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    Business

    The Foundr Podcast with Nathan Chan

    Hear the stories, learn the proven methods, and accelerate your growth and future through entrepreneurship. Welcome to The Foundr Podcast with Nathan Chan. 

    About the show: 

    For over a decade, The Foundr Podcast with Nathan Chan has been a leading entrepreneurship podcast for open-book conversations with, by, and for founders. Whether you’re starting, building, or dreaming about your business, The Foundr Podcast is where you can access experienced founders who’ve been in your shoes to learn their proven methods, lessons from failure, and inspirational stories. 

    Past guests include Emma Grede, Mark Cuban, Neil Patel, Kendra Scott, Alex Hormozi, Trinny Woodall, Tim Ferriss, Sophia Amoruso, Simon Sinek, Tony Robbins, Amy Porterfield, Ed Mylett, Michelle Zatlyn, Reid Hoffman, Scooter Braun, Dany Garcia, Marc Lore, Ariana Huffington, Pat Flynn, Lewis Howes, Jordan Harbinger, and many more. 

    About the host: 

    Nathan Chan is the CEO of Foundr and the creator of The Foundr Podcast. Chan literally started from knowing nothing. He was just an average guy working in a 9-5 job he utterly hated. He knew nothing about entrepreneurship, nothing about startups, nothing about marketing, and nothing about online or how to build a business. In the past decade, Chan’s built Foundr into a global leader in entrepreneurial education, helping tens of thousands of aspiring entrepreneurs start and scale their businesses. 

    Need help with your business? 

    Visit foundr.com/foundrplustrial to join a global community of entrepreneurs, gain access to proven strategies, and fast-track your business growth confidently.

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    Copyright: © All Rights Reserved 2020 Foundr Media PTY LTD

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    Latest Episodes:
    241: Mastering Behavior-Based Email Marketing, with Jimmy Kim of Sendlane Mar 13, 2019
    Show notes

    Life in the Fast Lane From washing cars, to selling them, to building businesses, Sendlane CEO Jimmy Kim credits focus as the key to his rise to the top. Like many children of Asian-American immigrants, Jimmy Kim knew his parents had high expectations for him. When he was a child, his mom told him that he needed to become a doctor because that would make him the most money. “I don’t wanna be a doctor,” the young Kim replied. “I’m gonna make more money than a doctor.” Fast forward to 2018, and Kim is making good on that promise to his parents, as an entrepreneur working in online marketing. He’s built and sold multiple companies, and now sits at the helm of the fast-growing email marketing software Sendlane. The bootstrapped company employs 25 full-time employees in its newly remodeled, 6,000-square-foot office in San Diego. As of May, Sendlane had already more than doubled its revenue over 2017 and was on track to triple or even quadruple that number by the end of the year. How did he get here? Kim attributes his success to one thing: focus. From Washing Cars to Building Businesses At 15, Kim was entirely focused on one goal: saving up enough money to buy a car. He started working 10 hours a week making pizzas at a local shop. But earning $4 an hour made saving enough money difficult. “When I turned 16 and I got my driver’s license,” Kim recalls, “I still couldn't afford a car because, well, I came from a middle-class, first-generation Asian family, and my dad's not going to buy me a car. I mean, it didn't matter what my grades were at that point.” He figured the next best thing to owning a car was working with cars, so he got a job washing cars at a dealership. “That was my solution,” he says. “That was my first mindset: ‘Okay, let me go at least get to drive cars.’” Kim worked at the dealership until he went off to college. During summer break, he returned and asked for his old job back, but they said the positions had been filled. He felt defeated. But as he walked out of the office, one of the salespeople spotted him and asked him a question that would change the trajectory of his career: Why don’t you try selling cars? Thanks to his excellent work ethic in the past, the manager hired him on the spot. During Kim’s first month, he sold 31 cars, made $14,000, and became salesman of the month, at the age of 19. Some brushed it off as beginner’s luck. “That just fuels the fire in me,” Kim says. “That's how I am. I'm a competitive person.” His second month, Kim made even more money and, again, was named salesman of the month. That’s when he decided to make the difficult decision to drop out of college. “Now, as an Asian growing up in an Asian family, it was probably the hardest conversation that I ever had with my family,” Kim says. “My parents did not approve. They thought I was crazy. They thought I was wasting my life, ruining my life.” As a compromise, he agreed that after a couple of years of making money, he’d go back to school and fund his own education. After that conversation, Kim went full time at the dealership and was doing well, but being the ambitious kid that he was, he felt he could do even better. He noticed a finance position opened up at the dealership, and he was drawn to the challenge of selling intangible goods—life insurance, car insurance, paint protection, etc. “I wanted to be that guy to sell that intangible because I thought it was really fun to take it to the next level.” Excited by the possibility, he asked if he could take the finance position. The manager said he would need to speak with the general manager, and a couple days later, came back to Kim and said the position had already been filled. “The anger inside of me actually grew at that point,” he says, “which, I'm not an angry guy at all, but for some reason, I just felt like he was lying.” Infuriated, Kim marched up to the general manager’s office (“It's totally disrespectful. I should have never have done that.”), and told him he couldn’t stand the place and he was quitting. A month later, he got a call from the owner of the company, inviting him to come back and talk it out. Kim shared his aspirations with the owner, and eventually, was sent to a finance class where he obtained his certifications and earned his coveted spot in the dealership’s finance department, where he eventually worked his way up to finance director. At 25 years old, Kim became general manager of a Saturn dealership, and under his oversight, it became one of the top 10 Saturn dealerships in the nation. The End of an Era, the Start of an Empire In 2009, General Motors, which owned Saturn, filed for bankruptcy, forcing Kim to make his next move. “It was kinda sad,” he recalls. “I remember that bittersweet moment that it was the end of that realm.” With GM going under, some people wanted to reopen the Saturn dealerships as Kia stores instead. They asked Kim if he’d be interested in helping, and he agreed to help them get started, but set a hard date for when he would leave the auto industry. “I realized that this isn't what I wanted to do for the rest of my life.” Kim wasn’t entirely sure what he did want to do, but he had a friend, Anik Singal, who had an internet marketing company, and he’d always been curious about what he was doing. So he approached him and said, “Look, I don't know what's going on as far as what you actually do in business, but there's one thing I'm really good at—I can sell stuff and I'm really good at operations.” The timing was perfect. At that point, Singal’s company had more than $1 million in debt and needed help. The two friends worked out an agreement. Kim would help the company get out of debt, but in exchange, Singal would teach Kim everything he knew. As soon as the company was out of debt, Kim would move on. And just like that, Kim went from making around $250,000 to $300,000 a year at the dealership to about $80,000 a year at the internet marketing company. But remember, for Kim, it’s all about focus, and he had a plan. By 2013, after delivering on his promise to get Singal’s company out of debt, Kim transitioned to the next phase of his career by starting his own internet marketing company, JK Marketing. In 2016, he estimates that business brought in $4.5 million in revenue. From Side Hustle to Full-Fledged Business While Kim was running his internet marketing company, he and his team developed an in-house solution to their email marketing woes: Sendlane. “We never intended it to be anything else but for us,” he says. “That was the number one thing: We built it for us. It was a platform. It was ugly. It was purposeful. That was all we built it for.” But by 2014, friends and clients alike began asking Kim where they could find out more about Sendlane. The problem was, they couldn't. All that existed was a login page for Kim’s company to use to access the app. So in 2015, he and his team decided to open the doors to the public and see what happened. They put up a simple webpage with a payment portal—and people started signing up. From 2015 to 2017, they ran it passively. In its first year, Sendlane reached $40,000 to $50,000 in monthly recurring revenue. By 2016, it climbed to $80,000 to $90,000 a month. So there Kim was, juggling his internet marketing company, a growing side business, and on top of that, a clothing store in Las Vegas. But in August 2017, a life event changed everything for him. His daughter was born. “The moment I saw her I realized that I needed to find more time in my life,” he says. “Yet I knew that I couldn't slow down business because I love business too much. So I had to find a good balance.” To do that, Kim decided to sell most of his companies and revive his favorite tactic—focus. He would pour his energy into one company only, and it would be Sendlane. “I took that hard look,” he says. “I looked at the companies and I was like, ‘You know, this is the company that I can see incredible legs, and I know we haven't focused on it, but look what we did without even focusing on it. What can we do by simply focusing on it?” That was in August 2017. From September 2017 to May 2018, Sendlane grew an average of 10 percent, month over month. Bootstrapping Versus Raising Capital That age-old question. So far, Sendlane has been 100 percent bootstrapped, but Kim says he will be raising capital to the tune of $5 million later this fall. “Bootstrapping is great and it's a way of life, of course, and I totally respect it, and I think that it's been a great journey for me.” But as someone once explained it to Kim, you can own 33 percent of a $30 million bootstrapped company, or you can own 20 percent of a $100 million VC-funded company. “Being bootstrapped, you're always going to slow yourself down because of revenue and money,” Kim explains. “But when you have a large infusion of money, it becomes a different mindset because now all you're focused on is growth and not the money.” And what would Kim do with an infusion of $5 million? He says he plans to spend the majority of the funding on growth, such as media buying and salespeople, keeping a close eye on getting an ROI as fast as possible. The One Thing Your Email Marketing Needs While we had his attention, of course we had to ask Kim to share some of his email marketing knowledge. The first thing Kim wants people to know, though, is that you can’t use outdated tactics and expect awesome results. “People are still trying to do what worked in email marketing in 2008, in 2018,” he says. “People don't recognize things have changed so dramatically. … People are just getting a heck of a lot more emails every day.” In fact, a whopping 269 billion emails are sent each day, according to a 2017 report by research firm The Radicati Group. So how can you stand out in a crowded inbox? Kim recommends behavior-based automation. Using your email marketing platform, create emails based on actions a user took (or didn’t take). Did they open your emails? Did they buy anything? What kinds of actions have they taken in the past? For example, if a subscriber isn’t opening any of your emails, it may be time to get more aggressive. On the other hand, if a subscriber is opening all of your emails but hasn’t made a purchase, that tells you they’re highly engaged, but for whatever reason, they’re not buying. It may be time to move that subscriber into a separate email funnel that pushes them to make a purchase. “Creating that personalized experience is, bar none, the best way to make people want to actually listen to you and want to open your emails,” Kim says. “That's email automation and that's the best way you can do it now, in 2018, and forward.” This level of personalization can be achieved with email marketing software that allows tagging, revenue tracking, and “if this, then that” statements. “Things like that you can do with email, you can do with Sendlane of course, but you can do it with most email platforms that are more advanced thinking.” What’s Next for Sendlane and Jimmy Kim? Aside from raising a round of funding later this year, Kim has an entire roadmap for Sendlane that he wants to continue to implement. “I'm not going to tell you that I'm not going to ever sell the company,” he says, “because if someone offers me enough money, I'm going to sell the company, and I'm going to move on to the next project. But the coolest thing about that is, being the owner or founder, you don't have to worry about that if you just put your heart and soul into it.” Kim also wants to put more time into sharing nearly a decade’s worth of his digital marketing knowledge. He plans to get more into vlogging; he’s already started a YouTube channel where he shares tips on anything from Facebook ads to affiliate marketing. And a recent project he’s particularly proud of is the Advanced Email Marketing course he put together in collaboration with Foundr. “It's always been kind of a small passion of mine to share this information,” he says. “Whenever comes out, that's something you should be looking for.” Kim’s 4 Tips for Founders It’s better to be really good at one thing than mediocre at 100 things. “Too many companies try to do too many things,” Kim says. “But if you're really good at three things, you're much better of a company or product than you are if you can do a hundred things but do them at half ass and mediocre.” Make decisions as quickly as possible. If you, like many founders, are struggling with indecision, take Kim’s approach and go with your gut. “One of the biggest failures of most entrepreneurs is they get stuck on decisions so much. They take days, weeks, years, thinking about decisions, how to do this, what to do, how to start, whatever it is. I think the biggest thing as an entrepreneur is kind of following your gut and making that decision as fast as possible.” And Kim reminds us: “The worst thing you can do is fail.” And while many people fear failure, it can teach you what you need to learn. You are replaceable. Like many entrepreneurs, Kim used to think it was better to do some things himself rather than train someone else to do it. “I'd sit there and I’d think, ‘Oh, I can do these tasks the best. I'll never find someone to replace me.’ Well, I find out really quickly lately—I've been humbled a lot in the last couple years especially—I realized there's a lot of people that are much better than me at most of the things that I do.” So instead of trying to do everything himself, Kim invests in top talent to grow his business. Great talent is worth the extra money. When hiring new team members, it’s best not to be too stingy when it comes to salary. Realize it’s an investment in the future growth of your company.“You focus on that talent, and the money comes with the talent, and money comes with what they're building. … I know how, especially in the early-stage companies, it's really tough when you're hiring people to make things work, but when you chose the life of being an entrepreneur or a founder, well, you kind of chose the life of being poor at some times and being broke at some times, and struggling sometimes. … That's all fine and dandy, you've got to get through that part.”After hiring people and spending months training them only to find out they weren’t good at the position, Kim decided to spend more money to get the best people possible. He says it’s made a world of difference. NEW COURSE ALERT: Want to learn advanced email marketing secrets from the cofounder of Sendlane? In our latest course, Jimmy Kim is sharing all the knowledge he’s learned to help you transform your email list into a money-making MACHINE. In Advanced Email Marketing, you’ll learn: A step-by-step automation blueprint for making sales while you sleep. If you have an online business, this is GOLD for you! The proven, 3-part “cookie system” that will make your subscribers look forward to your emails The 50/50 “spam formula”—this one’s your ticket to escaping the dreaded “Promotions” tab! The 3-second hack that increases opens and builds connections The rest of Jimmy’s 10-year brain dump of in-the-trenches email marketing expertise To be the first to know when Advanced Email Marketing is open, >>click here to join the VIP waitlist!

    Full show notes at the publisher

    240: How to Use Excellent Customer Support to Stand Out in a Crowded Market, With Ross Paquette of Maropost Mar 05, 2019
    Show notes

    When Ross Andrew Paquette founded email service provider Maropost in 2011, he never expected it to take off.

    “The plan was to have 10 customers and maybe sit by the pool a little more often than not,” he says with a laugh.

    But since then, he’s scaled the company to nine figures, with an impressive customer list that includes DigitalMarketer, Livestrong, and The New York Post. And beyond email marketing, Maropost has expanded into customer acquisition and ecommerce solutions.

    These are extremely crowded markets, but at the core of the company’s success is its strong commitment to excellent customer service, with heavy emphasis on a 24-hour in-app live chat and five-minute support response times.

    We chatted with Paquette to learn the strategies he used to so impressively grow his SaaS company in a short amount of time.

    Key Takeaways

    • How Maropost got started
    • The crazy story behind how Paquette met his co-founder
    • How Maropost has expanded from email marketing to customer lead acquisition, mobile push notifications, CRM, and more
    • How long it took to build the first version of Maropost
    • What makes Maropost different from other ESPs
    • The strong customer support focus of the business
    • Why they focus on building a great organization, not just hitting numbers and growth
    • Where he sees the SaaS market moving in the future
    • Why he’s focused on building a legacy with his business
    • What exciting projects are in store for Maropost

    239: The Importance of Being Bold in Business, With Real Estate Mogul Dottie Herman Feb 25, 2019
    Show notes

    You don’t become the richest self-made woman in American real estate by playing it safe. Dottie Herman has proved time and time again that bold moves pay off.

    In the 1980s, in a maneuver that solidified her path to the top in real estate, Herman flew to California and convinced Merrill Lynch to hire her to help the company expand into the real estate market.

    In 1990, when Prudential decided to sell its regional holdings, Herman then persuaded the company to lend her $9 million to purchase its own Long Island real estate offices.

    And in 2003, Herman expanded her empire into New York City with the nearly $72 million purchase of the most prominent Manhattan real estate company, Douglas Elliman (again convincing Prudential to finance the deal).

    “If you don't ask, you don't know,” Herman says. “And the worst that can ever happen is someone says no.”

    Key Takeaways

    • How Dottie Herman got into real estate
    • Her bold move that convinced Prudential to lend her money to purchase one of its own companies
    • How she weathered a recession while running her business
    • The story behind acquiring Douglas Elliman, a prestigious real estate company in Manhattan
    • Why she wanted to expand her real estate empire into New York City
    • Her thoughts on branding
    • How she maintains a good working relationship with her employees
    • What she hopes to do next

    238: Juggling Multiple Projects and Knowing When to Step Away, With Grasshopper Founder David Hauser Feb 20, 2019
    Show notes

    David Hauser’s life changed forever the moment he taught himself how to code. Like so many other nascent entrepreneurs, the power of computer programming set him on a lifelong path as a tinkerer, always fine-tuning and building in an effort to shape his and others’ futures. In much the same way Hauser learned how to code, his entire entrepreneurial journey has been one of unrelenting trial and error, involving a mix of success, failure, and personal and professional evolution. With the creation of tech companies like Grasshopper and Chargify, Hauser used his talents and curiosity to shape his own destiny, and make a splash in the startup world. Now, in his latest endeavor, he’s directed that very sense of experimentation to the field of health and fitness, with an upcoming book documenting his extensive adventures in improving his own physical well-being. But it all started with a few lines of code that enabled him to pursue a nontraditional professional life. “I always worked for myself since before high school,” Hauser says. “I never had a traditional job.” In the late 1990s, the internet was gaining unstoppable momentum, and as websites started to become viable means of doing business, the demand for web designers and ad creators increased dramatically. This shift granted new opportunities to clever teens on the cutting edge of new technology who wanted to make a few bucks (and sometimes much, much more) from the comfort of their childhood bedrooms. Hauser, who has no formal tech training, was one of these teens, swiftly making his way into the world of banner ad management and creating his own company WebAds360. “From there, I started grabbing onto different things, learning different technologies, working with other people,” he says. “But it all started with web design.” Before graduating college, he founded a second company, called ReturnPath, to help businesses that used permission-based email lists to keep their addresses up to date as subscribers graduated college or changed jobs. Being a teenage entrepreneur in the late 1990s and early 2000s presented some major limitations, however. For one, what phone number were prospective clients supposed to call? Cell phones of the time were still extremely basic and lacking features like putting a caller on hold or setting up a conference call. Meanwhile, home landlines might be answered by baffled family members. Neither option exactly screamed professionalism. It wasn’t just a problem for young people working at home, either, as lots of scrappy new entrepreneurs were lacking dedicated business phones. So when the born and raised New Yorker headed off to Babson College in Massachusetts, and met Siamak Taghaddos, another entrepreneur with a similar problem, they put their heads together to pursue a solution. Leaping Toward Success “It started with a really simple idea,” Hauser says. All they wanted was a way for tiny companies, startups, and solopreneurs to have the phone presence of a large, established company. And when neither he nor Taghaddos could find an existing solution to their problem, they did what so many successful entrepreneurs end up doing. They built their own solution. Because they were only out to solve a problem for their existing businesses, Hauser admits they didn’t spend a lot of time on research or planning. “It wasn’t well-researched necessarily, beyond the fact that we knew we had a problem, and we thought that we could solve it,” Hauser says. During the process of creating the solution to their own problem, they realized that they were really onto something. That maybe this was going to be much bigger than a new tool for their own tool belts. And because he and Taghaddos had their fingers in a lot of pies, and the money flowing in from their existing projects was enough to fund their new endeavor, they never needed to request outside funding. In 2003, the pair officially launched Grasshopper, a service that enabled small businesses to present themselves like big businesses using just a cell phone, complete with extensions, customizable greetings, and simultaneous call handling. Before long, Hauser shut down all of his other businesses, including WebAds360, and decided to focus entirely on the management and growth of Grasshopper. And business boomed. Small businesses and startups flocked to the service, delighted that it enabled them to operate with the professionalism of a well-established corporation. The company continued to grow for the next six years, when Hauser decided it was time to relinquish his role of CTO. “I was always relatively technical,” he says. “But I am definitely not a top programmer, and as we really started to build out the company, it was clear that we needed to have better leadership from a technical perspective, and I could apply my talents better elsewhere.” So, Hauser moved through another phase in his evolution as an entrepreneur and broadened his scope. “Rather than being just focused on the technology side, I spent a lot more time in company culture, HR, hiring, process, goals and how we implemented those,” he says. “I shifted my focus.” And as he stepped back, looking at Grasshopper from all angles, he saw possibility everywhere. Trial and Error Even though Grasshopper was a big success, Hauser’s head was bursting with new ideas and new problems to be solved. In 2009, he developed Chargify for streamlined recurring billing. Then in 2010, he created PackageFox, a way to secure guaranteed refunds from late or lost packages shipped through FedEx or UPS. And in 2011, he launched PopSurvey, a graphical survey creator. These are just a few of the self-funded side businesses born out of Grasshopper, and Hauser says there are many more that aren’t resume-worthy or that never saw the light of day. “Those are probably just the ones that became something,” he says. “There are tons of others that failed and never really got very far, or failed horribly bad and we lost a lot of money.” PopSurvey eventually fizzled out, overcome by competitors. PackageFox was an opportunity for Hauser to learn more about automation, but he eventually sold it off to someone in the space who could make better use of it. Hauser kept Chargify longer than either of the other two, but recently sold it, as well. And while Hauser learned much during this time of exploration and creation, he admits that it created a lot of tension within his team at Grasshopper. “We thought maybe we couldn’t keep growing Grasshopper, and we started all these things, and wasted a tremendous amount of time and money, but more importantly distracted ourselves—and even worse, probably, distracted the team—from the thing that was growing well. We could have just doubled down,” he says. “The success would have been much better than if we had wasted all that time, but that was the blind spot we had, and luckily we realized it.” Hauser says that internal blind spots are some of the most difficult challenges that founders face. While an entrepreneur is wrapped up in the excitement of a new creation, he says it can be nearly impossible to determine impartially whether or not that is the best possible use of time. “We’re overly invested in something, and we have that blind spot to maybe this isn’t the right thing to be working on right now,” he says. But whether by choice or by force, the decision to take the left fork instead of the right is eventually made. “I think sometimes it happens naturally. That progression just happens and you kind of see it,” he says. The problem is that sometimes it takes too long, and we over-invest in something that’s not productive, taking time away from something that has a much brighter future. And while he is thankful that the ultimate effect this period of distraction had on Grasshopper was minimal, he would have done things differently given the opportunity. “Looking back on it, it was not the best choice,” he says. “We should have focused on Grasshopper and grown Grasshopper.” But despite any amount of distraction, Grasshopper grew and grew until the company was raking in $30 million in annual revenue. Before long, the success of Grasshopper drew the attention of hungry eyes, and the acquisition calls started pouring in. Sales and Farewells “When we started the company, we had no exit plan,” Hauser says. “Our goal was to build a company we loved being at and loved doing what we were doing. That was it.” So when the first of the interested buyers knocked, Hauser turned them away empty-handed. But as Grasshopper was a privately funded company, without the limitations placed on it by investors and capital, interested buyers were not to be discouraged. Eventually, Citrix, a multinational software company, made them an offer that they couldn’t ignore. Citrix said that Grasshopper could retain their brand name, keep the team together and continue growing the company. Over the course of a year, Citrix worked with Hauser and Taghaddos until they recognized that this proposal was a great fit for everyone involved. So they decided to sign on the dotted line. As soon as the sale was finalized in 2015, both Hauser and Taghaddos bid their greatest success farewell, something Hauser describes as being “very emotionally difficult” but “best for both the company and Citrix.” He trusted the management team to keep steering the ship in the right direction, and with Citrix’s new ideas for growth and strategy, he knew the business was in good hands. Neither he nor his partner were interested in sticking around for “two more positions for highly paid executives with titles that are kind of meaningless in a big public company.” While he knew he had made the right decision, Hauser was rocked by the impact of his choice. “All of a sudden, your email address changes, your phone number, your identity,” he says. “For 12 years, I was the guy involved in Grasshopper, and I ran Grasshopper. That’s who I identified with and people identified me with, and that just changed overnight.” For a year after stepping away from Grasshopper, he continued with Chargify, but in July 2016, he sold that business, too. With a clean slate, Hauser stepped into his next phase of evolution. He explains that the core purpose of Grasshopper was to empower entrepreneurs to succeed. Now, he’s just hopped into a larger field. “After a year, I came back to and found my core purpose,” he says, “and that’s empowering others.” The Pursuit of Health It’s been two years since Hauser’s life changed with the sale of his two most successful brands, and he spent the latter half of that time on an exciting new project: himself. “I really wanted to change my life, and that included changing my exercise and diet, and I went from doing extreme endurance sports to practicing yoga six days a week,” he says. “Like massive change.” In pursuit of this change, he also took just about every test imaginable—blood tests, stool tests, sleep tests, DNA tests and more. All in the pursuit of a healthier life. And now he is ready to share what he has learned. Thirty pounds lighter, Hauser is releasing a book in 2019 called Evolve: Optimize Your Life, Body and Mind. In it, he busts myths around fad dieting, trendy workouts, and quick fixes, sharing instead the methodology he used to transform his own life. He also tackles many of the health sacrifices entrepreneurs make while chasing lofty goals. And despite all the changes he tried in his own life, he isn’t necessarily an advocate of massive life shifts or hours spent in the gym. He believes that often the little choices can make the most impact. “It’s always easier to work an extra hour past midnight because no one is bothering you, right?” he says. “It’s easy to pick up the phone and call for pizza, because you know you get that instant boost and gratification and can continue working for an extra hour. But I think, at the end of the day, what I care about is output and productivity, and I don’t think there is very much value in that extra hour of work when it is low productivity and low value, and it is just work for work’s sake.” Through his book, Hauser hopes to open the eyes of founders and non-founders alike to the power they have over their own lives and the small adjustments they can make that will bring huge impact. “The idea with the book is allowing people to understand that their life is a self-experiment and doing little things like maybe just buying a new pillow for your bed…could have massive gains,” he says. “Each thing in your life is an experiment, because you’re different from everyone else.” Once again, just as he did as a teenager learning to code, Hauser is relying on the power of trial and error—how the slightest adjustment, addition, or subtraction can make a big difference. He is, yet again, learning to crack the code, and yet again, hopes it can change lives. David Hauser’s Tips For Living A Healthier Life Since founding, building and selling Grasshopper, David Hauser has invested much of his time in pursuit of a healthier life. In 2019, he is releasing a book on the subject, “Evolve: Optimize Your Life, Body and Mind,” and these are just a few of the tips held inside for entrepreneurs pursuing a healthier lifestyle. For more information on the upcoming book, and a free chapter on the impacts of coffee, visit www.evolvebook.com. Establish a Routine “I am a huge believer in routine,” Hauser says. “If you talk to the most successful people in the world, most of them will tell you routine is very important.” He is such a strong believer in routine that, even when he doesn’t plan to work out, he still goes to the gym because it’s on his schedule. By developing a routine that allows for more movement, more stability, and more sleep, he thinks entrepreneurs can improve their lives—as well as their businesses—in enormous ways. Sleep More “As founders, understanding our sleep patterns—improving our sleep patterns—I think has tremendous effects and gains on our productivity the next day, the next week, the next year that we don’t realize,” Hauser says. By making more time for sleep, and being unwilling to compromise that time for a little extra work at the end of the day, he believes that entrepreneurs will actually be far more productive. Entering into each new day refreshed improves mood, interaction, and problem solving—all areas that are vital for success. Experiment “Life is a self-experiment and doing little things like maybe just buying a new pillow for your bed…could have massive gains,” Hauser says. “Each thing in your life is an experiment, because you’re different from everyone else.” Even the smallest changes can make a massive impact, and what works for others may not necessarily be the best choice for you. By trying new ways to solving old, persistent problems, he believes people can make great impacts on their health, and what is more entrepreneurial than that? Key Takeaways The first company he started (in high school!) The Grasshopper origin story Entrepreneurial blind spots and distractions Why Hauser stepped down as CTO at Grasshopper Chargify, PopSurvey, PackageFox, and the other companies he’s started The story behind Citrix acquiring Grasshopper What Hauser did after stepping away from Grasshopper, and the emotional side of selling the company Pooling customer service for different products you’re building Marketing strategies they used to grow Chargify faster Hauser’s new book and new projects How to keep yourself healthy while working hard

    Full show notes at the publisher

    237: Find Your ‘Talk Trigger’ to Spark Powerful Word-of-Mouth, With Jay Baer of Convince & Convert Feb 12, 2019
    Show notes

    Jay Baer was born to be in business. As a seventh-generation entrepreneur, he always knew he’d start his own company one day.

    Over the years, his ventures have run the gamut—from an early internet company to a design firm to his popular marketing consulting firm, Convince & Convert. His clients have included Hilton, Cisco, Nike, and Oracle, just to name a few.

    And if that weren’t enough, Baer is a New York Times-bestselling author, with six books under his belt. His latest, Talk Triggers—co-authored by marketing expert Daniel Lemin—dives into the power of word-of-mouth marketing and how to use it in your own business.

    What is a talk trigger? According to Baer, it’s a “strategic, operational choice that creates conversations.”

    Take DoubleTree, for example. Their talk trigger is the warm chocolate chip cookie given to every guest who checks in. Baer and Lemin interviewed 1,000 DoubleTree customers for this book, and that’s just for one of the 30+ case studies you’ll find inside.

    If you want to acquire customers faster and cheaper, listen in as Jay Baer shares his marketing know-how to help you identify your business’s talk trigger.

    Key Takeaways

    • The origin story of Convince & Convert
    • How he came to work for an internet company before he even knew what the internet was
    • How he sold the Budweiser.com domain name to Anheuser-Busch for 50 cases of beer
    • His latest book, Talk Triggers, and why word-of-mouth marketing is so powerful
    • How to create a word-of-mouth strategy that will win over customers
    • DoubleTree’s genius strategy of giving a warm chocolate chip cookie for free to every guest (their talk trigger)
    • Why small businesses are perfectly primed for a talk trigger
    • UberConference’s on-hold music talk trigger example
    • How to (and how NOT to) find your talk trigger
    • Why Baer invests in several companies
    • How to use content marketing and inbound marketing to grow your business

    236: Bootstrapping a $300M Cinema Company, With Grant Petty of Blackmagic Design Feb 05, 2019
    Show notes

    “I don’t think CEOs should be able to be CEOs if they can’t code,” says Grant Petty, founder and CEO of Blackmagic Design.

    That’s a bold statement, but Petty is a bold guy. Working as an engineer in the television industry, he realized the technology was overpriced. So he started a company that cut costs and put power into the hands of creators.

    “Really what I was doing was a protest against the way the TV industry was,” he says.

    And soon, Petty began to challenge the status quo of business in general. He runs his company a little differently: There are no spreadsheets, very little planning, and to him, metrics hardly matter.

    “In the Western world, business culture becomes so rigid and so inflexible,” he says. “If you’re a creative person, you can get destroyed by that because they don’t allow you to exist.”

    Today, Blackmagic Design boasts nearly $300 million in annual revenue and is still 100% bootstrapped. Its technology is used by 80% of modern day feature films. We sat down with Petty to discuss what he’s learned about how to run a meaningful business in the face of opposition.

    Key Takeaways

    • How his frustrations with the TV industry inspired him to start Blackmagic
    • The story behind Blackmagic’s first product and how he got it off the ground
    • The challenges with getting funding and the struggles he faced when he decided to self-fund
    • The “wave of hatred” that can come when you try to disrupt an industry
    • How long it took to become an industry leader
    • How to know when it’s the right time to add a new product to your line
    • Balancing his creative side with the operational duties of being CEO
    • One common thing that’s destroying creativity in businesses
    • Blackmagic’s culture and how it fosters creativity
    • What’s next for the company

    235: Sell Like Crazy: Psychology, Sales Funnels, and Paid Ads, With Sabri Suby of King Kong Jan 30, 2019
    Show notes

    These days, Sabri Suby reigns supreme as the founder of King Kong, Australia’s fastest-growing digital marketing agency. But he’s come a long way since his first job, selling ink cartridges over the phone, which he describes as a “cold, hard slap to the face.”

    “I sucked incredibly badly at doing that in the beginning,” he says.

    Soon enough, thanks to mastering the art of sales and persuasion, he became the top producer in that role, went on to travel the world, and eventually, forged his path as an entrepreneur. For all of his companies, he realized he was asking the same fundamental question: “How do we get more customers?”

    His obsession with answering that question has helped him perfect his selling skills and scale King Kong from zero to $10 million in annual revenue in just four years.

    In his latest book, Sell Like Crazy, Suby reveals the selling system he’s created and honed over the years, including things like the Magic Lantern Technique and the Halo Strategy. He says he’s deployed this system in more than 167 different niches and markets—and it’s worked every time. With Sell Like Crazy, he shares the steps you need to take, regardless of what stage you’re in, to level up your business.

    Key Takeaways

    • Where to begin if you want to succeed in selling online
    • Psychology vs. technology and why the traffic channel doesn’t matter
    • The biggest mistake online businesses are making regarding sales
    • Why you shouldn’t start a business by looking only at your interests
    • How to identify a gap in the market that you can fill
    • Using automation and a funnel to convert sales
    • Why skepticism online is at an all-time high—and how to overcome it
    • How to know when to ask for the sale
    • How to get over the fear of selling
    • Why you’re doing the world a disservice by not trying to sell
    • Why paid advertising is key to growth

    234: How Tobi Pearce of Sweat Used Instagram to Launch a Fitness Empire Jan 22, 2019
    Show notes

    Heavy Lifting From humble beginnings to fitness empire, Sweat CEO Tobi Pearce tells us what it takes to run a multimillion-dollar business and grow a powerful brand with a significant other.

    At just 26, Tobi Pearce has accomplished a lot. He’s the CEO of Sweat, a fitness app that’s been downloaded 30 million times. He’s engaged to his business partner and Instagram fitness star Kayla Itsines. And together, they’re worth an estimated $63 million, according to Australian Financial Review.

    But just a decade ago, Pearce was homeless and struggling to get by on $45 a week, something he revealed in an Instagram post in July 2017. “I am not posting this for sympathy and this is not a sob story,” he wrote. “I just thought it was time some of you got to know ‘me.’”

    To get to know Pearce is to discover many unexpected facets. While he’s popular for his fitness empire, prior to all of that, he was a “nerd” who grew up in a small town in Australia and loved playing classical music. From what we’ve seen on social media, he can just as easily shred it on piano as he can in the gym. On his Facebook page, he posted a video of himself playing a complicated Chopin number, writing, “I used to be embarrassed to tell people I played piano as a kid because it wasn’t ‘cool’ or classical music made me a ‘nerd.’”

    Today, Pearce has plenty to be proud of. In addition to his upcoming wedding to Itsines, TechCrunch reports that the couple’s fitness company is on track to bring in $77 million in revenue this year.

    From Classical Music to Fitness Classes

    Pearce began his foray into fitness when he started working as a personal trainer to pay his way through college. He and Itsines met at a gym and began dating around 2012. Eventually, the pair became business partners, too, with Pearce taking over the marketing side, helping to promote Itsines’ popular Bikini Body Guides ebooks and grow her Instagram account (today she has more than 10 million followers).

    Not one to be easily satisfied, Pearce then set his sights on expanding the business “to kind of shake up the industry.” That’s when the Sweat platform was born.

    “My whole career and this particular field has always been about trying to push boundaries and kind of see how far we can move the dial and how big we can build things,” he says.

    Originally dubbed “Sweat With Kayla,” the Sweat app provides workout videos, meal plans, and progress-tracking tools to its subscribers, for $19.99 a month or $119.94 a year. It targets millennial women with programs from bikini body to post-pregnancy workouts and boasts well over a million monthly active users.

    The Appeal of an App-Based Business

    Moving from ebooks to a mobile app, what made Pearce choose a new platform for Sweat? As he tells Foundr, there were three main reasons:

    First, he wanted a better user experience. Originally, Itsines’ workouts were being shared through ebooks—not a very interactive platform. Pearce wanted a way to have more control over the user experience, including being able to gather user data to improve the product.

    Second, he wanted to meet the needs of millennials. Most of Sweat’s customers are in that age group, so Pearce knew that meant the content needed to be mobile-friendly.

    Finally, he wanted to be able to scale. To be able to make a real impact on the health and fitness industry, internationally, Pearce knew Sweat needed to switch business models.

    “The big move was, yeah sure, from ebooks and a website to an app,” he explains. “But it was also a huge migration from a single-purchase service into a subscription business. And subscription business economics are completely and fundamentally different to that of a traditional ecommerce business.”

    Combating Churn With an Engaged Community

    As with any subscription business, churn is always a concern. One way to combat the tendency for members to cancel their subscriptions is to cultivate an engaged community. For Pearce, this is a no-brainer: He’s seen how it works from his personal training days.

    When he was a personal trainer, he often picked up on the social habits of the people he was training. At 8:30 a.m., for example, a few women attended a 30-minute class with Pearce, while another group of women had coffee together downstairs awaiting their 9 a.m. slot. Once 9 rolled around, the groups would exchange spots, and by 9:30, when everyone was finished with training, they’d all go to the beach together.

    “Fitness actually brings people together,” Pearce says.

    But how can you recreate the social aspect of in-person fitness classes in a mobile app? The Sweat team knows people feel their best right after they’ve exercised, so within the app, users are prompted to invite their friends once they’ve finished a workout. They can even share their trophies and achievements, as part of what Sweat calls “social currency.”

    Beyond the friend-invite feature, Sweat has a community forum where members can share stories, find advice, and get motivated.

    “Not seeing much progress :( starting to panic,” wrote one bride-to-be on the Motivation & Encouragement forum.

    “There is such a difference between the two photos,” replied another member. “You’re definitely making progress so keep up the good work!”

    “There's all these different stories,” Pearce says of the forums. “But there's hundreds of thousands of women that can connect and relate with one another, and that really brings them together.”

    On Chasing Growth Without Sacrificing Quality

    While Pearce is aiming for growth, he’s not willing to do it at the cost of top quality and a strong brand. Sweat’s trainers, for instance, are carefully curated.

    “We're not really looking to have like a hundred or a thousand different trainers and programs,” Pearce says. “We're kind of looking to have best in house and best in class.”

    A prime example of this is Kelsey Wells, who joined the Sweat team over a year ago and leads the weight training and post-pregnancy programs. Beyond her finesse in the gym, she’s excelling on Instagram with 1.4 million followers. Her brand growth and depth have impressed Pearce, who says, “We'd much rather work with 10 people like her in their own specific categories than a thousand people that are just generalists.”

    With a team of talented trainers who are also Instagram rockstars, does Sweat have aspirations of acquiring influencers abroad to boost international growth? “There's definitely a potential for that,” Pearce says.

    How a Fitness Power Couple Finds Work-Life Balance

    Google “Tobi Pearce” and you’ll find plenty of headlines referring to him as “fiancé of Kayla Itsines.” From the start, he’s been comfortable doing the behind-the-scenes work while Itsines steps into the spotlight for the Sweat brand. As soon-to-be spouses and current business partners, how do they strike a healthy balance between work and personal life?

    “It has its testing moments, that's for sure,” says Pearce, adding that he’s obsessed with the business aspects while Itsines loves handling content creation and community interaction.

    “She’s able to switch off,” he says of his fiancée.

    Pearce, on the other hand, not so much. “I've always been probably a little bit too interested in ,” he says. “If I'm not talking about it, I'll be reading about it. If I'm not reading about it, I'll be listening to something about it or learning one way or another.”

    Pumping Up Your Personal Brand

    In recent years, a movement to build your “personal brand” apart from your company or product brand has taken hold of the entrepreneurial world. Big names like Gary Vaynerchuk and Neil Patel come to mind; both social media powerhouses use their personal brands to funnel clients into their consulting agencies.

    Sweat has a similar story. It began as Itsines’ personal brand, which Pearce helped grow into the formidable Instagram presence it is today. Recently, Forbes named Itsines as the top social media influencer in fitness. Many of her faithful fans have followed her to the Sweat app, too, where she leads high-intensity workouts based on her Bikini Body Guides.

    So what’s the secret to building a powerful personal brand? “Content and messaging are really king,” Pearce says. That means content that is high quality and messaging that creates interest.

    “There's so much crap on social media,” he adds.

    In the fitness sphere, he says it’s more than just looking good and posing for the camera. You need to create content in an intimate and authentic way. Just take a look at @kayla_itsines on Instagram. Instead of polished, picture-perfect content, it’s a mixture of motivational quotes, funny memes, before-and-after praise for her clients, and of course, workout videos—all with conversational captions where Itsines’ personality shines through.

    While Pearce is hesitant to give a one-size-fits-all strategy for growing your Instagram—”Every industry is different,” he warns—there is one Instagram tip he recommends for fitness brands: lay off the endorsements.

    “It's all well and good to sell a product or do endorsements, sure,” Pearce says. “But if that becomes everything that you do, it really becomes a bane of your existence and it's actually quite saturating for your personal brand. It's impossible for you to maintain credibility and authenticity as a brand if every second post that you do is talking about a new deal that you've done.”

    Instead, says Pearce, focus on what you’re good at. Let’s bring Gary Vee back into the discussion. Take a look at his social media accounts. How many times does he mention his agency?

    “I don't think I've ever actually seen him do that,” Pearce says. “The point that I'm making there is that if you do have a product, it's very often what you're trying to do is sell yourself and sell the opportunity, sell the dream. You're not really actually trying to sell the product itself because telling people to buy stuff is irritating.”

    The Sweat brand steers clear of hard sells. That’s no small feat in an industry that’s always pushing guarantees of six-pack abs, a celebrity body, or a nice rear-end. “We would never, ever do that,” Pearce says of his company, “because reality is that it instills the wrong cycle of mindset in consumers. It predicates the wrong perceived mindset before consuming a product and that only actually sets up consumers for failure.”

    How to Sell Without Selling

    If people hate being sold to, how do you get them to buy? Sweat focuses on the benefits, not the features. For instance, instead of promising you amazing abs, Sweat’s messaging would tell you how you’re going to feel more confident and develop better relationships by getting healthy with its app.

    “The best car salespeople are the ones who actually don't try to sell you anything, but they make you feel like you really want to buy the product,” Pearce explains. “They're telling you why this car's going to be perfect for your family. … They're not telling you that it's got 19-inch rims and blah, blah, blah.”

    For Sweat’s Instagram account, Pearce focuses on posting educational, credible content that adds value: healthy eating tips, user-generated content, and motivational quotes, with a few posts highlighting the Sweat app sprinkled in.

    “It pitches us as industry experts—which we rightfully are—but then it makes people turn to us when they do want to spend their money on a product that's actually going to help to solve these problems in their life, rather than going for the one that just says six-pack abs, because no one actually believes that crap.”

    And Pearce doesn’t get fixated on the one-off purchases; he’s looking to create long-term users and repeat buyers, which is something the Sweat platform is built to nurture. “They develop friendships with other members of our product and that builds our community.”

    Working Out What’s Next

    For the next year or two, Sweat will be focusing on reducing churn and improving the product, namely, getting more quality content and keeping users engaged.

    Long-term, though, Pearce hints at something more. He says there are three big pillars in the fitness industry: facilities (think studios and gyms), trainers and therapists, and content. “We obviously kind of only play in the content spectrum of that at the moment,” he says. “I think in the longer term, we'll probably, hopefully, get a chance to play in some of the other areas as well.”

    Key Takeaways
    • How he met Instagram fitness influencer Kayla Itsines, who’s now his business partner and fiancée
    • How he scaled the brand beyond Kayla’s Instagram account
    • The advantages of developing a mobile app versus a strictly web-based platform
    • The growth strategy that catapulted Sweat to about 30 million users in two and a half years
    • What it’s like to run a business with your significant other and how to make it work
    • Tips on growing a personal brand and becoming an influencer on Instagram
    • How to promote your business on Instagram without being salesy
    • His strategy for fostering a strong Sweat community and reducing churn
    • What’s next for Sweat

    233: How a Bootstrapped Ecommerce Company Took on Amazon, With Steve Traurig of Booktopia Jan 16, 2019
    Show notes

    Steve was a guest of StartCon, Australia’s largest startup and growth conference. It was held over two days at Randwick Racecourse in Sydney on Nov. 30 and Dec. 1.

    One For The Books The story of Booktopia, ‘Australia’s favorite bookstore,’ and how they’re conquering the competition—even Amazon.

    Once upon a time, a programmer who got his start with IBM was given an enchanted opportunity to create a magical bookstore that would one day battle powerful giants. The magical power? With just a click of a button, Australians could have brand new books delivered within days to their doorsteps.

    And just like in most fairy tales, our hero and his friends stumbled upon the opportunity entirely by accident. “We literally fell into it,” says Steve Traurig.

    Traurig and his two brothers-in-law, Tony and Simon Nash, were running an online marketing consulting business when Angus & Robertson, the 130-year-old Australian bookseller, approached them and asked if they would be interested in getting into the book business. The pitch was a white label book retail website, meaning that everything from the website creation to the distribution would be handled by Angus & Robertson. All Traurig and company had to do was add their personal flair.

    But Booktopia, the company that arose from that project, would end up becoming something much bigger. Nearly 15 years after Traurig’s brother-in-law said he “wouldn’t mind giving that book thing a bit of a go,” Booktopia has served over 4.2 million Australians and is on track to bring in $115 million this year, making it the market leader in online book sales. Oh, and they now own Angus & Robertson.

    The journey from their very first book sale to squaring off against Amazon for online book supremacy in Australia was a chess game of strategic move after strategic move. Thanks to some shrewd decisions, including focusing on customer interaction and building their own ecommerce and fulfillment systems, Booktopia’s well on its way to happily ever after.

    A White Label Bookshop, Transformed

    In 2004, with only $10 a day to put toward advertising their new business, Traurig and the Nash brothers dove headfirst into the book world.

    “When we first started, we owned nothing,” Traurig says.

    When Booktopia first launched, Angus & Robertson created their website, managed their distribution and owned the brand. Traurig and his brothers-in-law were responsible only for marketing, so they created a few Google AdWords campaigns (one of which is still running today) and waited for their first books to sell. By the end of the first year, they were doing $100,000 in business a month.

    This worked beautifully for the trio and for Booktopia for three years, but in 2007, they had to confront the reality that what they were building, with revenue ever increasing, could all go away in an instant. They also realized that the fulfillment company was neither able to keep up with the growth they were experiencing, nor were they able to meet the expectations Traurig held.

    “We decided we had to go out on our own, because we were actually building a company of value,” he says, “and we realized that if you want to have something of value, you have to do it yourself.”

    Things were going well, and they realized that in the current setup, they didn’t really own anything of substance, should they ever want to sell.

    So they broke away from the fulfillment company and set out to turn Booktopia into something of their own. They set up their first warehouse, hired a warehouse manager, bought some shelves off eBay, and got to work building their own core systems.

    “Dealing with those sorts of numbers in databases, in the website, in the front end, in the backend, etc., the scale is beyond almost any other retail environment, and we had to make it all work,” he says. “We built the systems ourselves and that takes particular commitment and skill.”

    With all of the changes taking place, it would have been reasonable to see a marked customer drop off. Before the transfer, they did about 130 orders a day, but that number only dropped to about 110 a day, even after everything from their systems to their website changed.

    Through it all, the Booktopia customers remained loyal. In fact, the focus Booktopia places on the customer experience would come to define their brand.

    “It’s about the customer obsession,” Traurig says. “About putting yourself in the place of the customer.”

    When Traurig and his brothers took on the fulfillment side of the business, they began with only a single book on their physical shelves, but knew that building up their stock was the only way to give their customers the best experience.

    Instead of the long wait from the moment an order was placed until a supplier could deliver the order and then ship it off, all they had to do once they built up stock was grab an item from the shelf the moment the order came in and send it along.

    “That was essentially a business-changing experience, because the feedback we got from the customer was instantaneous,” he says.

    Customers responded with glee that their books arrived so quickly, inspiring them to remain loyal and recommend the bookseller to friends. Because of this organic growth, Booktopia has never needed to take on investors.

    Even without investors, they have consistently outmatched the competition and met their sales goals. In fact, they made the BRW Fast 100, Financial Review’s list of the fastest growing Australian brands, seven times between 2009 and 2016, the only company to do so.

    Traurig says that they have also built strong relationships with their banks, something he describes as a critical part of doing business. This gives them additional wiggle room if necessary, staving off a need for traditional investors.

    “A lot of startups, a lot of founders, think they immediately need to go out and grab someone else’s money and give away bits of the company,” he says. “There’s definitely merit in doing that for certain types of models. We chose to actually build a solid business organically and build it off the back of our customers and customer service.”

    And this approach has carried them through what could have been a business-ending battle.

    Squaring Off Against a Giant

    When Amazon announced that it would be launching in full in Australia at the end of 2017, Traurig wasn’t nervous. The institutions they worked with, however, had concerns.

    The gargantuan online retailer had generated $136 billion in revenue the year before, with all signs pointing to continued growth. So how was “Australia’s local bookstore” going to keep up?

    Well, according to Traurig, they had been keeping an eye on the behemoth from the very beginning and hadn’t let its success deter them.

    “From our point of view, when we started Booktopia, Amazon was shipping $100 million worth of books into Australia already, and we didn’t worry about that,” he says. “We were fearless.”

    They focused instead on their own business, and the most important asset: the customers.

    Due to its global nature and size, Amazon has an impersonal quality to it that Traurig says Booktopia always vowed to counter. For example, Booktopia’s website has the office’s physical address, email, and phone number on every single page, not only allowing but encouraging customers to reach out and share praise, complaints, and questions instantaneously. They wanted to be accessible and feel like a part of the community.

    To keep up with the emails and phone calls, they quickly hired their first customer service staff, a cheerful individual who still answers the questions of Booktopia customers today.

    Traurig says they take customer feedback extremely seriously and use it to inform their continued development. With a 20-person development team on the case, he says that Booktopia is always in pursuit of the best possible user experience, a quest that can only be completed through regular, honest feedback.

    Traurig says that this approach to customer service has been the key to keeping up with the competition.

    “All throughout our history, Amazon has been this massive company…but we were just focused on getting product to our customers.”

    And if winning 2016’s National Book Retailer of the Year and 2017’s National Bookstore of the Year at the Australian Book Industry Awards is any indication, Booktopia’s approach is working.

    The Next Page

    Today, Booktopia has over 6 million products available on their website with over 150,000 of those titles in stock in a 140,000 square-foot distribution center. They also acquired Angus & Robertson, along with its online store Bookworld, in 2015.

    “It’s a 130-year-old company that had a very, very good chance of disappearing completely,” Traurig says. “So for us, it was also an honor.” The company currently runs as its own business unit with independent marketing, branding and customer base.

    The founders also have high hopes for the company’s automated systems and distribution center. To demonstrate their capabilities, Booktopia acquired an online camera and optics company. In doing so, Traurig and his partners are hoping to show that their systems can handle more than a single type of product.

    So what’s next for Australia’s favorite bookstore?

    Although they ventured down the path of going public in 2016, they pulled the IPO just before launch, choosing to remain a private company. With Amazon looming, and after watching several other online companies attempt to go public and fail spectacularly, they decided to keep things as they were.

    While Traurig has a “never say never” mindset toward another try at going public, there are no plans to move in that direction for now.

    “Our customers have been our investors,” Traurig says. “What we’ve always chosen to do is delight the customer.”

    And in true fairytale fashion, delight them they will.

    Steve Traurig’s Tips on Building a Sellable Company

    While founders are still scaling the challenging mountains that come with launching a business, it might seem silly to think 500 steps ahead to the day they will be shaking hands on the sale of the company. But Steve Traurig believes building a company that will someday attract a buyer starts on day one, so he offered three tips to creating a company that will sell.

    1. Make Sure Your Bookkeeping is Impeccable

    “One of the things we’ve always done is make sure that our financials, our financial reporting and our accounting are top notch,” he says. As you might expect, well-kept books have always been a priority at Booktopia. From the very beginning, they sought financial advice when necessary and kept all of their books in perfect order. And because neither he nor his other co-founders had strength in bookkeeping, they always made it a number one priority to hire someone skilled.

    “It may just all look like a whole bunch of receipts and a pain the neck…but aim to set up solid financial management right at the beginning.”

    1. Create as Many Original Things as You Can

    In the beginning, Booktopia was a white label website, but when it started to flourish, Traurig and his partners realized they needed to make some changes. “If we wanted to sell it,” he says, “we had nothing to sell,” Traurig says. So they decided to build all of their own core systems to create something that would be attractive to eventual buyers. Traurig encourages founders to use as many original systems as possible and innovate wherever feasible. In doing so, the value of the company you may someday look to sell increases significantly.

    1. Demonstrate What You’ve Built

    Now that you’ve created something original, it’s time to show what it can do! Perfect its intended capabilities and then push its limits. This is what Traurig says they are currently doing at Booktopia with their distribution systems. Because they created the automation used in the center, they decided to demonstrate to potential buyers that it could handle more than one product at a time, leading them to purchase a camera company. The only thing better than an innovative creation is one that can be used in more than one way. Traurig says that demonstrating this is a great way to build a sellable company.

    Key Takeaways
    • How this self-professed tech guy “fell into” starting an online bookstore that rivals Amazon
    • How Booktopia has remained fully self-funded for 15 years
    • Why they pulled an IPO just before it went live
    • How he felt about Amazon coming to Australia
    • For bootstrapped businesses, how to know when it’s time to build your own internal tools and handle shipping and fulfillment yourself
    • The reasons behind the acquisitions Booktopia has made, particularly Angus & Robertson
    • How Booktopia approaches Conversion Rate Optimization (CRO)

    232: Create a Company Culture That’s Healthy and Profitable, With David Heinemeier Hansson of Basecamp Jan 10, 2019
    Show notes

    Eighteen years ago, David Heinemeier Hansson was a college student sitting in his little apartment in Copenhagen when he stumbled across a blog post by 37signals (which would later become Basecamp), a Chicago-based design company he had long admired.

    In the post, co-founder Jason Fried posted a question on some aspect of programming. Hansson knew the answer, so he contacted Fried. Several emails later, Fried was asking Hansson to work with him.

    “Jason decided it was easier just to hire me than to learn how to program,” Hansson says, “and that's how we started working together.”

    That was the beginning of a now-legendary tech startup team, and an illustrious career for Hansson. In Hansson’s early days at Basecamp, he famously created Ruby on Rails, an open-source web development framework once used by Twitter, and still in use by GitHub, Shopify, and many more.

    We were excited to talk shop with Hansson (often known as DHH) because, in an industry dominated by breakneck Silicon Valley culture, Basecamp stands out in many ways: It’s been profitable every year since its inception in 1999, it doesn’t chase growth, and it doesn’t even set numerical goals.

    With their latest book, It Doesn’t Have to Be Crazy at Work, Hansson and Fried are hoping to challenge the prevailing narrative about chaotic work culture by sharing the unique way they run their company.

    This is Part 2 of our Basecamp co-founder interviews. To hear Part 1, check out our podcast interview with Basecamp co-founder Jason Fried.

    Key Takeaways

    • The blog post 18 years ago that brought Hansson together with co-founder Jason Fried, and what compelled Fried to hire him
    • How Hansson invented revolutionary web development framework Ruby on Rails
    • Why it’s never too late to learn how to program
    • The story behind how Jeff Bezos bought a minority, no-control stake in Basecamp in 2006—and how Hansson feels about it today
    • Basecamp’s philosophy on growth
    • His latest book, It Doesn’t Have to Be Crazy at Work, and why he hopes to challenge the prevailing narrative about entrepreneurship and growth
    • How Basecamp defines success, even though it doesn’t set goals
    • The disadvantages of large companies
    • How to maintain a strong company culture when your team is remote

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