Hello and welcome to another episode, the winning Shop 5
podcast. I'm delighted.
She's an amazing guest. Rhett, cofounder of Cased.
Rhett, welcome to the show. How are you?
Doing good, excited to be here. Well, it's so good to have you
and right, I'm going to jump straight in with the big hitter.
People probably seen this in the title.
In nine months after you started the business, you were doing
$400,000 a month in revenue. How on earth did you scale to
that level so quickly? Well, a lot of things.
I would mainly say we just have a really good product and our
niche space of padded apparel doesn't really have any
competition on meta ads. I'd say that's the main reason
why we've scaled, but a lot of other factors as well.
Cool. So you've, I mean, we'll talk
about competitors a bit later. You've obviously got some
competitors and we'll kind of talk about that sphere.
But I'm, I'm interested to hear more later in the recording.
Let's, let's talk a little bit later about the meta ad side of
things. But I mean products, for
example, if people haven't heard of case like you got not you got
400 in nine months, you got $400,000 of revenue coming in
people buying your products. Firstly, what is the product?
And in my notes, it says there's $70,000 you spent in product
development, You maxed out some credit cards, told me through
that process and how wisely or unwisely you might have spent
some of that money. Like what was the development to
get the thing launched? Yeah, I mean, I don't think I
spent the $70,000 too wisely. So to get it launched, I was
really dumb in the beginning. I had no idea what I was doing.
I literally just went on to Google or I, I think I asked
Chad GBT like, hey, how do I make padded apparel?
And then it was like, oh, you should message manufacturers on
Alibaba. So then I went on to Alibaba and
I just looked up like padded jacket and I just like messaged
10 people and I'm like, Hey, can you make this?
So that's how it started, OK. And you know it, what I thought
would be like a 2 month prototyping process turned into
like an 8 month prototyping process.
So we didn't get our first sale until like eight months of
trying to design this product and you know, we scaled to 40 KA
month within nine months of our first sale.
But before that was a whole lot of products iteration anyway.
So after we kind of started working on the prototyping
process, we had like 10 manufacturers sent us products.
I like 3 of them kinda so that I told those 3 manufacturers, hey,
can you like fix this and this and send me a new padded jacket.
And I just went through that cycle like 10 times over until I
had a product I was really stoked on.
Even though we have a new manufacturer now, because even
after a year of product iteration, the product still
wasn't absolutely amazing. I actually just flew to China
like 3 weeks ago. We were in Pakistan, switched to
China. Product iteration has been a
grind man since the beginning. I really, really have not done
it in a smart way at all. And you know, it's funny because
in the beginning I thought it was going to be like, maybe, you
know, 20,000 bucks to get this process started, which is money
that I had. But then it started to get more
expensive, started to get into like the 70 K plus range.
So my cofounder and I had to like Max out all these credit
cards to keep on funding the iteration.
And then my dad came in as like an initial investor, right?
And we just, it just ended up costing way more than I
anticipated to get this products off the ground.
So like literally having a unsellable product when I was
like spent my entire personal savings on the product
development in the beginning was like pretty stressful, but I was
already in so deep. I was like and I.
Can't click now like. I already put my whole savings
on the line. I need to make this real.
What what I mean was that the main reason that stopped you
quitting then was it just like I've spent so much money, I need
to make that back now? Like I mean, it's the worst
gambling strategy ever. Well, it.
Was like a 7th class policy, yeah.
Yeah, I mean, it's absolutely mad, but you, I mean, you've
obviously created an EC, you've changed manufacture, now you've
obviously created something of real value for anyone who's
like, what on earth is a padded jacket?
It's for motorbikes isn't it specifically?
Mountain Roads recycles. We have like padded pants,
padded shorts for snowboarders, padded jackets for bike fishes,
like padded apparel. Nice, nice.
I mean, it makes a lot of sense. And I guess part of your product
development was to make your product was you described as
like I would need something that's perfect.
I want to sell a perfect item to somebody, but there must be some
safety regulations in this as well.
You don't want to make that first sale you mentioned nine
months before you hit the 400K. You don't want to make that
first sale and then have this moment of going our first
customers left the review going broke my arm like you know you
it's got to it's got to have a level of as well, hasn't it?
Yeah. For sure, and that's why it took
so long to launch and I think that's why the brand has scaled
so quickly cuz the product is genuinely awesome.
It took a lot of money and a lot of time to make it.
Genuinely awesome products, yeah.
Yeah, the main selling point. So comfort is what sucks in
padded apparel. I was like, let's make super,
super minimalist pads where it's like literally just soft fabric,
soft pads, that's it. All these other padded apparels
have like Velcro and straps and plastic pieces and 10 plus
materials. I got rid of all that.
We have very minimalistic comfortable pads.
The actual protection piece is easier.
You just like buy the protective foam and use it.
It's more of a comfort. That was like hard to iterate on
and that's our selling point. It's really interesting.
I'm going to ask you a really difficult question that wasn't
on our question list because I think this is a really key point
in this. You mentioned that like you've
got no competitors and meta ads, and you've also mentioned that
that the thing with the jacket that you were trying to solve
was comfort With those two things in mind, how much, well,
those two specifically, how much did you know those two?
Things. When you when you first started
out and how much was it more of a discovery along the line?
Was it like oh Meta ads is working well are customers love
the dude dude so. From from the beginning I'm
like, we're only going to sell retail.
I'm just going to cold e-mail thousands of bike shops and I'm
going to sell to like 100 of them for 50% off and just get
into all shops. I had no idea what meta ads even
were like. OK, amazing.
Like it's crazy that this strategy has worked.
And we have yet. To sell to a single bike shop
the whole time, you know? That was my strategy for that,
you know. I mean you are a walking talking
AB test. I love this.
This is most of our guests are like, oh, we thought out the
strategy and we tried it for a year.
You're just like someone mentioned meta ads and we
thought that's easier than phoning bike shops.
Try that. And it is what, what what's been
the meta ads strategy then? Like how, why is it?
Is it just because you're the only one on meta ads or is there
there must be more to your creative?
You're like, how do you, how do you guys invest in that?
Yeah, yeah, there's more to it. I mean, this was not the case in
the beginning, but right now we have like a whole creator system
built out of like 13 creators. We pay them 10% of revenue that
their ads generate. Like a whole system.
In the beginning it was just my cofounder and I like paid this
guy in Saudi Arabia to like make cool looking clips of us for
cheap. And he would just do like
hundreds of those and he'd like post them on the meta ads
library. And they were like, not that and
they're OK. They worked, but they weren't
like super optimized for E com and it was just really made by
like our Co founder And I like filming in our room, like
showing the products like on our iPhone or whatever.
I mean it. It's so hard.
It's amazing value. Products like, I mean, I've run
an old yeah, last business years ago and I thought the moment I
start just being out on the beach, like with no one wants to
see me with no T-shirt share, like wearing these sunglasses,
like it's a challenge. Like not to devalue it sometimes
with some of the like the behind the scenes or the more kind of
raw rough footage, isn't it Like what what are some of the
creative have really worked? Like what would you say is the
best two or three creatives you guys have made or used?
Oh well, now actually our best creative is actually made by AI,
which is pretty crazy. It's like a static.
Ass. Yeah, yeah, yeah.
And but like we didn't even make the template.
We like we like had AI make the template and it's and and it's
our best performing app other than that the founder story ad
like talking like for 60 seconds about our like entrepreneurial
story that ads. Yeah, yeah, yeah.
It's like our main customer base, our average customer age
is 48 and it's mostly male and it's also like usually a little
higher income. So I think there's a lot of like
entrepreneurial dads out there that are like, oh, this 20 year
old's killing it. I would go and buy his products
and those odds have worked. I.
Love that. I mean, I mean, yeah, yeah.
The hard thing with data and analytics is it tells you what's
happened, not why, but if that is the why.
I mean that that really does, I think grab on to something and
especially kind of mid to late 40s is like, people are probably
going like this kids are awesome.
And I wish my kids were doing what this kid does.
Almost aspiring to like, you know, aspiring to have you as a
child, which I think is it's, it's certainly, I mean, I've
been working in advertising for nearly 20 years.
I've never heard of stress you as like, we're going to go after
dads that would aspire to be like our like to have our
founder as a son. And but I, I get it.
I totally get it. And I think certainly biking,
whether it's mountain biking, motorbike, when biking is
something that people get so passionate about, there's so
much money that goes into it and it becomes a real part of
somebody's identity. Like I'm a biker, you know, like
I go biking regularly or whether it's motocross or whatever.
And you know, we in the UK, the massive thing at the moment is
Rd. cycling. Like I, I live in what's called
the Surrey Hills and there are just bikes everywhere.
Is it? I don't mass like Surrey Hills
before. Have you?
I did a vacation there like 2 years ago.
Yeah, you. Should drop.
You should. I mean, I've lived here all my
life. You should drop in.
You should actually drop in. But yeah, but they, they've got
the zigzag that goes up what's called Box Hill just near us.
And it's like it was part of the Olympic route when we had the
Olympics here in 2012, it must have been 2012.
And like we had the Olympic Games and there were cyclists
going like literally along the side of my the road going
heading towards Box Hill to the big zigs, the famous zigs.
People spend so much money on this stuff.
And I guess part of it is I guess one thing you're doing,
and I'd be keen to hear your thoughts on this.
How much do you feel like a disruptor with that kind of
content versus the this is the safest jacket, this is the
leanest jacket. It will help you go faster.
You know most things about optimization, whereas yours is
being sold more and the like. It's just really comfortable.
And look, we're cool, we're selling it, we're cool.
It's disruptive, isn't it? It's too different.
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brands are good, but they're 30 years old and they're
corporately ran. And we're this like startup for
riders by riders making these cool like Instagram and Facebook
ads. I mean, if you're a mountain
biker scrolling on Instagram, you've never in your life seen
an ad for padded apparel on Instagram until you've like seen
our brand. But every single mountain biker
I've talked to now is like, oh, I see your ads all over my
Instagram. But it's cool because we've been
like the only one kind of touching this meta ad space
because these other companies are great.
But like they literally do like newspaper ads and they like
sponsor a rider. Very old school style marketing,
right, Which is good. But you know, we kind of have
this unique play of not doing old school style marketing,
which has worked for a lot of customers so far.
Yeah, yeah. I mean it obviously has looking
at some of your stats, what, what have been some of the
challenges going in nine months up to $400,000?
Like what have been some of the issues with like warehousing,
fulfillment, product supply, like dealing with customer, you,
you suddenly go from like no customers to hundreds and then
thousands of customers. How have you guys managed to
keep up with just the volume of new things that have come along,
new challenges that must have come along like week by week?
Yeah, I think we have had issues with like all six bullet points
that you just mentioned. OK, Yeah, being like a true
first time founder in E com is rough.
I'd have 0 experience with any of this.
So for example, like we were initially shipping orders out of
this like warehouse that we kind of illegally rented to like, and
we like drive to the FedEx store manually.
And then then we were like, oh, we should get a three PL.
So we literally just like Google three PL. or Ashtag GBT and just
like talk to the first one and like send them products.
And then we ended up wasting $50,000 on that three PL.
Sheesh. A.
Free nightmare. When we finally got a warm intro
and like now we're in a good three.
PL. shout out ship Nomad. But anyway it's like yeah for
everything that you've mentioned, it like truly is an
AB test. Sometimes we get lucky on the
1st test, sometimes it's a big waste of money.
Honestly, you have, I, I've worked with thousands of
businesses, like I honestly have never met anyone even close to,
to your personality type rate. And the way you approach it.
It's, it's almost like a, let's just spend some, let's just
spend some money or do something radical that could destroy the
company and just kind of see what happens.
I, I, I love, I know you spoke about this from a creative point
of view on Meta, but it's like you guys are taking that to the
core of the company where they're playing safe and secure
with their Meta content. They also will have these long
drawn out board meetings going, OK, should we invest $50,000 in
testing this new 3 PL. solution? You know the finance director is
going to go right? I've got a long list of demands.
You guys have already spent the 50,000 and found Chip Nomad and
found somebody who actually does it well and does what you need.
And is that your approach to everything so far?
Like, and it's fine if it has, but like have you guys, have you
guys had to take like, I don't want to even say a more serious
view because if it's working, what you do is working.
But have you guys had to take a more considered view and
actually take a step back on things and go, this isn't
working or a certain thing we're trying to achieve at the moment.
It's not working. We need to think about this.
Or has it literally been a sort of let's just do it and see what
happens in in like every approach?
I think we're starting to transition into that second
thing you're talking about like right now, now starting to get
at scale and be like have employees.
To lose them. Haven't you?
We're starting to do things a little bit more properly.
To ask a really difficult question and I'm, I'm going to
try and get you back on in like a year or two and ask this same
question at some point. Are you, well ask if this has
happened or not? Are you nervous about losing
some of that? Like some friends starting a
small business, Co founder kind of energy that you've got at the
moment that you've had at the start?
Are you worried about losing that long term?
Is there a plan to try and protect that to keep the
company's DNA strong? That's like, we need to be
different. We need to be disruptive.
We can't follow the status quo. We can't be too safe and secure,
which it sounds like if I was to write your company values,
they're the opposite of my company, which, which is the
like, let's just do it. Are you guys conscious about
trying to protect that long term or are you actively going right?
We need to grow up a little bit and kind of do things more
seriously, like what what, what is your plan in this in the
medium term? I mean, to be honest, I feel
like we're always going to be this way.
So I'm 20, my Co founder's 23 and my Co founder's the oldest
person associated with cased. We we have like 2 employees that
are like. 20 Who invested apart from your dad?
Who invested? Oh yes.
Yes, well, we have some other investors as well.
That was also a whole point too, like trying to get our actual
brand of investment. But now it's like we keep the
company young, lean and agile. I am very against hiring like
not Gen. Z people and I think.
Your competitors will probably avoid hiring people that are too
kind of millennial Gen. Z, which is interesting.
It's so interesting that the. Thing about our competitors is
like, I really respect the owners.
They're like these awesome, like 60 year old mountain bike moguls
that have like really built up mountain bike industry since the
start, since the 90s. They're great.
Yeah, yeah. They're just like, it's amazing.
They're just not young, agile and lean.
Yeah, yeah. And I, I love it.
We, we work with so many different brands.
I love seeing the difference between like and we, in fact, we
had, there's a guy Tom, I used to work with him at TJX, which
is TJ Maxx in the USTK Max in the UK.
We, we had a really good conversation on an episode a few
months ago where we were saying that actually we kind of the
thing that we had at TJTJX, which was good is like, you want
to test something. There was like funding.
There was foundation underneath you.
If you wanted to put 50 or 100,000 lbs into something.
It was like, that's a smidgen like tiny amount of what we
spend annually. Like show me, show me some
evidence it could do something good and you can have the budget
and you can try it. And it was kind of cool like
having a the e-commerce store was like a start up in that
environment. But it is interesting just
watching how these big brands go.
We just need to put our name somewhere and people just start
buying stuff because we've got that brand equity.
And then you see the small brands and they, they kind of
go, do you know what? We could redefine who we are and
everything about us because not we're still small, not enough
people know who we are. We can redefine everything based
on our learnings already. We could do that in a week and
we could turn the whole business around, the design, the
branding, the product rate. We could turn that around in
like a week or a few weeks and have a whole new business and
enterprise company can't do that.
And we can do that on based on the things we know today.
But there are the flip sides like, you know, the big
corporate is it's slow. It can be so frustrating and
Someone Like You comes along and they're like, Oh my gosh, who's
this new kid on the block? And they'll be watching you
going, Oh my, he's doing so well, like we need to do some of
this. And they'll they'll invest in
like consultants and corporate away days to try and do what
you're doing. What they probably need to do is
go down a mountain, you know, go down a hill on a mountain bike
with no helmet and and then, you know, Apple Pay open and see
what happens is the which they won't do.
They just won't do it. But I think it's certainly
interesting and I love the respect you have for those guys
as well, because you've got to appreciate what they've done.
Like they've created an industry that you're entering into now,
isn't it? Yeah, which sounds like the way
you're looking at it. Yeah, no, like I look into all
their founder stories and everything still like I take a
lot of inspiration from them. There's definitely no like no
beef or anything. It's just a different model,
different type of company. Definitely, definitely.
And you mentioned investors like let's go down that road for a
SEC. Like you've obviously taken some
investment to get to where you are.
There was money that needs to be spent on Meta.
There's money that you spent on product development.
What was that? When, when was that journey when
you looked for investment? Was that like posts?
Was that when you were like, we're scaling and if we just
have more money, we can we can spend more on Meta rides, we can
sell more products. What point did you really start
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That's tax cloud.com/winning. Yeah, we started to look for it
when we were like three to four months in.
We were trying to raise our first 300K round and it took
like a month and a half too, which is pretty stressful.
Like our business was sort of vibing on credit cards for the
1st 5 or so months. Yeah.
But yeah, we ended up losing 300 K for like 5 different
investors. This was beyond the first round,
which was just my dad. This was like our first like
real round, which my dad was not part of.
And yeah, it was kind of like a similar thing.
I literally just like went on the LinkedIn and I looked up
people that like had investor in their profile and like had E com
or mountain bikes or something. I just started sending out like
hundreds of cold messages and then I went back in my network
just like the network I've built up over the past few years and
just started texting a bunch of people.
Hey, I'm looking to raise money like here's my Canva pitch deck.
If you know anyone can you let me know?
Probably sends out like over 100 messages and then after a month
and a half ended up putting 300K together.
And then we just did another kind of sort of 200K round like
last week. It was like half that half
equity. Yeah.
And I think we're set on raising
for now. Hopefully we don't have to raise
anymore. Hopefully we can just get a line
of credit and be all right. That'd be cool.
If we can just build this all the way to exit with no more
fundraising. I think we can.
That'd be awesome. Yeah.
Yeah, that's really cool. I I, I love, I'm almost jealous
of the fact that like my, my business has been established
for just over 15 years now. And I'm almost jealous of the
fact that like, it sounds like you kind of get up in the
morning and go like, let's do this.
It's like the total opposite of my life now.
And part of me misses it. But part of me, yeah, part of me
also respects the fact I do have foundations now and it helps me
sleep at night. And that's, that's also cool.
I mean, it, it sounds really interesting.
And I guess part of the, the thing for business like yours
then is you've obviously running from kind of credit card to
credit card. And as you say, like, hopefully
this is the last funding round we need to do.
And now we can get a lot either get a line of credit from a bank
or something, or, or even just be running off revenue that's
coming in, which is obviously the most healthy way to run
because it's, it's free and you know, there's no, there's no
kind of premium cost for it. But the yeah, in the journey
you've been on, when you look at like that initial growth of the
hundreds of thousands of dollars a month, you're, you're turning
over like 9 months in. How profitable is the company at
that point? Like are these debts from when
you first got going and 1st invested in product or is it
actually like we're, we're not quite profitable, but we've got
everything we need now to get profitable.
So we need a bit more investment, invest in a certain
few things and then we are profitable.
Like where are you guys at with the profitability kind of
conundrum? The answer is not quite
profitable, but almost there. And hey, are you looking at our
numbers and all of our data? And like, if you look at our P
and LS, pretty clear that we have a path to sufficient
profitability and we've just been going through a lot of
growing pains and that's why we're not profitable.
Like we had issues with the three PL.
We had a four week delay from our shipping agent.
So we had like all these refunds because the product showed up
like 4 weeks late, right? There's all this like random
expenses. They did that.
Marketing and then had to refund those sales.
Yeah, it makes, yeah, it's horrible, but yeah, you got to
do what you got to do. Sometimes the pitch is, hey,
we're just going through growing pains right now.
I'm very confident that this business is going to be
profitable and stable in a matter of a few months.
You should invest now because like I'm a young founder that
wants to make this super big and we're going to be a profitable
business once we get all these growing pains figured out.
And that pitch worked and we were profitable in February.
Right now for the past few weeks, just going through like
major, major delays, so not quite profitable, but we get
like $1,000,000 in sellable stock finally showing up in a
week, which is going to be super awesome.
Then I think we're going to be profitable all the way from
there on out. Yeah, yeah, amazing.
And if anyone's listening to this, I don't know what week
this will actually go out on because we've we've pre recorded
so many of these on the schedule and it's we're nearly the end of
March. We're about a week away from the
end of March. So hence why Rhett's saying
that. And yeah, if we, I guess we
could, we'll get you back on in a year or so Rhett, and see how,
you know, see how much things have grown.
Oh, yeah, I'm going to ask you a question.
I love asking these kind of questions and I'm really keen to
hear what you say to this. What advice would you give to
other founders that don't have the same energy drive and just
kind of in a way blind faith in some of the things you've done
to get to where you are and get to where you're going?
What advice would you give to those guys to, you know, to take
a bit of a leap of faith or or have the same energy that you
guys have got at the moment for, for your product, for your
business, for your customers? Yeah.
I mean, the biggest piece of advice that I would give to like
an aspiring young founder is that you can just start.
You know, I initially have this mindset of like, oh, do I need
to go, you know, study E com and like work for E com company for
two years before I go start my company so I can learn the
insurance and outs. I mean, sure, that could be
helpful, but the answer is you don't need it.
As you can probably tell so far in this podcast, I am not an
expert at all in E com and when I started the case.
You're doing some good things, like don't worry, experts,
relative is a word for. You're doing some really good
things. So yeah.
Yeah, but I mean, I literally went into this not knowing
anything about 3 PLS, meta ads, etcetera.
So just start like literally within the span of 24 hours, you
can message a person on Alibaba and get a prototype come into
your house in the next week or two.
Like you can do that today and I have a lot of potentially
aspiring econ founders come my way.
They're like my friends or whatever.
And I'm like, dude, you can just start like literally in the next
24 hours you can like order a prototype and you can like make
a little square face website and like put some photos up.
Like you can start out, just start.
That's the best piece of advice. That I have amazing.
And I mean, I, I did exactly that years ago.
I went and spent, I think I was, I had a few beers at an event in
London. I'd learned about this new thing
called Shopify. And here I am now like 10 years
later. But we, yeah, I, I literally
went on Alibaba and spent $5000 on buying some sun bamboo
sunglasses from China and they turned up and didn't even have
my logo on it. I was like, I need a logo.
So the first batches I sent would like just totally branded
and then, and then we sent an e-mail out to people that bought
them saying like, hey, we've put a logo on this.
Bamboo sunglasses are nowhere near as profitable as padded
padded jackets and padded shorts and stuff like that that you're
selling so much better. I'd highly recommend taking a a
a product that has at least a retail value of over $100.
What are you guys doing over the next six weeks?
Then as soon as this stock arrives, what is the plan to
sell that stock? How quickly are you planning to
buy more stock in? Like it's such a pivotal moment
you're in at the moment. Like what?
What is your plan for the next few weeks?
Yeah. Well, right now I just want to
ensure we consistently have enough stock showing up at our
warehouse once every 30 days. We're hiring a supply chain
manager and you know, The thing is like scaling to over 1 mil a
month rapidly is expensive. If we were to theoretically
stabilize at like the 500 KA month that we're at right now,
oh, it would be easy and it'd be low stress and we could totally
do that. But like I want to get this
thing up to two mil a month plus ASAP, which of course is more
stressful, more expensive, you need to plan the purchase orders
more and so on. So right now I'd say if we can
get like $1,000,000 plus and sellable stock showing up at our
door April 1st, May 1st, June 1st and so on, I'll be happy.
I know the business is going to work.
Like if we had a magical warehouse that just like had a
loaded inventory, unlimited inventory, I know we could scale
to one meal a month, like pretty much in the next week or two.
Like our ads are there, our ads are cooking.
It's just a matter of like actually getting the stock in
the door to set. Amazing, amazing, and it's such
AI used to call it the marketing tap.
It's such a beautiful place. You guys have got to with your
better advertising and such a niche as well.
I, I guess as a marketing guy, learning for everybody listening
to this is try and find that Channel like Rhett has, where
none of your competitors are, but your customers are.
And it might be TikTok, it might be Snapchat, It might be a
channel that like Pinterest or something that actually people
used to use and you think people aren't using it anymore.
But if you find a niche audience in there and you're the only one
that that's the way to win. And I guess if they're only
seeing this one jacket with disruptor content, you know,
somebody like something like Rhett is doing incredibly well
with that. And well, Rhett, I really
appreciate your time. If people want to check out
paste and see what you guys have created on your website, follow
you on on the metaverse, if it's called that.
I can't keep up with what their names are anymore.
And the Instagram and Facebook, how can people reach out to you?
How can they find the website, send it to your newsletter,
follow your social content. Like what are the handles?
What is the website URL? Ridecaste.com or at Ride Caste.
RIDECASED my socials is at Rhett Jones lore you can just message
me. I think I have like a website
with my phone number and stuff so feel free to reach out.
Well, look, amazing. I mean, Rhett, thank you so
much. I mentioned a year, but I think
in a year you might have either sold it or gone bankrupt.
So maybe we should get back on this fun.
I, I hopefully not bankrupt. I'm backing you all the way.
I think what you've achieved so far is incredible.
So yeah, we'll get you back on 6 to 12 months from now.
Rhett will be back on the show, guys.
And Rhett, I want to say a massive thank you.
Appreciate your time. Thank you for sharing so much.
Amazing and information and all the best with with the next few
months, like I hope it goes well.
I'm going to leave you alone for a few months and then we'll that
will catch. Up for sure something calling
you. Amazing everybody listening at
home. Thanks so much for tuning in.
It's been great having you and posting every Friday.
I might not be doing as many Tuesday tea break talks at the
moment. It depends when this episode
goes out. We're about to move office, so
this is actually the last time there might be an episode after
this. If I've already recorded it last
time I'm going to be in this studio, which is really, really
sad. Unless something goes wrong with
my solicitors and paperwork, I'm waiting for an e-mail confirming
we're leaving in 2. So I've got some packing to do.
So thanks so much for tuning in, everybody.
If you haven't already, hit subscribe button, go on
wspodcast.com and subscribe to our newsletter.
Also check out Hello at winningwishelfly.com if you want
to send an e-mail to myself and Byron and the rest of the team
here and we'll come back to you and help you with your business.
Thanks for tuning in. Hope you can join us again next
time. Thank you.
Do you? Ever find that in your
warehouse? You have dead stock, you can't
sell it, no one wants to buy it, and you can't get a refund on
it. Or alternatively.
You're missing inventory in your.
Warehouse that you need you've. Got sales coming in and you're
low on stock and you haven't ordered more stock in time.
All these things hit profit. And I've been there.
I've run my own Shopify store and had exactly that problem.
But we've partnered up with Inventory Planner, who have the
most incredible app to help you manage that and forecast exactly
what products, what skews even down to what colour of products
you need to order in advance to make sure stock levels remain
consistent throughout. They're also running a seven day
boot camp. And if you want to go and sign
up to that, it's 7 emails every seven days and it takes the same
amount of time as your morning coffee.
And in seven days, like me, you can become an inventory
management pro. Both links are in the
description. Enjoy.