. From New Barn's long journey toward becoming Regenerative Organic Certified, to NestFesh's 30+ years of being early adopters of certifications like Non-GMO Verified, Certified Humane, and Humanely Hatched, both brands love to push the industry forward. The conversation touches on the importance of supporting family farms, protecting animal welfare, and making the world better for future generations. Jasen and Ted wrap up by sharing what's next for the brands, their favorite ways to eat their products, and their definitions of a better world.Takeaways:The innovations NestFresh has made over it's 30+ years in business.Why New Barn decided to join the NestFresh family.How outside investment means small family farms are getting left behind.Humanely Hatched is sparing millions and millions of male baby chicks.New Barn's path to becoming Regenerative Organic Certified.The importance of continuous improvement for the whole supply chain.The need for innovation and focus to scale efficiently.How teams believing in their purpose is crucial for impactful initiatives.How both brands strive to keep being the first to take big impact steps.Sound bites:“A lot of these things that we've done over the years, we were always told it's not gonna work. But we believed in the concepts.”“It's actually really fun to make money, but it's only because then you can start thinking about all the things that you can do with it.”“There was a point where we had over 20 SKUs. We're 5 SKUs now and I feel like our business is far better than it was before.”“Continuous improvement is the new North Star because it's so valuable to everybody in the chain.”“We're gonna grow regenerative organic acreage under the New Barn brand for almonds, know, almonds, coconut and eggs. And that will lead to a real impact on our environment for future generations.”“We're gonna make an impact by sparing millions and millions of male baby chicks.”“Our NestFresh brand portfolio is going to be 100% Humanely Hatched by 2027.”“We gotta stay true to our core beliefs, we gotta stay true to our core purpose. And we innovate within that realm.”Links:NestFresh - https://nestfresh.com/Jasen Urena on LinkedIn - https://www.linkedin.com/in/jasen-urena-27179013/NestFresh on LinkedIn - https://www.linkedin.com/company/nestfresheggs/NestFresh on Facebook - https://www.facebook.com/NestFreshEggsNestFresh on Instagram - https://www.instagram.com/nestfresheggs/NestFresh on YouTube - https://www.youtube.com/user/NestFreshEggsNestFresh on TikTok - https://www.tiktok.com/…New Barn - https://www.newbarnorganics.com/New Barn on LinkedIn - https://www.linkedin.com/company/newbarnorganicsNew Barn on Facebook - https://www.facebook.com/newbarnorganicsNew Barn on Instagram - https://www.instagram.com/newbarnorganicsNew Barn on Pinterest - https://www.pinterest.com/newbarnorganics/…Brands for a Better World Episode Archive - http://brandsforabetterworld.com/Brands for a Better World on LinkedIn - https://www.linkedin.com/company/brand-for-a-better-world/Modern Species - https://modernspecies.com/Modern Species on LinkedIn - https://www.linkedin.com/company/modern-species/Gage Mitchell on LinkedIn - https://www.linkedin.com/in/gagemitchell/…Print Magazine Design Podcasts - https://www.printmag.com/categories/printcast/…Heritage Radio Network - https://heritageradionetwork.org/Heritage Radio Network on LinkedIn - https://www.linkedin.com/company/heritage-radio-network/posts/Heritage Radio Network on Facebook - https://www.facebook.com/HeritageRadioNetworkHeritage Radio Network on X - https://x.com/Heritage_RadioHeritage Radio Network on Instagram - https://www.instagram.com/heritage_radio/Heritage Radio Network on Youtube - https://www.youtube.com/@heritage_radioSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Robin Apel, President at Barmetrix Vancouver, joins The Late Night Restaurant Podcast to reveal how restaurants are losing thousands of dollars every week without even knowing it.Key Takeaways:The Numbers Are ShockingOne restaurant was losing $600/week on a single item (Kahlua in espresso martinis) due to bartenders overpouring by just a quarter ounce15% of draft beer commonly goes unaccounted for - that's one in every seven kegs simply disappearingWith proper inventory management, most of these losses are completely preventableThe Real ProblemsPost-COVID brain drain has left many restaurants with undertrained staff managing complex inventoriesModern bars carry hundreds of SKUs compared to a handful decades agoRestaurants think they're doing okay because there's money in the bank, but they're leaving massive profit on the tableHow Barmetrix WorksUses barcode scanners and digital scales to track inventory to the tenth of a gramCompares actual inventory against POS sales data to identify gapsProvides actionable insights: "Here's what left the building vs. what got rung in"No contracts, no obligations - prove the value in one month or walk awayWild Stories from the FieldCaught staff adding water to bottles to cover theft (froze bottles to test - liquor doesn't freeze, watered-down liquor does)Discovered a broken beer line in a wall by swapping tap positionsOne client put theft footage on screen at staff party and fired half the crewThe Bottom Line Robin's philosophy is simple: "I'm not going to change your prices, fire your staff, or switch your suppliers. I just want to get you paid for what's leaving the building." For restaurants doing any volume, the ROI is immediate and substantial.Barmetrix operates across North America and internationally. No contracts. Just results.Learn more: https://www.barmetrix.com/

Robin Apel, President at Barmetrix Vancouver, joins The Late Night Restaurant Podcast to reveal how restaurants are losing thousands of dollars every week without even knowing it.Key Takeaways:The Numbers Are ShockingOne restaurant was losing $600/week on a single item (Kahlua in espresso martinis) due to bartenders overpouring by just a quarter ounce15% of draft beer commonly goes unaccounted for - that's one in every seven kegs simply disappearingWith proper inventory management, most of these losses are completely preventableThe Real ProblemsPost-COVID brain drain has left many restaurants with undertrained staff managing complex inventoriesModern bars carry hundreds of SKUs compared to a handful decades agoRestaurants think they're doing okay because there's money in the bank, but they're leaving massive profit on the tableHow Barmetrix WorksUses barcode scanners and digital scales to track inventory to the tenth of a gramCompares actual inventory against POS sales data to identify gapsProvides actionable insights: "Here's what left the building vs. what got rung in"No contracts, no obligations - prove the value in one month or walk awayWild Stories from the FieldCaught staff adding water to bottles to cover theft (froze bottles to test - liquor doesn't freeze, watered-down liquor does)Discovered a broken beer line in a wall by swapping tap positionsOne client put theft footage on screen at staff party and fired half the crewThe Bottom Line Robin's philosophy is simple: "I'm not going to change your prices, fire your staff, or switch your suppliers. I just want to get you paid for what's leaving the building." For restaurants doing any volume, the ROI is immediate and substantial.Barmetrix operates across North America and internationally. No contracts. Just results.Learn more: https://www.barmetrix.com/

Did you know that PepsiCo has approximately 70% more packaged beverage SKUs than The Coca-Cola Company…but is generating roughly 15% less retail sales? That was just one of numerous fascinating insights included within the 75-page presentation Elliott Investment Management recently sent to PepsiCo board of directors. After building a $4 billion stake in PepsiCo, the well-known activist investor is urging the CPG giant to evaluate the potential refranchising of its bottling network…while streamlining its portfolio by divesting non-core and underperforming assets. Additionally, Elliott criticized the PepsiCo packaged beverages division for lagging behind principal competitors…despite a consistent flow of flashy (large) M&A deals. And if you're wondering what that means for the recent “trade” between PepsiCo and Celsius Holdings, Elliott “thinks that the sale of the Rockstar Energy brand is a step in the right direction to simplify the portfolio.”

This podcast is brought to you by Outcomes Rocket, your exclusive healthcare marketing agency. Learn how to accelerate your growth by going to⁠ outcomesrocket.com The path to truly personalized, affordable medicine runs through data-driven operations, mature software, and disciplined execution. In this episode, Patrick Schinzel, Chief Operating Officer of Strive Pharmacy, shares his first-time HLTH insights and explores how Strive's nationwide compounding model delivers precision therapies with both speed and scale. He explains how a cash-pay pricing strategy broadens access, even as challenges remain for Medicaid and Medicare populations. From the operator's seat, Patrick highlights how analytics aligned clinical freedom with operational efficiency, out of 370 testosterone-boosting combinations, data revealed five consistently effective SKUs that improved delivery times, reduced costs, and enhanced outcomes without limiting physicians. He also details proactive potency testing on sterile lines to ensure efficacy, describes the shift from bespoke precision to “preferred” formulations for scalable personalization, and predicts that maturing software and robotics will soon make “lot size of one” production a reality. Tune in and discover how data, software, and intelligent operations are transforming personalized medicine into scalable, affordable care! Resources: Connect with and follow Patrick Schinzel on LinkedIn. Follow Strive Pharmacy on LinkedIn and visit their website! Email Patrick here.

Rebranding a beloved, 29-year-old beverage is one of the riskiest moves a CEO can make. But in this episode, Ben Mand, CEO of Yerba Madre, walks us through how he pulled off what most leaders avoid: renaming and relaunching a legacy brand — with full community support — and reigniting growth in the process.Under 4% of Americans even know what yerba mate is, yet Yerba Madre (formerly Guayakí) generates nearly $200 million in annual sales and dominates a fast-emerging category. When Ben took over in 2024, the business wasn't growing, innovation had stalled, and profitability was strained. Within a year, he streamlined the supply chain, rebuilt the route to market, launched new innovation, and guided a high-stakes rebrand that consumers embraced — thanks to months of groundwork with the brand's 10,000+ loyal ambassadors.For drinks entrepreneurs, this episode breaks down the tactics, sequencing, and frameworks behind one of the most successful rebrands in beverage.Top Takeaways for Drinks Entrepreneurs

Are you overwhelmed by bins, shelves, mystery piles, or those ‘inventory goblins' that hide your listed items?

Milk production is up 4.2% year over year, components are climbing and prices are falling. As holiday orders wrap up and we head into the long winter, The Milk Check team digs into whether dairy markets have already found a floor, or if there's still another leg down to go. With milk products everywhere (except for whey), the Jacoby team shares where the market is and where we're going. They churn through: Butter at $1.50 and what heavy cream and higher components mean after the holidays Why cheese feels like a calm before the storm, and how far Class III could grind lower Nonfat and skim: long milk, growing inventories and buyers shopping the cheapest origin Why whey proteins are the outlier, with tight supply, strong demand and GLP-1 tailwinds Global milk growth, clustered demand (Ramadan, Chinese New Year, Super Bowl) and who blinks first between the U.S. and Europe In this episode of The Milk Check, host Ted Jacoby III is joined by Joe Maixner, Jacob Menge, Diego Carvallo, Josh White and Mike Brown for a rapid-fire market session on butter, cheese, nonfat and proteins. Listen now for The Milk Check's latest market read on butter, cheese, nonfat and whey. Got questions? We'd love to hear them. Submit below, and we might answer it on the show. Ask The Milk Check Ted Jacoby III: Welcome back, everybody, to The Milk Check podcast. Today we’re gonna have a market discussion. It is November 10th. We are in the last couple of weeks of the quote-unquote busy season, starting to get a feel for what we think is gonna happen to dairy markets as holiday orders are filled, and we transition into the long-term period of the year. In the last few weeks, we’ve actually seen prices drop, but it feels like butter’s kind of dropped down to about a $1.50/lb and seems to find at least a brief floor. We’ll talk to Joe and find out if Joe thinks we’re gonna stick around here for a while. The cheese market was up in the $1.80s/lb. It’s dropped to a little below $1.70, starting to hit a little bit of resistance. Jake will share with us a little bit about what we think is happening with cheese going forward. Nonfat dropped a little bit down to [00:01:00], about what Diego, about a $1.10/lb and had a little bounce off its floor. Meanwhile, the whey complex just continues to go up. We’ll check in with Josh and find out what’s going on there. Well, let’s go ahead and start with milk production. We just got released today, the September milk production, and it says it’s up 4.2%, which is a very, very big number. It’s November; milk is longer than it usually is this time of year. Usually, it’s quite tight, and it’s not quite tight, but I wouldn’t call it long. However, all the signs are there that once we get past the fall holiday order season, milk could get quite long. If September milk is up 4.2%, I think it’s safe to say that if that continues, we will be quite long milk as we transition from the typical seasonal tightness of the fall into the winter and the flush of the spring. 4.2% is a big number, and that’s not even taking into account the fact that the solids in the milk are up as well. That’s not the kind of tone that a dairy farmer wants us to set as we’re talking about what supply and demand looks like, but there’s a lot of milk out there, [00:02:00] Joe, does that mean there’s a lot of butter out there, too? Joe Maixner: Well, there’s still a lot of butter out there; sounds like there’s going to be a lot more butter coming soon. If milk’s up 4%, cream was heavy all of last winter and into last Spring, extremely heavy. If we have higher components, more milk, and we’ve got a full amount of milk coming outta California as well after coming off of bird flu last year, there’s just gonna be that much more cream in the system and more getting pushed back into the churns. So, it’s a very good possibility that we’re gonna go even lower than where we currently are. Volume seems to be trading well. The cream demand has been fairly steady, going into cultured products and the shorter shelf-life products. Cream’s still long, but it’s not swimming yet. Ted Jacoby III: Will we hold this $1.50 area through Thanksgiving, you think? Joe Maixner: Yeah, it seems like we’ve hit a spot where buyers are willing to step in. So, there’s a good chance that we could hang around this $1.50 area for the next couple of weeks. Once the last little spurt of holiday demand is over, we’re gonna take another leg lower. Ted Jacoby III: Okay. Jake, what about [00:03:00] cheese? Jacob Menge: I think we had a little reprieve from some cheese bearishness with the holiday demand. It’s tough, though, especially with this wall of milk that’s headed our way. Does it seem like the bottom’s ready to drop out? Probably not yet. But it still seems like it’s a possibility. It almost seems like the call before the storm. Ted Jacoby III: What you’re saying is: we’ve already dropped quite a bit, but we’re in typical low points, but it’s possible, considering the amount of supply coming our way, that there’s still another cliff to negotiate, and we could go a lot lower when it comes to Class III milk and cheese prices. Jacob Menge: If you zoom out a ways, going back to mid-2022, we’ve really not liked to go below that $1.55 level on futures. We’re kind of at another support level at this $1.65. Those seem like our two support areas, historically, for the last 3, 4 years. So, it’s probably gonna be one of those grinds lower if we move lower from here, versus that $1.85 to $1.65 was almost an air pocket drop. [00:04:00] It seems like the market’s gonna have to earn it if it moves lower from here, but it does seem like a possibility. Ted Jacoby III: When we get down to these levels, this usually tends to form the floor, and if we have so much cheese out there and so much milk out there that we’re gonna go lower from here, it’s probably not an air pocket drop; it’s probably a grind lower from here. Jacob Menge: Yeah, I think our lows, on the futures, for the past 4 years have been that $1.55. Don’t quote me on that, gimme a couple of cents on either side of that. But that means we got a dime from here to hit those five-year lows, you know, besides COVID. There’s a lot to be said for technical trading at those levels. So, it would take a big fundamental kind of wave supply to get us to crack that. Ted Jacoby III: Got it. Thank you. Diego. What about nonfat? What’s the international market doing? We know we have a lot of milk in North America. We have a lot of milk everywhere. And what does it mean? Diego Carvallo: Customers are also seeing the data, and it seems like they’re in no rush to buy nonfat. Right. Nonfat seems to be the product that is 00:05:00 consistently available. We haven’t seen a very tight market in several years. So, it seems customers are more concerned about other products like WPCs or maybe cheese, other products besides nonfat. So, they’re staying very hand-to-mouth. They’re being very flexible when it comes to origin and just buying spot and from the origin that offers them the cheapest skim milk powder delivered price, which, in most cases, for the past few months, has been either European or New Zealand product because of the shipment time, transit time, and tariffs. Ted Jacoby III: Has the inventory in the U.S. been building as a result? Diego Carvallo: Yes, it has, Ted. Yep. Inventory has been building. I was looking into the milk production numbers for September. California was relatively stable compared to the previous year. I think we grew by 2.5% versus the previous year. But the strong impact from avian [00:06:00] influenza was actually in October. So, that’s when we might see a big jump between California production for 2024 and California production for 2025. So, I thought the Milk Report was pretty bearish for nonfat. Next month could be as bearish or even more. I still believe that we’re gonna see a lot of product going into the dryers, and that’s gonna add pressure, and that’s gonna increase inventories for U.S. products. Ted Jacoby III: What does milk production look like in Europe? Diego Carvallo: They’re actually up quite a bit. I think their September number was also stronger than expected. I can’t recall the exact number, but it was stronger than expected, even though they have cut down on the farmer price, the FrieslandCampina, which is the number one benchmark. It still seems like, with corn moving lower, there’s still a number that incentivizes more milk production. For the next few months until we see a stronger cotton price, we’re gonna see plenty of milk from the U.S. and from Europe. Ted Jacoby III: [00:07:00] Okay, thanks. Appreciate it, Diego. Josh, so what about the protein market? Josh White: Yeah, same story. I don’t know why everybody else is having so many problems with their products because whey proteins are in demand and it continues to be very strong. WPC 80, WPI demand is outpacing supply. People are trying to book forward and can’t. By all reports, the demand on the consumer level remains pretty good. It’s a bit of an outlier. It’s definitely a mystery. A lot of the discussion centers around GLP-1 adoption in the U.S. Compared to a year ago, I think I read this morning, something like 12% of Americans are allegedly using GLP-1-related drugs for weight loss. Assuming that’s an accurate statistic, that’s a noteworthy number of people. There was a lot of discussion last year that as people come on things like Wegovy and Ozempic, at what moment do we mature to the point that people beginning their cycles of taking the drugs equal those coming off of those drugs? There’s just been a lot of headlines about more affordable access to these types of products. If that continues, that shifts this curve even a little bit further up. [00:08:00] What can reverse that trend or slow down the demand for the whey protein side? I think it takes a production response. I can imagine that any manufacturer that’s making whey-related products as a byproduct of their cheese production is exploring how to access this demand, in particular, the whey protein isolate demand. I don’t have the impression that equipment is any easier to get, and there are still plenty of obstacles in terms of making production changes at the processor side. It feels to me like at least through the first half of this year, we’re gonna continue to be under-supplied relative to the demand that’s out there. And I think it’s important to note that although we’re talking about good demand for these products, the GLP-1-related impact on the dairy market isn’t all positive. It’s certainly a positive on the whey protein side. Still, I think, as it relates to consumer demand for butterfat, cheese products, and some of the other snack foods that dairy products are used in, in the CPG space, people are consuming fewer calories. Throughout the rest of the world, this health and wellness [00:09:00] trend and this appetite for quality protein are everywhere. Their demand continues to be very strong internationally. Maybe a couple of other things that are noteworthy, maybe early indicators of the price stabilizing, it looks like Europe and the U.S. might be closer to parity for the first time in a while. So, we should watch that. We will see seasonal production levels start to increase a bit. I don’t know if that will one-for-one find its way into additional whey protein availability, but it certainly should help the situation as we get into heavier production months in the Northern hemisphere markets that produce these products. But other than that, demand remains very, very strong. Prices are firm. They appear they’ll continue to be through at minimum the first quarter. And I don’t think it’s going out on a ledge to say through the first half of the year. And then we’ll see what happens on the other side of it. But yeah, definitely a firm marketplace right now, Ted. Ted Jacoby III: What about milk protein concentrate, milk protein isolate? Are we starting to see the value of those products increase and close the gap between the [00:10:00] whey protein, since the whey proteins have gotten so expensive? Josh White: I’ll jump in and say we’re starting to see some early indications of that: people looking for substitutes where they can. If you’re not in these markets every day, you don’t know what products are available. If you’re in the CPG space or using it as one of many, many SKUs that you’re buying, you’re not aware of the functional properties and some of these other things. And there’s also a decision-making timeline that people have to consider. Not only are there labeling concerns and other things, but there’s a lot of protein that’s consumed as an ingredient and maybe not the primary ingredient. And oftentimes, those decisions are not easy to formulate or change, and they’re also made over larger durations of time, like annual pricing. We’ve had such a wide gap for a long enough time now that we have customers asking questions, and customers that are on the lower end of the valorization for these products are looking for substitutes. Those substitutes come in a couple of ways. They can come from substituting away from dairy, substituting for other [00:11:00] dairy or trading down to lower dairy-related protein products. We’re seeing people investigate all of them. Diego might be able to speak more precisely about what’s happening with the MPC prices. But generally speaking, the majority of people out there are starting to ask questions. I’m not so sure it’s having a material impact or moving the needle quite yet on substitution. Ted Jacoby III: Okay, well, it feels a little bit like a broken record. Milk everywhere, product everywhere except for whey, maybe that’s exactly the loop we’re in right now. Joe Maixner: We’ve talked a lot about supply and excess and whatnot, but demand, it feels like we’re increasingly teetering towards a crumbling economic situation with higher debt, people not having much discretionary income, and just overall demand being weak. Ted Jacoby III: So, if you’re looking at the demand numbers that we track, restaurant traffic is definitely down. It is clear that the economic environment we’re in, people’s pocketbooks are being stretched thin, and they’re cutting back on how often they go to restaurants and eat at [00:12:00] restaurants. Now, usually when that happens, there’s an offset into the retail side, and the retail side numbers usually go up a little bit. You are seeing that. Speaking to some of our branded customers, what they’re telling us is their sales are down, and the private label guys are saying, well, their sales are up, but frankly, not as much as they expected. The bottom has not dropped out yet. I think everybody’s watching it pretty closely. I think the industry’s concerned. I’ll leave it at that. Mike Brown: I think food service continues to be the big stickler on overall dairy sales. Grocery sales are okay. Food service continues to be weak, and that’s gonna affect us. Mm-hmm. Particularly, I think some of the high-fat products. Josh White: When we’re looking at it from the home front, it doesn’t feel real great, but if we’re looking at just how much additional milk we have globally, including out of Oceana and out of South America, and looking at how much of that surplus milk globally is being consumed in Asia right now, I mean they’ve been buying I wonder if that points to some brightness, at least some positives? Now, I also am a little [00:13:00] concerned that we have a consolidation of demand events, with Chinese New Year buying at the same time that Ramadan continues to move earlier and earlier every year. And prices are low right now. Feels like we might have a big concentration of demand that’s meant to satisfy local needs in the early part of 2026, but there has been a lot of international trade. Ted Jacoby III: I think you’re absolutely right. Ramadan and the Chinese New Year are both in February. Diego Carvallo: The word in the street, Ted, is that most of the Ramadan and New Year’s demand is gonna be fulfilled by the middle of November. Ted Jacoby III: In other words, by the time we get to January 1st, those orders are gone. Mike Brown: Yeah. And Super Bowl is 10 days before the start of Ramadan in the Chinese New Year. So, they’re all pretty close together. Josh White: I went back to saying that, hey, we’ve got a lot of milk globally, every surplus region’s producing more milk than expected. You mentioned earlier, Ted, that doesn’t even account for the component growth that we have here. That’s been fairly impressive. [00:14:00] What’s been interesting about that is it hasn’t felt this heavy. You might believe, well, it doesn’t feel as heavy because the Northern Hemisphere is at its low milk production points. Maybe it doesn’t feel as heavy because we’ve got a concentration of additional demand, but we’re trading a lot of anticipatory supply concerns. We’re really trading the fact that tomorrow we’re worried we have a lot of incremental milk, globally, that we don’t necessarily know where we’re gonna go with it. That’s not a reason to get bullish, to be super clear, but I do think that if we’re thinking through vulnerabilities in the market, that might be one. Ted Jacoby III: I would agree with that. I think there are three things that are probably keeping this market from going straight to the bottom. One, as you said, we’re at the low point seasonally for milk production in the Northern Hemisphere. Two, we are at the high point for demand everywhere. And three, you get to a certain point, and I think we are there in all products, we may actually be passed there in butter, but we are there in cheese, I think we’re there in nonfat, where [00:15:00] in order to go lower, you need to build up supply to the point where the inventories become actually burdensome, and I don’t think they have become burdensome yet, but I would expect that sometime in the first quarter of 2026, they will. You’ll start hearing reports that warehouses are full. You’ll start hearing reports that, from a cashflow perspective, whether it’s traders, whether it’s manufacturers, you have people who just need to dump inventory because they don’t have the cash flow to continue to hold inventory. Those are the things that drive markets to their lows. And so, if you think about the old saying: the cure for high prices is high prices, and the cure for low prices is low prices, that’s when you find out what the low price is, and then you go to that place that sends the strongest supply signal possible to suppliers that they need to cut back. Mike Brown: I was at a cattle show of all things this weekend and was talking with someone about feeding palm oil to get butterfat. His rule of thumb was that a pound of palm oil costs about a dollar, and you get about a 00:16:00 three-to-five-point increase in fat test from that. So, if you say 0.4 and you’re a 90-pound Holstein herd, that’s 0.36 pounds of fat. So, you’re paying a dollar to produce, there’s roughly 50, 60 cents worth of butter fat. So, we may start to see that come into conversations on rations. Josh White: And if we’re looking for optimism, I think that formula is pretty openly discussed in Europe as well. So, you’ve got a situation now where you have the on-farm milk price that is beginning to drop, the signals there that it needs to come down. It’s moving at a decent clip, to Diego’s point, maybe not enough to make any major change yet, but for planning purposes, things like feeding for fat might be a bit more vulnerable going forward there. So yeah, if we’re looking for what could start to correct our oversupply situation or what could potentially stabilize or support the market, we need time. I think that’s the most important thing that needs to happen, is we need time, and we need a milk price that curtails any additional production growth [00:17:00] for the moment so that demand can catch up. We talked about the U.S. situation and how the consumer spending situation doesn’t feel great. But globally, per capita butterfat consumption globally is growing. Per capita protein consumption is growing. We just need to give the demand time to catch up. Inventories might be starting to build, but they’re nowhere nearcumbersome. I would actually argue, our supply chain is still very thin. I wouldn’t even argue that we’re getting to a point where we’re normal by historical standards. I think that we have a pretty thin supply chain, and that’s everything from measurable inventory and reports, like cold storage reports and manufacturing stocks here in the U.S., but all the way through the pipeline. I don’t believe that many end users are sitting on excess product or have too many days in inventory. I think they’ve been quite comfortable buying hand-to-mouth. And the only product they’re being punished on right now for that is whey proteins. Ted Jacoby III: I think you’re right, Josh. I would agree with that statement. I think butter [00:18:00] is somewhat of an exception. Joe Maixner: I don’t know. Butter, it just depends on product mix, right? It’s CME eligible salted bulk. I think overall inventories are not burdensome. But we do have too much older CME-eligible salted bulk butter out there. Ted Jacoby III: That’s actually where I’m going, Joe. What do butter manufacturers do if they’re worried about having produced too many quarters and too many solids? They’ll just produce bulk. And so bulk is the overflow because they know the worst-case scenario, they can dump it onto the CME. And so that is where we end up with excess surplus, just like we get the same with a cheddar block in the cheese market. Josh White: How is international demand for U.S. butter at the moment, Joe, compared to where you would expect it to be and compared to where we were a few months ago? Joe Maixner: It’s steady right now. New inquiries are still coming in, but inquiries have lessened compared to a month or two ago; there’s a lot being made and shipping right now. International markets are starting to open their eyes to something other than [00:19:00] 82%. They’re starting to expand into the 80% because they are finally starting to realize that the numbers that they see on the futures don’t equate to the numbers they pay for an 82% product. And so anybody that’s really just using it for solids, for processing, is starting to convert, which is helping clean up some of that 80% salted butter, but it’s still not fast enough to really move the needle yet. Josh White: So, if the outlook for butterfat really doesn’t have any material upside in the near future, and we’re currently looking at Class III and IV prices, where they’re at, when do we start to impact the U.S. producer’s decision on making incremental milk beyond just the fat component? Are we close or are we still a long way away? Jacob Menge: Look at this Milk Production Report. We are up 268,000 head since June of 2024. That just keeps going up. There was an August revision of 71,000 head higher. The answer is a pretty [00:20:00] conclusive, not yet. I’m looking at the last time, September milk production beat the prior month, so beat August, which was 2001. And it just did that; September just beat August, and the last time it did that was 2001. Josh White: We’re not even talking about adjusted for components. Jacob Menge: That is correct. Joe Maixner: I can’t imagine that $16 to $17 Class III causes any worries right now for the farmers, with $4 corn and $1,200 feeder calves. Mike Brown: As long as you’re in a Class III market, if you’re heavy Class IV, your price isn’t $17. It depends on where you’re located, Joe. But for the most part, if you’re in a cheese market, it’s still decent. You’re right because the whey is also contributing a lot to that Class III price right now with a 70¢ whey market. Ted Jacoby III: Yeah. And the cows are all increasing in the states where there is increased processing capacity as well. Jacob Menge: These guys have had time to hedge this, and they still almost can hedge this, right? Going into later next year, where I think it’s gotta be at a point where they can’t hedge at a profit, and then you’ve [00:21:00] really got issues. Josh White: If we’re in a situation where the global economic outlook isn’t great, so that means we shouldn’t expect any major demand booms to pull dairy up We’re realizing supply growth in all major dairy surplus regions; the only correction for this is supply. And who’s the first to react? The obvious answer is it’s gonna be head-to-head with Europe and the U.S. Who breaks first? These are very, very different markets with different drivers, and they’re actually experiencing growth for different reasons related to the big picture, but different reasons. Europe just went through a situation where its butterfat carried the day. And butterfat was incredibly high, much higher than the U.S. price. They were an importer of fat from New Zealand, bringing in a noteworthy amount of product. And then now going into this year, they’ve seen a really significant drop, well below the support level that most traders would’ve held for butterfat. You assume [00:22:00] that they’re not gonna import a bunch of that product, forcing that product on the rest of the market. They’re going through a pretty negative situation right now as well. One thing you can’t forget about the European producer is that if you kill cows, it’s really tough to replace them, not for the same reasons we have in the U.S., that right now it’s just difficult to compete with beef. But they don’t wanna make those changes for a lot of regulatory reasons. So, they’re gonna hang on as long as possible. The U.S. model, we’re not in pain yet, generally speaking. Some smaller producers might look at higher beef prices and lower dairy outlook as an opportunity to exit. But there is way more structural expansion in motion or down the line that I think that train’s moving down the tracks. So, it’ll be really interesting to see if and who breaks first between the North American market and the European market. Ted Jacoby III: My hunch is it’s the U.S. market. I still think we’re a minimum of six months away, maybe even 12 to 18. Now there are signs, like you look at the Milk Production Report, the state of Washington is down [00:23:00] 8.5%. So, there are places where we are losing cows. Even though the majority of the country has gained cows recently, I would argue that with the drop in the butter price and the weakness in the nonfat market, California is the next one that I think will follow. They’ll struggle to get a decent milk price given that those are the two dominant price drivers for the California market. Diego Carvallo: But if you look at Idaho’s strongly up. So, it seems like a movement between Washington and Idaho. Ted Jacoby III: I think you could be right. Joe Maixner: California, their numbers this month were slightly higher than their peak production year 22. They’re on the uptrend. That’s a large ship that takes a while to turn around. Ted Jacoby III: I don’t disagree. I also think you’re still measuring against bird flu in California. You could argue that it may be a little artificially high. Joe Maixner: I actually questioned that because of the lower increase than I had anticipated for the September number, and bird flu didn’t actually start in California until October. So, we will see even larger increases next month forward in California. They [00:24:00] have that Class I plant that they opened as well out there. Mike Brown: They’re also getting hit with a big assessment, a lot of the producers out there, because the butter market changed, there’s been a lot of inventory loss, and that’s gonna hurt some producers as well. No one I talk to in California is worried about finding milk. They’re worried about finding a place to put it right now. Ted Jacoby III: I don’t think that’s isolated to being a California problem right now. Mike Brown: I would agree. You’re right. Ted Jacoby III: On that note, I think it’s a good time to wrap. Thanks, everybody, for joining us this week. Look forward to talking to you guys again soon. Thank you.

Shannon and Sarah, Naturopathic Doctors from Guelph, Ontario, are reimagining homeopathy for modern retail. In this episode, they share how they're solving the complexity problem in the homeopathy category by offering curated kits instead of overwhelming individual SKUs.  They discuss their journey from festivals to CHFA, their strategic approach to pricing, navigating Health Canada regulations, and why their next move might be Europe or Asia before conquering traditional Canadian pharmacy chains. Plus, hear about the unique advantages of being sisters in business—and the challenges of selling a category that struggles with mainstream press but has devoted believers. Check out Hawthorn Homeopathics here: https://hawthornhomeopathics.com/Thank you to Field Agent Canada for supporting the podcast. https://www.fieldagentcanada.com/ 

Originally from Wisconsin, Nathan Vazquez studied computer science at Yale University. He       worked for 15 years as an options trader at Citibank until he was eventually tempted by the idea of being his own boss with work that allowed him the flexiblity to spend more time with his family. In 2015, he left his job in finance to join his wife's sticker subscription company, Pipsticks. Within a year, Pipsticks had thousands of subscribers in over 50 countries. As CEO of Pipsticks, Nathan now manages the company's growing business in the subscription, E-Commerce, wholesale, and licensing markets. He lives in Brooklyn, NY with his wife and four kids.In This Conversation We Discuss:[00:00] Intro[01:23] Balancing creativity with business logic[05:43] Learning by doing and adapting fast[08:21] Growing an organic customer base[09:57] Stay updated with new episodes[10:06] Finding spending balance for growth[12:38] Seizing opportunities during market shifts[14:29] Sponsors: Electric Eye, Freight Right, Taboola, Next Insurance[20:00] Scaling your brand through audience feedback[24:10] Focusing on one thing at a time[26:32] Expanding a product to wholesale [28:25] Learning from early B2B mistakes[30:07] Measuring break-even for smart spending[33:04] Aligning resources with marketing strategy[34:29] Targeting break-even timelines strategicallyResources:Subscribe to Honest Ecommerce on Youtube www.youtube.com/c/HonestEcommerce?sub_confirmation=1Cute stickers for kids, crafters, anyone www.pipsticks.com/Stickers + stationery that say what you wish you could www.theswearjar.com/Follow Nathaniel Vazquez www.linkedin.com/in/nathaniel-vazquez-5b663222/Schedule an intro call with one of our experts electriceye.io/connectTurn your domestic business into an international business www.freightright.com/honestReach your best audience at the lowest cost! discover.taboola.com/honest/Easy, affordable coverage that grows with your business nextinsurance.com/honest/If you're enjoying the show, we'd love it if you left Honest Ecommerce a review on Apple Podcasts. It makes a huge impact on the success of the podcast, and we love reading every one of your reviews!

Even when everyone (including myself) thought it might be finished…could MusclePharm actually be showing signs of life again? But for those unfamiliar with the up-to-date FitLife Brands Inc. (NASDAQ: FTLF) portfolio configuration…due to the acquisition of Irwin Naturals, which officially closed on August 8, 2025, it now sells more than 500 SKUs across 16 supplement brands, each with a slightly different product portfolio and sales channel strategy. But throughout this content, you'll hear me categorize the FitLife Brands portfolio into three segments: Legacy FitLife Brands, MusclePharm, and Irwin Naturals. In the third quarter of 2025, the consolidated FitLife Brands portfolio generated revenue of $23.5 million...which was up 47% YoY. But while the consolidated FitLife Brands portfolio comparative growth rates appear extremely strong, it's important to remember that those reported results were greatly impacted by the Irwin Naturals deal. But in my latest first principles content piece, I'll share a detailed collection of segment-level updates that I believe are important when trying to understand the FitLife Brands story. These include revenue diversification strategies within the legacy FitLife Brands that has dramatically lowered "key customer risk" with the specialty retailer GNC and how even the “oldest” supplement brands can still generate revenue growth along with being the strongest contributor to companywide net profitability. But while there's strategic initiatives going on that involve the legacy FitLife Brands and Mimi's Rock segments, the most intriguing activity within FitLife Brands is also currently its smallest segment (i.e. MusclePharm). In the third quarter of 2025, MusclePharm segment revenue was just under $3.8 million...which increased 55% YoY. But you're probably hearing that…thinking to yourself “incredible results,” right? And trust me…I want nothing more than to give Dayton Judd (and the FitLife Brands leadership team) a huge virtual “pat on the back,” but there's A LOT of devilish things happening in the details! You probably think I'm being overly dramatic, especially when (in the third quarter of 2025) MusclePharm wholesale revenue more than doubled YoY…and I've stated previously “the biggest opportunities will come from B2B activity,” right? However, FitLife Brands wrongfully assuming MusclePharm still had enough distinctiveness in the marketplace to justify its current strategic gameplan (that quickly expanded product formats within the protein category) was a huge miscalculation…and undoubtedly exposed its “above- and below-the-line” weaknesses even more prominently. Though, maybe the newest FitLife Brands acquisition can indirectly help alleviate these MusclePharm challenges? FitLife Brands got a boost in human capital from Irwin Naturals possessing strength in routes-to-market that are beneficial to selling MusclePharm protein bars and RTD protein beverages. And while all of this seems ideal…don't get trapped into a state of exuberance thinking 1+1=3.

What does it take to scale a 50-year-old family business built around vintage Ford Broncos? In this episode, I sit down with Walt Wimmer, CEO of TOMS OFFROAD, to talk about transforming a passion project into a thriving eCommerce brand serving classic car enthusiasts around the world. Listen in as Walt shares how he balances heritage and innovation - from managing thousands of SKUs and global manufacturing partners to designing a transparent compensation structure that keeps his 36-person team motivated. We also dive into customer service, marketing in a competitive niche, and how TOMS OFFROAD continues to grow while staying true to its roots. You can find show notes and more information by clicking here: https://bit.ly/3Xk02Wv Interested in our Private Community for 7-Figure Store Owners?  Learn more here.   Want to hear about new episodes and eCommerce news round-ups?  Subscribe via email.

Your holiday sales can become your year-round baseline. Here's how. In this episode, I share exactly how to turn your Black Friday and Cyber Monday momentum into consistent, year-round sales, without adding endless new products or starting from scratch. You'll learn how to identify and double down on your true best sellers, refine winning offers for January and beyond, and build a simple weekly sales rhythm across the channels that are already working. I'll also show you how to read your real-time customer data (carts, bundles, clicks) and use “other people's audiences” to keep fresh buyers discovering your brand. Walk away with a 3-step action plan you can implement in 10–30 minutes a day.In This Episode, You'll Learn:00:00 Why Q4 momentum dies, and how to keep sales moving after the holidays.02:00 The “other people's audiences” play that jump-started my first big season.04:00 The post-holiday fear: will orders crash? (and what to do about it.)07:10 Stop chasing algorithms: why “new SKUs daily” kills profit and focus.09:00 What data to track so you can stop guessing what's working and what to change.10:15 The student who scaled one winning style to 7 figures.12:15 Repeat what works, refine what's ready, retire what's not aligned.13:30 How to identify what needs to be fixed and what to double down on.15:00 What to do if markets slow down.18:00 How to build your 90-day sales rhythm (what you sell, where, and when.)20:25 Pricing for profit gets easier when you commit to a core product.21:20 Power prompt: “My best seller this season was ___. I'll double down by ___.”22:30 Your 3 next steps to grow into 2026 without burning out.24:00 Free 14-Day Focused Sales Action Plan (10–30 min/day to move the needle.)Resources + LinksGet the 14-day plan for a record breaking holiday season HERE!Get business tips sent right to your inbox - join the newsletter!Watch on YouTubeFollowJacqueline on IG: @theproductbosstheproductboss.com

In this episode 273 of the Pool Nation Podcast, John “JJ Flawless”, Zac the Pool Boy Nicholas, and special guests Tim Moore and Jim D'Angelo from US Motors/Nidec dive deep into one of the biggest changes hitting the pool industry — the new DOE pool pump regulation. They break down what it means for pool professionals, how to stay compliant, and how this regulation can actually become a profitable opportunity. Discover why the Neptune Variable Speed Motor is becoming a must-have for service techs, how it works with existing pumps, automation systems, and time clocks, and how to educate your customers on energy savings without sounding “salesy.” Whether you're a pool service tech, repair pro, or business owner, this episode will help you stay ahead of the curve — and turn regulation into revenue. Episode Timeline [00:00] Intro: Welcome to the Pool Nation Podcast — hosted by John and Zac, with Edgar out of studio. [00:03:00] Guests Introduced: Tim Moore and Jim D'Angelo from US Motors join to talk about DOE regulations. [00:04:00] Regulation Overview: The new DOE rule for replacement motors — what changed since 2021. [00:06:30] Phase Two Coming: The 2027 addendum that will extend variable-speed requirements. [00:09:00] Impact on Pool Pros: How variable speed motors affect day-to-day operations. [00:12:00] The Opportunity for Growth: Turning the regulation into a positive and educating homeowners. [00:15:00] Selling Smart, Not Hard: How to explain energy savings simply and effectively. [00:17:00] Variable Speed Advantage: The Neptune motor's affordability, efficiency, and flexibility. [00:21:00] Stocking Smarter: How to carry fewer SKUs and save time with the Neptune lineup. [00:23:00] DOE Mode Feature: The “smart mode” that calculates run time and flow for maximum efficiency. [00:27:00] Real Energy Savings: Explaining ROI and the financial benefits to customers. [00:31:00] Compatibility: How Neptune integrates with time clocks, automation, and older systems. [00:37:00] The MAP Policy Conversation: How US Motors is pursuing MAP pricing to protect pool pros. [00:44:00] Time Clocks & Booster Pumps: How to wire and repurpose time clocks with variable speed motors. [00:48:00] Freeze Protection Solutions: Repurposing thermostats for better freeze control. [00:52:00] Automation Systems: Step-by-step on connecting Neptune motors with major automation brands. [00:56:00] Educating Customers: Selling efficiency without sounding like an upsell. [01:00:00] Cleaner, Safer Pools: How proper circulation improves clarity and safety. [01:05:00] Training Resources: Where pros can find installation videos, manuals, and calculators. [01:07:00] Real-World Savings Calculations: How to show customers the dollar value of switching. [01:13:00] Final Thoughts: Why the future is bright for pool pros embracing change. [01:16:00] Outro: Closing thanks and shoutouts to reps across the country. Special Guests Tim Moore, Neptune Sales – US Motors/Nidec Jim D'Angelo, National Sales Manager – US Motors/Nidec Thank You to Our Visionary Sponsors The SPPA –  US Motors / Nidec –  BluRay XL –  AquaStar Pool Products –  Natural Chemistry –  Raypak –  Hayward –  Heritage Pool Supply, Poolside Tech,  Pool Brain –       

In this Fan Favorite episode of the Second in Command Podcast, Cameron Herold speaks with Anna Collins, President and COO of Bulletproof, the globally recognized brand behind Bulletproof Coffee, supplements, and biohacking products designed to help people perform better, think faster, and live healthier lives. She is also a Board Member of Ladies Who Launch.Before joining Bulletproof, Anna led multi-billion-dollar businesses at Amazon, Microsoft, and CVS Health, bringing a data-driven, operational mindset to every stage of growth. In this conversation, she reveals how she helped Bulletproof evolve from a niche “biohacker” brand into a household name—streamlining operations, tightening focus, and scaling omnichannel distribution without losing its visionary edge.Anna also shares her leadership principles, from managing a founder with 100 ideas a day to running metrics-driven weekly business reviews that keep innovation grounded in reality. Her insights bridge the gap between entrepreneurial chaos and corporate discipline, showing how great COOs turn vision into execution.Timestamped Highlights[00:00:00] – Cameron introduces this episode as one of the most downloaded in show history.[00:01:14] – Anna's career journey: from Microsoft and Amazon to joining Bulletproof.[00:03:52] – Why she left Amazon Prime for a mission-driven brand.[00:05:36] – What convinced her Bulletproof wasn't just a fad—but a real performance enhancer.[00:06:23] – Partnering with Dave Asprey: defining roles between visionary and operator.[00:07:18] – The challenge of narrowing focus when everything looks like a good idea.[00:08:54] – Bringing Amazon's frameworks—tenets, principles, and data mechanisms—into Bulletproof.[00:10:07] – How structure helped Dave trust the team and delegate.[00:10:26] – Shutting down international markets and cutting SKUs to simplify growth.[00:11:59] – Expanding into Amazon marketplace and corporate distribution channels.[00:13:28] – Convincing the founder to “grow beyond the core biohacker.”[00:17:00] – Managing an idea-rich founder without stifling creativity.[00:18:37] – Anna's leadership philosophy: define reality, create possibility, say thank you.[00:21:00] – Rebuilding Bulletproof's vision, mission, and values for clarity and culture.[00:24:20] – Weekly Business Reviews: the data-driven rhythm behind execution.[00:30:32] – How Anna divides her focus across key stakeholders—customers, team, and growth.[00:36:35] – Simplifying the Bulletproof brand for mainstream accessibility.[00:38:00] – Where she struggles as a leader—and the balance between speed and empathy.[00:42:33] – The advice she'd give her 21-year-old self: don't take it all so seriously.About the GuestAnna Collins is the President and COO of Bulletproof overseeing strategy, operations, and omnichannel growth for the globally recognized biohacking brand. Previously, she led billion-dollar initiatives at Amazon, where she managed global Prime membership programs, and at Microsoft, where she built the search advertising business from concept to $1.6B in revenue. She is also a Board Member of Ladies Who Launch.A Harvard MBA and transformational leader, Anna specializes in building scalable systems that bridge creative vision with operational discipline. At Bulletproof, she's helped expand the company from its core biohacker audience to a broader wellness market—making human optimization accessible to everyone.

Say goodbye to chasing the algorithm, adding endless SKUs, or burning yourself out trying to “push through.” In this episode, I break down exactly why product businesses hit revenue plateaus (whether that's $2K, $5K, $10K, or beyond) and the four practical shifts that move you past them without more hustle. You'll learn how to simplify your offer line, price and bundle for profit, build a weekly sales rhythm that doesn't rely on social media, and step into the CEO identity your next level requires. Walk away with a focused action plan you can apply across Etsy, Shopify, wholesale, markets, and more.In This Episode, You'll Learn:00:00 Why plateaus happen (and why they're a sign you've outgrown your old strategy.)02:00 Reframing your mindset to make your next revenue goal a mile marker, not the finish line.03:30 Are you making this mistake of being known for too many things?09:00 Beware of pricing & offers that don't scale (how to know your margins and raising AOV with bundles & upsells.)12:30 How competing to be the “cheapest” is hurting your business.14:20 The biggest marketing mistake I see business owners make (+ what to do instead.)16:45 What to send instead of “newsletters” to actually get people to buy from your emails.18:10 How to sell more through other people's audiences (so you're not dependent on your own following.)20:00 How to upgrade your identity from Solopreneur to CEO.22:15 How one of my students DOUBLED their revenue at markets with one change.27:00 Your new mantra: “I've outgrown my old strategy, and I'm ready to lead the next version of me.” (and my business!)Resources + LinksIf you've been growing on your own and you're craving consistent revenue, grounded strategy, and a supportive community of product-based founders, it might be time to explore The Collective.This is where established product business owners come together to stabilize sales, simplify systems, and scale with confidence. Book a Collective Fitting Call. This is a conversation to see if The Collective is the right fit for you: no pressure, no push. Just clarity, insight, and an honest look at what's next for your business.Get business tips sent right to your inbox - join the newsletter!Watch on YouTubeFollowJacqueline on IG: @theproductbosstheproductboss.com

In this episode, John Wilson sits down with Brandon Schlicter—better known as Investment Joy—to unpack how a viral laundromat video turned into a portfolio of laundromats, car washes, rentals, and now a fast-scaling commercial roofing company. Brandon shares the mindset shift from small plays to bigger bets, why he assumes success (and plans for failure), and how social media distribution can attract capital, deal flow, and talent.You'll hear the real numbers on union commercial roofing (margins, ticket sizes, pay cycles), how to decide between lots of small jobs vs. fewer big ones, and why “every business either sells or shuts down.” We also dig into storm-driven market entry, travel crews, and what it actually takes to scale estimation capacity and cash flow when receivables hit seven figures.

On this episode, we spoke with Bob Radocy, founder of Fillauer TRS, and Debra Latour, OTD, M. Ed., OTR/L, Doctoral Experiential Capstone Coordinator at Western New England University, about activity-specific prostheses and how they can support patients both physically and emotionally.  Learn more about Bob and Debra and access Empowering People, Empowering Prosthetics. Discover Fillauer TRS.  Many thanks to Thuasne for sponsoring this episode! Introducing the newest member of the SpryStep line, the SpryStep One. An elegant, durable, effective, and universal AFO made with a precise selection and layup of diverse composite materials. The SpryStep One meets the individual needs of your patient with only two SKUs.  SPS is thrilled to introduce the Bionic Power Agilik smart orthosis, the first powered microprocessor-controlled knee-ankle-foot orthosis designed for adult and pediatric patients with neurological and musculoskeletal gait impairments affecting mobility and function. Backed by an IRB-approved clinical study and published outcomes, the Agilik boosts endurance and mobility with smart, real-time knee extension and flexion.  Tune into the latest episode of The Clinical Minute where SPS Clinical Education Specialist DeLana Finney, MSPO, LCPO, provides a quick overview of the cutting-edge Fillauer FastPro flexible alignment system.  Visit spsco.comAlso, email us! The O&P Check-in is a bi-monthly podcast featuring the latest orthotics and prosthetics news, trends, best practices, regulations and policies. Designed for O&P professionals, join Brendan Erickson and a rotating co-host as they interview guests and share the latest advancements in the industry.

Send us a textA single job listing changed everything. Tyler Barrett went from a stressed-out carpenter with six kids and no steady work to a shed builder who runs orders, deliveries, and product development—and along the way discovered a deeper purpose that shaped his leadership, his team, and his community. We get into the gritty parts of the shed business that most people never see: the jump from bench work to managing lumber orders, the “too pretty to scale” $5,000 chicken coop, and the hard decision to consolidate lots so inventory moves and doors stay true.We share the practical playbook that's working now. Tyler explains how post-COVID pricing resets opened room for smarter SKUs, why color trends from new homes sell more sheds, and how on-site deliveries double as customer research that tightens quality and reduces returns. We explore a balanced product mix—classic storage, light-filled studios, dog kennels, and chicken coops—and why rural buyers respond to options that fit real life. Then we zoom out to diversification: steel carports, garages, and a clever hybrid using two secure containers with a raised center bay for tractors and work space. It's a flexible, durable answer to the “repair the old barn or build new” question so many families face.Through it all, Tyler's faith anchors the work. He talks about learning to trust, mentoring new builders, and turning everyday installs into moments of service. The result is a grounded, growth-minded approach that any shed dealer or manufacturer can apply: consolidate to regain control, price with today's costs, mirror residential design cues, and cross-train so your team can speak confidently across sheds, carports, and hybrids. If this conversation helps you rethink your product line or your purpose, share it with a friend, subscribe for more grounded industry insights, and leave a review with the one change you'll make this week.For more information or to know more about the Shed Geek Podcast visit us at our website.Would you like to receive our weekly newsletter?  Sign up here.Follow us on Twitter, Instagram, Facebook, or YouTube at the handle @shedgeekpodcast.To be a guest on the Shed Geek Podcast visit our website and fill out the "Contact Us" form.To suggest show topics or ask questions you want answered email us at info@shedgeek.com.This episodes Sponsors:Studio Sponsor: Shed ProDigital Shed BuilderIFABSolar BlasterNewFound SolutionsCardinal Manufacturing

Join Evan and Malerie, third-generation leaders at **Skyjacker Suspensions**, as they dive deep into the family legacy that started in a backyard shop in western Louisiana over 50 years ago! From their grandfather's adrenaline-fueled mud runs to building one of the deepest suspension catalogs in the industry (6,300+ SKUs!), discover how passion, in-house manufacturing, and hardcore testing keep Skyjacker thriving.

The CPG Guys are joined in this special Halloween episode by Tim LeBel, Chief Halloween Officer and President of US Sales at Mars Wrigley,Follow Tim on LinkedIn at: https://www.linkedin.com/in/tim-lebel/ Follow Mars Wrigley on LinkedIn at: https://www.linkedin.com/company/mars/Follow Mars Wrigley online at: https://www.mars.com/Here's what we asked Tim: Tim, what does ‘Chief halloween officer' mean to you?How does Mars Wrigley think about the role of Halloween in the annual plan? When does Halloween planning start?What shifts have you seen in consumer behavior around Halloween in the past few years? What trends are you seeing this year?How does Mars Wrigley segment its Halloween portfolio (e.g. “everyday” SKUs vs seasonal/limited edition)?  What is the innovation cadence for seasonal items?How do you balance scale vs novelty in Halloween SKUs? How much shelf “real estate” do you devote to your core candies vs seasonal or promotional items?How do you think about the “kid vs adult” consumer dynamic in Halloween candy buying?How do you see e-commerce / DTC / omnichannel evolving for Halloween candy? (E.g. subscription boxes, online-exclusive SKUs, direct-to-consumer offerings, grocery pickup, cross-channel promos.)How do you align with your retail customers (supermarkets, mass, drug, dollar stores, convenience) on Halloween strategies & what is your strategy for securing premium shelf and display space (endcaps, gondolas, checkout lanes) during Halloween?Can you walk us through the innovation pipeline for Halloween SKUs - From ideation to shelf, how long does it take, and how do you “test” new ideas?What role does marketing/ads/PR & retail media play in your Halloween programs?How about social media campaigns/influencers, partnerships, co-markets, influencer tie-ins, event activations.)Looking ahead: what do you see as the biggest opportunities and risks for Halloween candy over the next 5 years?CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comRhea Raj's Website: http://rhearaj.comLara Raj in Katseye: https://www.katseye.world/DISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent. CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Trader Joe's breaks every rule of modern retail. They don't do e-commerce. They don't do delivery. No sales, coupons, or loyalty programs. They only stock 4,000 SKUs versus 50,000+ at normal supermarkets. Their parking lots are famously terrible and they're constantly out of your favorite items. Shoppers brave long lines and cramped aisles while overly-friendly employees in Hawaiian shirts try to chat them up. Everything about the Trader Joe's experience seems designed to drive modern consumers away. And yet they generate $2,000+ per square foot in sales — double their nearest competitor in Whole Foods and nearly 4x the industry average — and Americans are obsessed with them. How on earth did a company that so steadfastly refuses to participate in the 21st century build the most beloved grocery chain in America?Today we tell the full story: how “Trader” Joe Coulombe started out cloning 7-Elevens in 1960s Los Angeles, pivoted to slinging hard liquor, discovered the enormous market opportunities for California wine and health food before anyone else, and ultimately built perhaps the most counter-positioned business we've ever studied on Acquired by doing almost everything differently than the supermarket-CPG industrial complex. Tune in for a wild voyage on the high seas of grocery retail!Sponsors:Many thanks to our fantastic Fall ‘25 Season partners:J.P. Morgan PaymentsSentryWorkOSShopifyLinks:Sign up for email updates and vote on future episodes!Worldly Partners' Multi-Decade Trader Joe's StudyBecoming Trader JoeThe Secret Life of GroceriesBuild a Brand Like Trader Joe'sAll episode sourcesCarve Outs:AirPods Pro 3Mario Kart 8More Acquired:Get email updates and vote on future episodes!Join the SlackSubscribe to ACQ2Check out the latest swag in the ACQ Merch Store!‍Note: Acquired hosts and guests may hold assets discussed in this episode. This podcast is not investment advice, and is intended for informational and entertainment purposes only. You should do your own research and make your own independent decisions when considering any financial transactions.

Amazon's next major enterprise may not be AI - it's groceries. With online grocery sales projected to hit ~$220 billion in the U.S. by 2025, and Amazon rapidly expanding same-day fresh delivery, a massive opportunity is opening for brands and sellers. In this episode, Andy Isom breaks down why grocery is Amazon's "final frontier." He covers the opportunity equation, the risks, and asks the right strategic questions to help you decide if your brand can move into this space successfully. If you've ever thought about adding consumables, CPG, or pantry SKUs to your lineup - or simply want to future-proof your Amazon business - this episode will give you the roadmap. Check out all my resources at: www.andyisom.com