In this episode of the E-commerce Evolution Podcast, host Brett Curry sits down with with award-winning entrepreneur Leah Garcia (https://www.linkedin.com/in/leah-garcia-592988/), founder of Nulastin (https://nulastin.com/).
Leah has a remarkable journey building a beauty brand with shocking retention numbers—80% blended returning revenue and 65% subscription-based customers. From her bootstrapped beginnings (going from zero to $17.5M before hiring her first employee!) to developing bio-designed elastin products that deliver real results, Leah unpacks the strategies that have made her company a standout success even in uncertain economic times.
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Sponsored by OMG Commerce - go to (https://www.omgcommerce.com/contact) and request your FREE strategy session today!
—
Chapters:
(00:00) Introducing Leah Garcia
(02:54) Nulastin’s Mission and Core Products
(07:19) How to Achieve High Retention Rates
(12:59) Removing Friction in the Shopping Experience
(19:33) Optimizing Subscription Models
(25:50) Knowing Your Customers & Fostering Connections
(30:50) Improvements to Reduce Churn
(37:08) Direct Response Marketing Insights
(41:42) Navigating Uncertainty in Business
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Connect With Brett:
- LinkedIn: https://www.linkedin.com/in/thebrettcurry/
- YouTube: https://www.youtube.com/@omgcommerce
- Website: https://www.omgcommerce.com/
Relevant Links:
- Nulastin: https://nulastin.com
- Leah’s LinkedIn: https://www.linkedin.com/leah-garcia-592988
- Leah’s Instagram: https://www.instagram.com/leahgarciatv/
- Heart & Soil Beef Organics: https://heartandsoil.co/
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Past guests on eCommerce Evolution include Ezra Firestone, Steve Chou, Drew Sanocki, Jacques Spitzer, Jeremy Horowitz, Ryan Moran, Sean Frank, Andrew Youderian, Ryan McKenzie, Joseph Wilkins, Cody Wittick, Miki Agrawal, Justin Brooke, Nish Samantray, Kurt Elster, John Parkes, Chris Mercer, Rabah Rahil, Bear Handlon, Trevor Crump, Frederick Vallaeys, Preston Rutherford, Anthony Mink, Bill D’Allessandro, Bryan Porter and more
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
My superpowers. I make really, reallyfast decisions when I make them.
I give the person that I'm going intobusiness with or making a decision with my
all and I don't keep one footon each side of the fence.
(00:24):
Well, hello and welcome to another editionof the E-Commerce Evolution podcast.
I'm your host, BrettCurry, CEO of OMG Commerce,
and today I am delightedto welcome to the show Leah
Garcia. We met in Denver, Colorado.
We both spoke at Ezra Firestones lastever, the final, the grand finale,
(00:46):
glue and Mastermind. Leeand I both spoke there.
I think you spoke right after me,and so I was up close to the stage.
I heard you talk and thought, man,got to get you on the podcast.
And so here we are today.
But Leah is an award-winning entrepreneur.
She won the EY winning Entrepreneur,
(01:06):
female entrepreneur class of2024. So that's Ernst and Young.
We'll hear more about that as we go.She's built a company called New Lastin,
which is really has someshocking retention numbers that we're going to unpack
and that you're going to learn from.She's been involved with the rodeo,
she's been on tv, she's sold on QVC.She's done a little bit of everything.
(01:26):
It turns out as we got to talking, weknow about a bunch of the same people,
and so she's just an impressivehuman and brings amazing energy.
Although she did confess to methis energy is going to be raw.
It's going to be all Leah because she'sgot no coffee right now, no caffeine.
And so I love that you're willingto do this podcast without caffeine.
You're traveling, didn't have accessto coffee. So with that, Leah,
(01:50):
welcome to the show and how you doing?
Thank you.
I tried to make my screen smallerto see your face not so ginormous.
And right now all I've got isan exclamation point that says,
thanks for joining, butif you can still see me,
I'm literally looking at a blankscreen right now, which is fine.
Yeah, yeah, you look great. Youlook great. So yeah, perfect.
(02:10):
Perfect. This is morelike a Braille podcast,
and I'm actually down with that becauseoftentimes I sit around staring at
myself in the mirror way too long.So we're done with that. No coffee,
no reflection, complete,
just full on transparency.
I love it. I love it. Soamazing. So let's start here,
(02:33):
Lee,
I want to get into some of your story aswe go because it's really fascinating.
You've done a lot of amazing things, butwhat is Elastin? Why did you start it?
And then we're going to talk about someshocking numbers you've been able to
create in terms of subscriber percentagesand return customer percentages and
LTV and some stuff that's really,really valuable right now.
(02:54):
But what is new lessonand why did you start it?
The journey really was personalproblem, resourceful resource,
meaningful monetization.
I had an issue that was going onas I was aging and losing elastin
and it manifest itself inways I was in television,
but the wrinkles, the lack ofvitality, hair was thinning eyebrows.
(03:17):
I over plucked, that was all on me.
Things were happening in my body as Istarted aging in this world of being front
facing camera.
And I was introduced to this verypowerful protein called elastin,
and I met a microbiologist and Ihad my aha moment where I realized
that this was truly
(03:38):
the miracle youth protein thatnobody else was really addressing.
People were talking aboutcollagen but not about elastin.
So elastin was for me that aha moment.
And the company was founded on science.
So bio designed an elastinreplenishment product for
scalp hair, beautiful skin.
(04:02):
And the thing that makesit so novel is that it's
one of the first bio designed proteinsthat's identical to the human body,
meaning that when you putthis product on topically,
your body recognizes it as native soit doesn't fight with it. And now they
use fancy words likebiomimetic bioidentical,
(04:25):
but your body loves these types ofproteins. It says, oh yeah, I make this,
I produce this. I know what to do withthis so that I'm going to work for you.
And it's probably one of themost natural ways to continue
getting the results that you're lookingfor. So I fell in love with the science,
even though I'm not a scientist,
(04:45):
but that's how the whole businessstarted was I had a personal problem.
I found this solution which was elastin.
It wasn't being addressed inthe marketplace, and I thought,
I can really change lives here.
I can do something for women, especially.
I started with women thatwouldn't just give them results,
(05:06):
but that would give them so muchsomething bigger like their confidence,
their identity, their sense of self,and that's what we're doing at Elastin.
That's fantastic. And so yourcore products are hair lash, brow,
correct.
So talk a little bit aboutyour hero products and then we're going to talk about
your incredible results andwhat we can learn from 'em.
(05:27):
I started the companywith two hero products,
which is lash and brow, and boy,
timing is everything. Sowe did have some skincare.
I've been using theskincare for about a decade,
but it was a prototype formula and wasn'treally commercialized, but I used it.
I've always been using science-basedskincare, wound healing,
(05:50):
tissue regeneration. I'venever been an Avon girl.
I've never used anything that was sortof what you would at a department store.
So I don't know if that's just becauseof my professional athletic background.
You're always playing around with what'sthe newest nutritional supplement or
what's the newest thing that you canconcoct so that you can go faster or climb
(06:12):
higher and do all the thingsthat you want to do to win.
So the lash in the brow serumhad demonstrable results
within some people acouple of weeks, six weeks,
eight weeks by 12 weeks.It was just mind boggling, the changes.
And so we had these gorgeousbefore and afters and
(06:33):
that was a really funproduct to bring to market.
But my dream was always tobe able to tackle the hair,
but I just knew that that was totry to get the same amount of active
ingredients in a 50 mil container thatwould give the same demonstrable results
in an amount of time that wasn't goingto cost somebody their arm and a leg.
(06:54):
That was the journey that took awee bit longer to get that really
pinpointed so that we just didn't havea $400 bottle that we were trying.
To sell. Yeah, little bit difficult.
Even if the results are great andwe all want to look youthful enough,
vibrant hair and skinand brows and lashes,
hard to justify 400 bucks for abottle of shampoo. That's for short.
(07:18):
So let's unpack something Leah,
because there's a lot that'simpressive about you, by the way.
You're an amazing presenteron stage, you look great,
you take fitness seriously.You're aging gracefully.
You got so many cool things goingon, but you shared this with me.
You have 80% blended returning revenue,
so 80% of your revenue isblended returning customers,
(07:41):
65% subscription based for customers.
Your A OV is 90 in the 94thpercentile of your vertical,
and then your LTV is off the charts.We'll talk about that in a minute.
But how have you done this?Because I know this is by design.
You said this was the goal from thebeginning. I know it's a great product,
(08:03):
but how do you get to that 65% ofyour revenues from subscriptions?
80% is blend to returningcustomers. How do you do it?
Well, first of all, you betterhave a product that works, right?
And so now there's allsorts of fancy words for it,
but back in the day it was wordof mouth and the trajectory to
getting a really nice return customerisn't just putting in cancellation
(08:26):
prevention, finding the righttech stack, which is key.
I think that if you break itdown into four categories,
you're looking at discover,
discover your customer pain points,
that's going to be the first thing thatyou need to do. Put skin in the game,
(08:47):
literally something that is a personalproblem that you've lived through that
you can then identify and that immediatelyis going to give you a product that
people are going to want andto understand and can be the
heartbeat of the formula.
And then you want to make sure that you're
identifying the things in yourbusiness model that are the defeat,
(09:09):
repeat moments, what's defeating them?Is it a bad value proposition? Is
it a shitty product which we don't have?
And then the final one,which I think is really,
really key is do you have a
gap?
Is there a frustrating technicalexperience for the customer?
(09:32):
Because let's face it, nobody wants toget to the finish line to buy something,
to have tech breakdown or theirwebsite not work or gosh dang it,
I've already given you mycredit card five times.
Why do I have to gofind that number again?
There's these points that happen in acustomer journey that will just throw them
off. They'll just, I'm done. I'mdone with you. That was frustrating.
(09:55):
It wasn't fun, it wasn't pleasant.
So these frustrating experience willbreak down that repeat customer.
And then the biggest one for us, honestly,
we did really well up to, geez,
last year because we hadsuch a great product,
we cared so deeply about our customers,we did nice things for our customers,
(10:16):
but I still didn't havethe right tech partners,
and that was really the missing linkfor me getting up to this 80% and
65% was finally plugging in the right tech
partners.And my tech stack isn't anything novel,
but it just started working once I hadleft hand and right hand talking to one
another.
Yeah, so it all startswith product, right?
(10:39):
We got to have a product that is amazingthat we want to keep ordering again and
again. That's so good that we're tellingour friends about it, things like that.
That's solving a real problem. Wegot to then make the process easy.
We've got to have good tech solutions.There's a lot that goes into that.
But what's interesting, and youtalked about solving a real problem,
I want to give a quick shout out to DeanBrennan. He was a guest on the podcast,
(11:00):
CEO of Heart and Soil.
These are meat basedsupplements as a weird concept.
I do plant-based supplementsin these supplements,
but he tipped me off on this joint carebecause as I've been aging, I work out,
I run, I do things, joints hurt,
and he tipped me off to this jointcare supplement. It's fantastic.
(11:21):
I've never taken anythinglike I don't ache at all.
We went on a trip to Vegas just beforeactually the Denver event where I spoke
with you and a coupleof guys were with me.
We were running on the pavement and theywere all complaining about being sore.
And I'm like, I feel great. Myjoints don't ache at all. Anyway,
so that's a product whereI started taking that.
I am not going to unsubscribe from that.
(11:41):
That is going to become part ofmy routine because I feel awesome.
And so same is true for you though,man, the skin is looking good,
the brows looking good,the hair's looking good.
We're just going to keep buying.So that makes a ton of sense.
Talk this out. Lemme on towhat you just said because
that is so key, right? So you havea product, he tells you about it,
(12:03):
you use it, it works, and then whatdo you just do? You told me about it.
Now I'm curious. And that'swhat we're talking about.
That's how you get thatsticky customer. It's no one.
If I can get on that soapbox again,and you've heard me get on my soapbox.
If you've got a product because you justwant to make money because you want to
sell, because you just wantto cut corners, do people,
(12:25):
if you will, they mightbuy maybe once or twice,
but ultimately it's notgoing to be the longevity.
It's not going to be what's going toserve them well in the long run because
ultimately people don't want crap.They want something that works.
It's going to be grind.
You're always going to have to behustling for that next sale where,
(12:46):
whereas with you with yourproduct now 65% of your revenue
comes in automaticallythrough subscriptions,
and then another 15% comes inthrough repeat customers anyway,
so it's really awesome.
Talk about some of the things youdid to remove friction from the
shopping process to makesubscriptions easier.
(13:08):
And you have any insights on,
do you get first purchase take rate onsubscriptions or is it more like they try
it once and then you're getting them onsubscriptions through email and SMS and
remarketing campaigns? Talkthrough some of the tactics there.
First. Yeah. Okay. Sowhen I first started,
I bootstrapped the company and my claimto fame was that I went from zero to
(13:31):
17 and a half million beforeI hired my first employee.
No way.
Yes, that's the claim to fame.That being said, I did have,
excuse me,
I did have an agency that Ihad hired that really helped me
with my digital marketingand they helped me with my
paid media marketing.
(13:52):
So I wasn't able to really control.
They had their thingsthey were working on.
So I started with bold subscriptionsand Bold just did not work for me.
We didn't have the right websiteand the right theme and the right
anything to manage thatsubscription platform.
And then we transferred.
(14:14):
Once I started professionalizing andbringing in employees and we're looking at
like 20, 21 at this point,
then I transferred over to anothersubscription platform and that one didn't
work out at all.
They were very tech heavy and I stilldidn't have the internal tech because I
was bringing everything in house. Soit was just a mismatched relationship,
(14:36):
just literally oil and vinegar.And so then
ultimately I got a cold call froma recharge rep that said, Hey,
Leah, so-and-so from Recharge and Idon't like cold calls, but I said,
you've got five minutes to convince mewhy I should switch to your platform.
And then ultimately we arm wrestledand negotiated a good contract,
(14:59):
which is something that was very importantto me. And then I signed on and when
I go, I go deep. I don'twish my superpowers,
I make really, really fastdecisions when I make them.
I give the person that I'm going intobusiness with or making a decision with my
all, and I don't keep one foot oneach side of the fence. It's amazing,
(15:20):
a goodPartner.
So they then introduced meto a web development team
that at first I didn't hire,but I really liked them.
And then eventually I realized that Istill didn't have left hand and right hand
talking and that these teamsneeded to all be working in Shopify
Plus.
So my basis for my techstack is literally absolute
(15:44):
web recharge and Shopify Plus.
And then from there you can build outwith the Klaviyo's and the postscripts and
all the new things that come around.
But because they all worktogether collectively and kind of
synergistically,
that made my job easierso that we could use the
(16:05):
insights. And I'll tell you withRecharge, constantly innovating,
they came out with theircancellation prevention,
which was telling me I knewmy customers were overstocked,
but I didn't know to what degree.
So then when I find out that I'm30% plus overstocked with customers,
which is why they're churning, thenI can really do something about it.
(16:28):
So then my web tech team got togetherand we created a really bespoke,
a really bespoke
journey whereby now we changedour subscription so that we
open with a 10 week supply becauseElastin is a product that you need to use
over time to see the results.
(16:49):
Got.
It. So instead of maybe thempicking haphazardly six weeks,
despite the fact that we tell themotherwise, then they get overstocked.
Then we transfer from that 10week supply to a five week supply,
for example,
so that they now have a manageablecadence coming in with their
subscription. And thatimmediately turned things around.
(17:12):
I mean that alone,
we saw an uptick in our subscription
take, and then we saw a decrease in churn.
So churn can hover between eight to 10 ish
percent, which me I'dlove churn to be about 2%.
No doubt.
(17:32):
I'm a dreamer.
But the customers that were stickingaround then became stickier,
if you will.
And that's when that lifetime value forour subscription customers could also
be identified as a ridiculous number
compared to non-subscribers.
I think it's $146 for our,
(17:56):
no, excuse me,
$436 for our subscriber lifetime value
compared to 186 for non-subscribers.
Way.
More than double.
That's huge, right?
It's huge.
And then we do that smartcancellation prevention,
which then saves us an additional7% of would be cancellations.
(18:20):
And that's all done through automationand thoughtful touch points.
So something that wejust didn't have before,
but I'll tell you thebiggest thing for me,
the thing that really turned my businessis that our customer service team,
which we have an in-house team of workfrom home moms that are just amazing.
It's amazing.
We have always been one of thetop performing brands on gorgeous,
(18:44):
the platform that we use forcx, our tickets went down 50%,
I'm pausing there.
Tickets went down 50%by having all of these
optimizations, all of this website flow,
this smarter website,this smoother website,
(19:05):
all of those friction points, oncethey were removed, I'm saving money,
I'm making more money, andmy customer service team,
it has 50% fewer tickets,happier customers,
and we're not even paying thathigher platform anymore. On Gorg.
We'd had to keep up inour fee for our agreement
because we were just somuch customer service,
(19:29):
so much customer service. Andnow that's being eliminated.
It's amazing. So now you're cutting down,
you're able to staff less or you'resaving on costs for answering tickets.
But think about it fromthe customer's perspective.
Nobody wants to submit a ticket,nobody wants to interact.
Even if customer support isdelightful, it's a stay-at-home mom,
and they're just a joy to talkto. I still don't want to do it.
(19:52):
And so if you can eliminate that,it's even better. So part of that,
so let's talk about why.And I want to look at,
you said something a minute ago wasreally important. You said, Hey,
people need to take this for10 weeks to see the results.
So that's what you started selling, right?
So is that like a 10 week bundle or justsign up and you get it for 10 weeks or.
Two pack for example,just a two pack of lash,
(20:14):
two pack of brow or a twopack of the hair treatment.
And that's the vibrant scalptreatment. So use it consistently,
use it every day. You need to
premix that fuel, if you will.
You want to get those hyper resultsin the beginning because if not,
people will lose interest.
It's already hard enough that I am not amascara where you put it on and you get
(20:38):
longer lashes immediately.
This is something that depending onwhere you are naturally with your hair
growth cycle, it takes awhile. Get those real results.
So some people, depending on wherethey're at with that growth journey,
they may have results right away.But for the most part, aging women,
who is our demographic,me, I am the demographic,
(21:01):
we don't exactly respond.Those young bucks do.
So it takes us a little while toget that diesel engine revved up
and we just need to make sure thatpeople are using it and then they start
seeing results. And that's when theexcitement sets in. And then when.
You at that point, and then you.
Go for Vegas with your buddies and yourknees don't ache, you're like, hello?
(21:24):
Yeah, exactly. Tell me what you'retaking. Tell me what you're taking.
Yeah,I wrote a lot statement.
So it's a two pack so they can use itfor 10 weeks, get the best results.
So that's the first start.The first piece says,
what do they need to taketo get the best results,
whether it's a physical product,
(21:45):
something you're using or somethingyou're putting on ingestible, whatever.
So what do they need to take to getthe best results? Let's sell them that.
And then what did you do interms of messaging or just making
it easier to understand and to say yes to?
Talk to me about somespecific tactics there.
The tactic, I thinkthat's the most important,
just if we're talking D two Cand just brand building is I
(22:10):
had a lot of fractionalcopywriters for a while,
so we didn't have a single voice,
and then we hired a gal who isleading our brand and our brand
copy and her copy then hit that whole
customer journey.
So what we see on our macros fromcustomer service is what we see
(22:31):
on the post-consumer flowfor our email marketing,
it's what they're gettingwhen they're seeing
the ad perhaps on meta or whereverthey first found out that top of the
funnel perspective. So they're seeing,
here's what they're seeingin the top of the funnel,
here's the middle of the funnel,here's the bottom of the funnel,
here's the email marketing campaign,here's how it's flowing with the SMS,
(22:54):
here's the information they'regetting from all angles. And it all
sounds the same and it all makes sense.
So you're not sending mixedmessages anymore. And before,
I'm probably guilty of having sentmore mixed messages or just not
having that through line,
that continuity so that we're alljust really making sure that people
(23:19):
understand what we're deliveringto the customers. And it's a serum.
I'm at my temporary deskhere, but for example, here's,
here's a sample of thevibrate scalp treatment,
the lash and the browthat's in just a single box.
This was one of our promo boxes thatwe put together. So they're all serums.
(23:41):
You use 'em twice daily, oncein the morning, once at night,
and people will inadvertently say, oh,
so I need to keep using that product,and if I stop using it, it stops working.
And the answer is yes. If you stopdrinking water, you get dehydrated. Of.
Course, yeah.
If you stop eating food,you get hungry. If you stop,
(24:01):
I want to vitamin I can take.
That's.
It. Things change. But it'sstill that age old question.
And that comes from, I kid you not,
that comes from old schoolmentality before people really got a
little bit smarter to realize thatconsistency is what delivers results in
everything. If you wantto stay fit, stay fit.
(24:23):
You, I've got to keep working out. I'vegot to keep sleeping well every night.
Come on, that's want todo it once, it's so good.
But it's not necessarily evena nice to have once you start
fighting back mothernature, it's a must have.
And this is where that longevity gamecomes in there because what we're doing to
biohack our bodies and ourhealth and our wellbeing
(24:47):
is really the rage right now. AndI've been biohacking since day one.
I think the biggest thing Idid to biohack was not have.
Children. I'm sure I've never.
Said that out loud before.
New biohack don't have kids.
(25:07):
Turns out that's also a greatsavings plan. Yeah, yeah, yeah.
I know a lot of parents that get prettydang stressed right now in this world.
There's enough stress going on.
So I always laugh that my husband and Iare able to just pick up and go whenever
we want. We've got all this freedom.And I could also focus on the business.
So truthfully,
my business is those are my children, my.
(25:32):
Members.
That's who I care about right.
Now. I love that. I lovethat. My wife and I,
we can get up and travelanytime we want to as well.
We just have eight kids thatwe have to tow around with us.
Actually they don't all liveat home. So it's not eight,
it's only like five orsix. It's no big deal. But.
That to me,
I think that single voice to thequestion going back to What are the
(25:55):
mechanics, what can you do right now?
What are the actionable items thatsome of the individuals listening to
can take and take from this?
And you talked about thatability for us to get on the
phone.
And something that I always say fliesin the face of what we've been taught is
to really know your customer.
(26:15):
So we do have a lot ofolder women who have felt
unseen and unheard andundervalued in their lives.
And so our customer service team isempowered to spend however extra time they
need on the phone with thoseindividuals until that individual
feels like they've gotten what they need.
(26:36):
And sometimes they can be onthe phone for a long time,
which is why our gorgeous scorehas probably gone from a 4.8
and not to a five. I mean,
we're still at 94.8% ofall gorgeous platforms.
That's that 5% stat.
But we stay where we'reat because one of the
(26:56):
metrics that's timed on gorg ishow quickly do you answer those
questions for people? And sometimes wejust don't answer them that quickly.
We'll respond quickly,but then we take our time.
Take your time. But yeah,
and it's more about optimizing forsatisfaction than it is to hitting some
metrics that may indicatesatisfaction, but not always.
(27:17):
And so I love the way you guys do that.This idea of consistent communication,
I've heard it's called thegolden thread or consistency.
So every message we share, whether it'sa video with static image, it's on med,
it's on YouTube, it's on Google,it's an email, it's an SMS,
it's all saying the samething. It's reinforcing,
maybe we're hitting the same messagefrom a couple of different angles,
(27:37):
but ultimately it's the samething when you get on the lander.
Also the same message.
Simplification and clarityare super important.
Sometimes we overcomplicate thingsand a confused customer does not
buy. So what are some of the messages,
the go-to messages or what are you tryingto communicate when you're creating
(27:58):
this consistency across all.
Channels?
We fall back always on our pillarsat elastin. So real science,
real results, real peopleand real responsibility.
But that's the pillar.
And then from the pillar then youidentify what is the pain point for the
(28:19):
customer. And it really alwaysboils down to their sense of self,
their confidence, their sense of identity,
their desire to be the best version of
themselves. So I'm going to goback to what you said. You said,
I started taking this supplement,I feel so much better.
(28:39):
I'm not hurting anymore. I wakeup, maybe you don't need coffee.
And all of a suddennow you didn't say, oh,
I like where they source their product.
They did a really good job of wherethey sourced and they're environmentally
friendly and they've done allthese things. Well, that's a given.
Now you need to have all of that.
(29:00):
You can't come into a beauty brandright now if you're not sustainable,
if you are not taking care ofvegan and cruelty-free and no
preservatives and all of the lists. Sowe call those our safe science standards,
but you can't lead with thatbecause nobody buys a product.
Nobody buys a product because it's gotthe best biodesign proteins and the most
(29:23):
peptides.
For sure.
That doesn't sell. What sells is,does it do what they want it to do.
So the message has to always be aboutwhat the customer needs and what
that pain point is that we're solvingor what that aspiration is that they're
looking to gain. And then ultimately,
if we don't deliver theproduct that really works,
they're never going to come back again.
(29:45):
But the other flip side isbecause of where people are,
whether they've got thyroid
post-treatment, post stress,aging, loss of elastin,
naturally too much sun, exposure,exposure, environmental,
stressing out about what's happening inour political and our culture right now,
(30:06):
all of these things are causingpeople to lose their hair.
And we saw this during Covid as well.
So what we also have to do atNeulasta is we have to look at how we
can kind of bundle that and makesure that we're still giving the
customer the time theyneed to get the results.
So if 12 weeks isn't enough,
(30:28):
I'm going to take care of them and givethem more product so that they get the
results they're asking for. And whetherI do that sometimes with free product,
sometimes with a deeper discount, butif they call me, I will literally say,
you didn't start this journey becauseyou were just trying something.
You want something.
So I'm going to give that to you foras long as it takes till you get that
(30:48):
result.
That's so good. That's so good.
Talk to me about theprocess of reducing churn.
You talked about someof the programs you run.
If someone's about to cancel theirsubscription, how do you mitigate that?
What are some of thestrategies that you've used?
Most recently, it'sgoing to go back to just
(31:12):
that very,
very powerful buy box thatpeople are seeing so that the web
functionality, I believe I mentionedthis, smoother, faster, smarter,
but that buy box, which is the smallpowerful decision point, right?
That's transformed sothat it now has above
the fold because beforeit wasn't above the fold,
(31:34):
but it's a smarter way ofcustomers to get the right
cadence with the rightsubscription that they needed.
And then as they go throughthe checkout process,
not too many more decisions to make,
but then there are some upsellsand there are some cross sells,
but mainly trying to serve thecustomer with a very smart flow
(31:58):
so that they don't have toget confused or question it.
So the result of that alonewith that buy box and the web
functionality was a 13.4%increase in conversion rate.
So we immediately started getting that.
And then the next part ofit is just continuing to
(32:20):
innovate when we seesomething that's not working.
We work with the web partner nowand we try to innovate and solve
around the entire customer journey andanticipate their needs so that we can
exceed those expectations.
Yeah, it's so good. I'm lookingat your detail page now,
and we'll put this in the videoversion. If someone's on YouTube,
(32:42):
they can see it. But I lovethe way this is laid out.
So the top section you automaticallyselected subscribe and save 25%.
You got three different options,deliver every eight weeks.
In the middle it says deliver 10 weeks,
it's got a check mark and it's boldedand it says recommended right under it.
And then or deliver every 12 weeks. Andit says free shipping, cancel any time,
(33:03):
full flexibility, try really compelling,
and then it's got the strikethrough priceand the price that you'll pay saving
25%. And then below that youcould choose a one-time purchase.
You save 12% that way. What is,
so you talked about 65% ofyour revenue is subscriptions.
What's the take rate on subscriptionswhen someone's checking out with these
(33:23):
products?
I don't have that answeroff the top of my head.
It's got to be a pretty high,
it's got to be a high take rate sinceeverything else is off the charts as well.
Being the owner of thecompany and the founder,
I always get just a little bitpuckered up there because you still
have people who want that big deepdiscount and they're playing the game.
(33:45):
So you're always going to getthe people who are like, oh,
I can get free shipping. Oh, Ican get this really deep discount,
possibly almost 30% on my first order.
And they have absolutely nointention. They're playing the field.
They might be doing the stancewith a lot of other companies,
but ideally if they've purchasedtwo products from us or the Tupac,
(34:06):
then they are going to see results.
And they might have a ahamoment themselves where they stick around for a little
bit longer. But
it is high,
and we're working on it because weactually didn't have as robust of
a landing page funnel as we do now.
It's still not the Ezra Firestone funnel,
(34:29):
but that is something that we're workingon so that we have the capacity now
to build out more landing pagesso that it makes it easy for that
first take rate. I want tosay 80%, but I might be wrong,
so don't quote me and holdme to that particular number.
With every other number being off thecharts, the take rate's got to be really,
(34:49):
really healthy as well.
And so can you talk about the landingpage work that you guys are doing?
Is that tying specificoffer to specific ad
and what are you doing and anyinteresting learnings with that journey?
Yes, better. It's still not set up.
I've seen so many great landing pagesthat I start falling in love with,
(35:10):
but if they're seeing an ad for,
with a particular human being beingfeatured in an age category and an
offer for lash,
and then they come over to a PDPpage as a checkout page versus going
to a landing page where then we continueselling them on that journey where then
(35:30):
we get that buy box that reallyspeaks to what they're after,
because at that point, theydon't want to mess around.
They just want to get in there.I'm like, yeah, that's what I want.
That's what I want to buy.
So you want to make sure thatyou're not confusing them.
And that's what we've been trying to dois follow that journey from what ad they
saw on meta, for example,
to where they land and get that checkout.
(35:52):
And it's the landing page strategyis by far the best performer,
but we also find that our PDP pages areequally as good. And back in the day,
we were sort of, and we would just goto the homepage and that was a disaster.
I mean, it works a little bit, but it'sjust, it's too much. It's like too much.
Nobody wants to.
(36:12):
Yeah, you're introducing toomany options in most cases.
But I will say, yeah, your PDP, whichis what I just showed a second ago,
it's fantastic. And.
That's only the landing page.
So I can send you links toget to the landing pages,
which are those mysterious pages thatunless you're following a particular link,
you'll never find again. I was laughingabout that the other day. I'm like,
(36:33):
geez, even I own the company andsometimes if I can't find my landing page,
I'm like, what's that foreign slash,
where did we go and how do you get backto it again? So funny, once I lose it,
man, I can't find it again.
And that's an old anchor trick that Ilearned from back in the day of direct
response infomercial is theywere just classic landing
(36:54):
page.
Marketers.
It was just.
Guthy Riner legends, legends in the game.
And so what did you do with them again?
Was that one of your productsor you worked with Guthy Riner?
No, but I was in the infomercial world,
so that's kind of where I cut my teethwith direct response marketing is I
started in the direct response.
(37:15):
I was selling on HSNA particular AB belt,
and then I helped launch thecontour core sculpting system,
and that's a product that was in 2008,
one of the most successfulshows of its time.
And we went from zero to 220 million
(37:36):
in about three years,
and we had a seven to one media
marketing efficiency ratio.
So.
Seven to one.
A seven mer. Everyone listing is like.
Come, we're back in the day,
the Anthony Sullivansand the Cindy Crawfords,
(37:59):
but we were watching them, they werewatching us. We were all competing.
But it was back,
it was in the good old dayswhere crepe erase was rocking.
And I mean, I am old,
so I remember the Suzanne Summer's in.
I remember watching the ThighMaster.
X.
90 XI bought because of P 90 X. Yeah,
(38:22):
actually friends that ranthe erase campaigns and.
Stuff. But I always ask, do we reflect,
and this is something I said in one ofmy presentations recently is do we ever
reflect on that is really where we learnedthe formula for our direct response
marketing. And they had three segments,
28 minute show compellingproblem solution,
and H one had a call to action. So ifyou're jumping in somewhere in between,
(38:46):
it's here's how we're going tosave you time, money, energy,
get you what you're looking for. Here'syour call to action. If you order now,
you're going to get this, this, this,and this. But wait, there's more.
And all that stuff worked. Andyou know what? It still kind of.
Works. It still works. Maybe you'reexecuting it a little bit differently.
But the psychology there,the problem solution,
(39:08):
the presenting it in a compelling wayand an engaging way with high energy,
it still works. And that's somethingyou and I were talking about.
I'm a huge YouTube guy.
We are seeing a lot of people thathave been historical TV advertisers now
trying YouTubes. We're leaning into that.
Love.
It. But I'm also seeingsome D two C brands,
brands that are born online thatare now leaning into connected tv,
(39:28):
whether that's throughYouTube or other platform,
and they're dabbling in TV advertising,but it's direct response style,
TV advertising,
getting someone to take an action tovisit a site to get a free download or to
free trial, whatever.
Just works. I think we need to be moreclever and I need to meet more of a brand
recognition. I tried some,
our mutual colleague Stacyhelped me try to buy some linear
(39:49):
TV spots. It just didn't work for us,
but we didn't do enough. Itwasn't long enough, deep enough.
But elastin as big of abrand as I think we are,
we're still not a name brand.
So you can walk down the street and peoplearen't going to really recognize us.
So we're staying somewhat nichein that. We have, I believe,
(40:10):
the best science in the industry,
and I would challenge anyone to match our38 US and international patents all in
the elastin space.
It's.
Amazing.
We've got a category that no one elseis really focusing on to our depth
and breadth. But at the end of theday, again, science isn't selling.
So now I've got to be able to justcommunicate to people that we have a
(40:33):
beautiful product with a founderand an entire team that cares
deeply for that customer journey andthat we're going to do everything in our
power to get them the results thatthey want. And they can also trust.
I think small brands,
one of the beauties is that they cantrust the integrity that goes behind it
and that what we say is what we do.
(40:55):
Sometimes when you get thatthought of a big brand,
you kind of wonder did they lose it?
So if JJ buys a business and all ofa sudden you see it on the shelf at a
target, then old schoolpeople would think, oh,
they must have done something different.
Now it's lost its allure or itdoesn't have the same formula.
(41:16):
And maybe they're right.
Maybe people take a formula,
they buy a company and then they fairydust the active ingredients and it might
not have the same punch that happens.
Right? Right. Yeah. I thinkyour passion rings true.
Listening to you talk and if someonecan see you or hear you talk in an ad,
(41:38):
it's clear you're going to do whateveris necessary for someone to get the
results that they want, which isgreat. I want to kind of end on this.
We only have a few minutes left,
but times are uncertain rightnow at the time we're recording,
we're dealing with sometariff, chaos and madness.
Consumer confidence is at a low.Business owners are worried.
We work almost exclusivelywith D two c e-commerce brands.
(42:02):
Many of our clientsdon't import from China,
and so they're feeling a littlebit better than those that do,
but there's still justuncertainty everywhere.
So what advice do you have andwhat are you leaning into now when
times are uncertain?How are you operating?
I have been guilty of fallinginto a trap of feeling
(42:24):
the scarcity mentality and the panic,
but I am doing everything that I can totry to come from a point of abundance,
and that might be a little toometaphysical for this podcast,
but I literally need to stay true to
what we do over here. We need tomake money to stay in business,
(42:47):
but do I need to make a 94% contribution
margin every day, all day? Probably not.
I need to take a hitwith everybody going in,
and I'm willing to do that so that Idon't have to put it on my customers.
During covid, when people were uppingtheir prices, I stayed the same.
(43:09):
As a matter of fact,just earlier this year,
first time I increasedmy prices since 2017,
I am going to do everythingI can to get clever to
figure out how to,
I only get packaging from China,only my primary packaging. So that's
(43:30):
the stuff that you see, like this.
Packaging.
And I get a few, and it's not pretty.
You don't want to pay something that mightcost you 60 cents and all of a sudden
have to pay $2 for itdepending on where you're at.
I've got a product right now on the waterthat was a little scalp scrubber that
I got from China, and itwas a 50 cent product.
(43:51):
And right now we don't knowbecause when it went on,
it was before the tax went up to 148%.
And at the end of the day, if I have topay the tax, what going to do? Say, no,
I'm going to send it back. That'sone option. It is an option.
My CFO said,
you need to deny shipments coming overright now so that you don't have to pay
(44:12):
$26,000 in taxes that you don'tknow where it's going. And I agree.
And then tomorrow they couldchange it and I could end up paying
$12,000 in taxes versus a 46 versusa hundred thousand dollars in
taxes. So it's huge. I mean, it'sgoing to cut into profit margins,
but my hope is that smarterbrains will prevail.
(44:35):
That somebody will at some point talkto the government and talk to somebody.
And there's got to be,
if enough of us come togetherwithout being hysterical and
we have those smart conversations,
we have to reach a pointwhere there's stability.
And I will do everythingI can to join that
(44:56):
movement if it happens.
But otherwise I am just not going tobring stuff over. That's a nice to have.
It's got to be a must have.
Totally. Yeah.
And I think it's a really good takewhere a couple things to keep in mind,
and you talked about mindset. I thinkthat is underrated in some ways where yes,
we get tactical on this podcast.
(45:17):
We want to look at how can we increaseour subscription take rate and how can we
reduce churn and things likethat. But your mindset matters,
and if you are overly stressedor panicking, you're going to make bad decisions.
You're going to craft bad marketing,it's just not going to work well for you.
So work on the mindset. It willonly make everything else better.
But I always believe there'salways a move to make.
(45:37):
There's always something you can do andevery other one of your competitors is
dealing with the samestuff you are dealing with.
So if you can be more scrappy,more resourceful, more crafty,
you can find edges.
And it's like there are alwaysopportunities in crazy times like this.
I do believe there'll be adjustmentsmade with tariffs and stuff.
Who knows what that will be orwhen or what direction it'll be.
(46:02):
But I think you're smart. How can welimit what we're bringing over right now?
I'm hearing that from alot of different customers.
How can we just bring over the essentials.
Or how do we work together?
So let's say there's five of us in thebeauty industry that have a similar
product that might be coming.
Why not set up another manufacturingor another warehouse, for example,
somewhere without taxes? Share the coston that, bring product over. I mean,
(46:25):
this is a time where we need tokumbaya and lean in with one another.
There's ways around this. Even if itdoesn't change, I'm hoping it changes,
but if it doesn't change, let'snot panic. Let's collaborate.
Let's work together. Let's figure it out.
Yeah. Yeah. I love that. Ilove that so much. And yeah,
there will be winners duringthis season. No doubt.
(46:47):
It's just not easy and not overlyfun, but it's where we are.
And so got to focus on solutions. Leah,
this has been absolutelyfantastic. I love your brand.
I love the energy you bring.I love what you're building,
and we need to catch up again soonsometime. So thanks for coming on.
Thank you very much. We didn'teven talk about bull riding,
but we'll get to that later.
(47:08):
Bull riding next time. So Iwill end with this though.
People have to follow you on social.So you're a great follow on LinkedIn,
but you're also active onInstagram and other channels.
Yes, yes. I'm still oldschool, Leah Garcia TV Act.
Elastin is where the brand is found, but
I am more on the speakingcircuit these days.
(47:29):
So LinkedIn is probably one of thebest places to find my whereabouts.
And you got some great content recentlyabout those speaking engagements,
so check it out. Leah Garcia onLinkedIn and Instagram. Leah,
thank you so much. This has been anabsolute pleasure and we'll chat soon.
I'm stoked. Thank you so much. Cheers.
Awesome. As always,thank you for tuning in.
(47:52):
Would love to hear feedbackfrom you. If you've not left us,
that review on iTunes meansthe world to us. And with that,
until next time, thank you for listening.
My superpowers. I make really, reallyfast decisions when I make them.
I give the person that I'm going intobusiness with or making a decision with my
all and I don't keep one footon each side of the fence.
(00:24):
Well, hello and welcome to another editionof the E-Commerce Evolution podcast.
I'm your host, BrettCurry, CEO of OMG Commerce,
and today I am delightedto welcome to the show Leah
Garcia. We met in Denver, Colorado.
We both spoke at Ezra Firestones lastever, the final, the grand finale,
(00:46):
glue and Mastermind. Leeand I both spoke there.
I think you spoke right after me,and so I was up close to the stage.
I heard you talk and thought, man,got to get you on the podcast.
And so here we are today.
But Leah is an award-winning entrepreneur.
She won the EY winning Entrepreneur,
(01:06):
female entrepreneur class of2024. So that's Ernst and Young.
We'll hear more about that as we go.She's built a company called New Lastin,
which is really has someshocking retention numbers that we're going to unpack
and that you're going to learn from.She's been involved with the rodeo,
she's been on tv, she's sold on QVC.She's done a little bit of everything.
(01:26):
It turns out as we got to talking, weknow about a bunch of the same people,
and so she's just an impressivehuman and brings amazing energy.
Although she did confess to methis energy is going to be raw.
It's going to be all Leah because she'sgot no coffee right now, no caffeine.
And so I love that you're willingto do this podcast without caffeine.
You're traveling, didn't have accessto coffee. So with that, Leah,
(01:50):
welcome to the show and how you doing?
Thank you.
I tried to make my screen smallerto see your face not so ginormous.
And right now all I've got isan exclamation point that says,
thanks for joining, butif you can still see me,
I'm literally looking at a blankscreen right now, which is fine.
Yeah, yeah, you look great. Youlook great. So yeah, perfect.
(02:10):
Perfect. This is morelike a Braille podcast,
and I'm actually down with that becauseoftentimes I sit around staring at
myself in the mirror way too long.So we're done with that. No coffee,
no reflection, complete,
just full on transparency.
I love it. I love it. Soamazing. So let's start here,
(02:33):
Lee,
I want to get into some of your story aswe go because it's really fascinating.
You've done a lot of amazing things, butwhat is Elastin? Why did you start it?
And then we're going to talk about someshocking numbers you've been able to
create in terms of subscriber percentagesand return customer percentages and
LTV and some stuff that's really,really valuable right now.
(02:54):
But what is new lessonand why did you start it?
The journey really was personalproblem, resourceful resource,
meaningful monetization.
I had an issue that was going onas I was aging and losing elastin
and it manifest itself inways I was in television,
but the wrinkles, the lack ofvitality, hair was thinning eyebrows.
(03:17):
I over plucked, that was all on me.
Things were happening in my body as Istarted aging in this world of being front
facing camera.
And I was introduced to this verypowerful protein called elastin,
and I met a microbiologist and Ihad my aha moment where I realized
that this was truly
(03:38):
the miracle youth protein thatnobody else was really addressing.
People were talking aboutcollagen but not about elastin.
So elastin was for me that aha moment.
And the company was founded on science.
So bio designed an elastinreplenishment product for
scalp hair, beautiful skin.
(04:02):
And the thing that makesit so novel is that it's
one of the first bio designed proteinsthat's identical to the human body,
meaning that when you putthis product on topically,
your body recognizes it as native soit doesn't fight with it. And now they
use fancy words likebiomimetic bioidentical,
(04:25):
but your body loves these types ofproteins. It says, oh yeah, I make this,
I produce this. I know what to do withthis so that I'm going to work for you.
And it's probably one of themost natural ways to continue
getting the results that you're lookingfor. So I fell in love with the science,
even though I'm not a scientist,
(04:45):
but that's how the whole businessstarted was I had a personal problem.
I found this solution which was elastin.
It wasn't being addressed inthe marketplace, and I thought,
I can really change lives here.
I can do something for women, especially.
I started with women thatwouldn't just give them results,
(05:06):
but that would give them so muchsomething bigger like their confidence,
their identity, their sense of self,and that's what we're doing at Elastin.
That's fantastic. And so yourcore products are hair lash, brow,
correct.
So talk a little bit aboutyour hero products and then we're going to talk about
your incredible results andwhat we can learn from 'em.
(05:27):
I started the companywith two hero products,
which is lash and brow, and boy,
timing is everything. Sowe did have some skincare.
I've been using theskincare for about a decade,
but it was a prototype formula and wasn'treally commercialized, but I used it.
I've always been using science-basedskincare, wound healing,
(05:50):
tissue regeneration. I'venever been an Avon girl.
I've never used anything that was sortof what you would at a department store.
So I don't know if that's just becauseof my professional athletic background.
You're always playing around with what'sthe newest nutritional supplement or
what's the newest thing that you canconcoct so that you can go faster or climb
(06:12):
higher and do all the thingsthat you want to do to win.
So the lash in the brow serumhad demonstrable results
within some people acouple of weeks, six weeks,
eight weeks by 12 weeks.It was just mind boggling, the changes.
And so we had these gorgeousbefore and afters and
(06:33):
that was a really funproduct to bring to market.
But my dream was always tobe able to tackle the hair,
but I just knew that that was totry to get the same amount of active
ingredients in a 50 mil container thatwould give the same demonstrable results
in an amount of time that wasn't goingto cost somebody their arm and a leg.
(06:54):
That was the journey that took awee bit longer to get that really
pinpointed so that we just didn't havea $400 bottle that we were trying.
To sell. Yeah, little bit difficult.
Even if the results are great andwe all want to look youthful enough,
vibrant hair and skinand brows and lashes,
hard to justify 400 bucks for abottle of shampoo. That's for short.
(07:18):
So let's unpack something Leah,
because there's a lot that'simpressive about you, by the way.
You're an amazing presenteron stage, you look great,
you take fitness seriously.You're aging gracefully.
You got so many cool things goingon, but you shared this with me.
You have 80% blended returning revenue,
so 80% of your revenue isblended returning customers,
(07:41):
65% subscription based for customers.
Your A OV is 90 in the 94thpercentile of your vertical,
and then your LTV is off the charts.We'll talk about that in a minute.
But how have you done this?Because I know this is by design.
You said this was the goal from thebeginning. I know it's a great product,
(08:03):
but how do you get to that 65% ofyour revenues from subscriptions?
80% is blend to returningcustomers. How do you do it?
Well, first of all, you betterhave a product that works, right?
And so now there's allsorts of fancy words for it,
but back in the day it was wordof mouth and the trajectory to
getting a really nice return customerisn't just putting in cancellation
(08:26):
prevention, finding the righttech stack, which is key.
I think that if you break itdown into four categories,
you're looking at discover,
discover your customer pain points,
that's going to be the first thing thatyou need to do. Put skin in the game,
(08:47):
literally something that is a personalproblem that you've lived through that
you can then identify and that immediatelyis going to give you a product that
people are going to want andto understand and can be the
heartbeat of the formula.
And then you want to make sure that you're
identifying the things in yourbusiness model that are the defeat,
(09:09):
repeat moments, what's defeating them?Is it a bad value proposition? Is
it a shitty product which we don't have?
And then the final one,which I think is really,
really key is do you have a
gap?
Is there a frustrating technicalexperience for the customer?
(09:32):
Because let's face it, nobody wants toget to the finish line to buy something,
to have tech breakdown or theirwebsite not work or gosh dang it,
I've already given you mycredit card five times.
Why do I have to gofind that number again?
There's these points that happen in acustomer journey that will just throw them
off. They'll just, I'm done. I'mdone with you. That was frustrating.
(09:55):
It wasn't fun, it wasn't pleasant.
So these frustrating experience willbreak down that repeat customer.
And then the biggest one for us, honestly,
we did really well up to, geez,
last year because we hadsuch a great product,
we cared so deeply about our customers,we did nice things for our customers,
(10:16):
but I still didn't havethe right tech partners,
and that was really the missing linkfor me getting up to this 80% and
65% was finally plugging in the right tech
partners.And my tech stack isn't anything novel,
but it just started working once I hadleft hand and right hand talking to one
another.
Yeah, so it all startswith product, right?
(10:39):
We got to have a product that is amazingthat we want to keep ordering again and
again. That's so good that we're tellingour friends about it, things like that.
That's solving a real problem. Wegot to then make the process easy.
We've got to have good tech solutions.There's a lot that goes into that.
But what's interesting, and youtalked about solving a real problem,
I want to give a quick shout out to DeanBrennan. He was a guest on the podcast,
(11:00):
CEO of Heart and Soil.
These are meat basedsupplements as a weird concept.
I do plant-based supplementsin these supplements,
but he tipped me off on this joint carebecause as I've been aging, I work out,
I run, I do things, joints hurt,
and he tipped me off to this jointcare supplement. It's fantastic.
(11:21):
I've never taken anythinglike I don't ache at all.
We went on a trip to Vegas just beforeactually the Denver event where I spoke
with you and a coupleof guys were with me.
We were running on the pavement and theywere all complaining about being sore.
And I'm like, I feel great. Myjoints don't ache at all. Anyway,
so that's a product whereI started taking that.
I am not going to unsubscribe from that.
(11:41):
That is going to become part ofmy routine because I feel awesome.
And so same is true for you though,man, the skin is looking good,
the brows looking good,the hair's looking good.
We're just going to keep buying.So that makes a ton of sense.
Talk this out. Lemme on towhat you just said because
that is so key, right? So you havea product, he tells you about it,
(12:03):
you use it, it works, and then whatdo you just do? You told me about it.
Now I'm curious. And that'swhat we're talking about.
That's how you get thatsticky customer. It's no one.
If I can get on that soapbox again,and you've heard me get on my soapbox.
If you've got a product because you justwant to make money because you want to
sell, because you just wantto cut corners, do people,
(12:25):
if you will, they mightbuy maybe once or twice,
but ultimately it's notgoing to be the longevity.
It's not going to be what's going toserve them well in the long run because
ultimately people don't want crap.They want something that works.
It's going to be grind.
You're always going to have to behustling for that next sale where,
(12:46):
whereas with you with yourproduct now 65% of your revenue
comes in automaticallythrough subscriptions,
and then another 15% comes inthrough repeat customers anyway,
so it's really awesome.
Talk about some of the things youdid to remove friction from the
shopping process to makesubscriptions easier.
(13:08):
And you have any insights on,
do you get first purchase take rate onsubscriptions or is it more like they try
it once and then you're getting them onsubscriptions through email and SMS and
remarketing campaigns? Talkthrough some of the tactics there.
First. Yeah. Okay. Sowhen I first started,
I bootstrapped the company and my claimto fame was that I went from zero to
(13:31):
17 and a half million beforeI hired my first employee.
No way.
Yes, that's the claim to fame.That being said, I did have,
excuse me,
I did have an agency that Ihad hired that really helped me
with my digital marketingand they helped me with my
paid media marketing.
(13:52):
So I wasn't able to really control.
They had their thingsthey were working on.
So I started with bold subscriptionsand Bold just did not work for me.
We didn't have the right websiteand the right theme and the right
anything to manage thatsubscription platform.
And then we transferred.
(14:14):
Once I started professionalizing andbringing in employees and we're looking at
like 20, 21 at this point,
then I transferred over to anothersubscription platform and that one didn't
work out at all.
They were very tech heavy and I stilldidn't have the internal tech because I
was bringing everything in house. Soit was just a mismatched relationship,
(14:36):
just literally oil and vinegar.And so then
ultimately I got a cold call froma recharge rep that said, Hey,
Leah, so-and-so from Recharge and Idon't like cold calls, but I said,
you've got five minutes to convince mewhy I should switch to your platform.
And then ultimately we arm wrestledand negotiated a good contract,
(14:59):
which is something that was very importantto me. And then I signed on and when
I go, I go deep. I don'twish my superpowers,
I make really, really fastdecisions when I make them.
I give the person that I'm going intobusiness with or making a decision with my
all, and I don't keep one foot oneach side of the fence. It's amazing,
(15:20):
a goodPartner.
So they then introduced meto a web development team
that at first I didn't hire,but I really liked them.
And then eventually I realized that Istill didn't have left hand and right hand
talking and that these teamsneeded to all be working in Shopify
Plus.
So my basis for my techstack is literally absolute
(15:44):
web recharge and Shopify Plus.
And then from there you can build outwith the Klaviyo's and the postscripts and
all the new things that come around.
But because they all worktogether collectively and kind of
synergistically,
that made my job easierso that we could use the
(16:05):
insights. And I'll tell you withRecharge, constantly innovating,
they came out with theircancellation prevention,
which was telling me I knewmy customers were overstocked,
but I didn't know to what degree.
So then when I find out that I'm30% plus overstocked with customers,
which is why they're churning, thenI can really do something about it.
(16:28):
So then my web tech team got togetherand we created a really bespoke,
a really bespoke
journey whereby now we changedour subscription so that we
open with a 10 week supply becauseElastin is a product that you need to use
over time to see the results.
(16:49):
Got.
It. So instead of maybe thempicking haphazardly six weeks,
despite the fact that we tell themotherwise, then they get overstocked.
Then we transfer from that 10week supply to a five week supply,
for example,
so that they now have a manageablecadence coming in with their
subscription. And thatimmediately turned things around.
(17:12):
I mean that alone,
we saw an uptick in our subscription
take, and then we saw a decrease in churn.
So churn can hover between eight to 10 ish
percent, which me I'dlove churn to be about 2%.
No doubt.
(17:32):
I'm a dreamer.
But the customers that were stickingaround then became stickier,
if you will.
And that's when that lifetime value forour subscription customers could also
be identified as a ridiculous number
compared to non-subscribers.
I think it's $146 for our,
(17:56):
no, excuse me,
$436 for our subscriber lifetime value
compared to 186 for non-subscribers.
Way.
More than double.
That's huge, right?
It's huge.
And then we do that smartcancellation prevention,
which then saves us an additional7% of would be cancellations.
(18:20):
And that's all done through automationand thoughtful touch points.
So something that wejust didn't have before,
but I'll tell you thebiggest thing for me,
the thing that really turned my businessis that our customer service team,
which we have an in-house team of workfrom home moms that are just amazing.
It's amazing.
We have always been one of thetop performing brands on gorgeous,
(18:44):
the platform that we use forcx, our tickets went down 50%,
I'm pausing there.
Tickets went down 50%by having all of these
optimizations, all of this website flow,
this smarter website,this smoother website,
(19:05):
all of those friction points, oncethey were removed, I'm saving money,
I'm making more money, andmy customer service team,
it has 50% fewer tickets,happier customers,
and we're not even paying thathigher platform anymore. On Gorg.
We'd had to keep up inour fee for our agreement
because we were just somuch customer service,
(19:29):
so much customer service. Andnow that's being eliminated.
It's amazing. So now you're cutting down,
you're able to staff less or you'resaving on costs for answering tickets.
But think about it fromthe customer's perspective.
Nobody wants to submit a ticket,nobody wants to interact.
Even if customer support isdelightful, it's a stay-at-home mom,
and they're just a joy to talkto. I still don't want to do it.
(19:52):
And so if you can eliminate that,it's even better. So part of that,
so let's talk about why.And I want to look at,
you said something a minute ago wasreally important. You said, Hey,
people need to take this for10 weeks to see the results.
So that's what you started selling, right?
So is that like a 10 week bundle or justsign up and you get it for 10 weeks or.
Two pack for example,just a two pack of lash,
(20:14):
two pack of brow or a twopack of the hair treatment.
And that's the vibrant scalptreatment. So use it consistently,
use it every day. You need to
premix that fuel, if you will.
You want to get those hyper resultsin the beginning because if not,
people will lose interest.
It's already hard enough that I am not amascara where you put it on and you get
(20:38):
longer lashes immediately.
This is something that depending onwhere you are naturally with your hair
growth cycle, it takes awhile. Get those real results.
So some people, depending on wherethey're at with that growth journey,
they may have results right away.But for the most part, aging women,
who is our demographic,me, I am the demographic,
(21:01):
we don't exactly respond.Those young bucks do.
So it takes us a little while toget that diesel engine revved up
and we just need to make sure thatpeople are using it and then they start
seeing results. And that's when theexcitement sets in. And then when.
You at that point, and then you.
Go for Vegas with your buddies and yourknees don't ache, you're like, hello?
(21:24):
Yeah, exactly. Tell me what you'retaking. Tell me what you're taking.
Yeah,I wrote a lot statement.
So it's a two pack so they can use itfor 10 weeks, get the best results.
So that's the first start.The first piece says,
what do they need to taketo get the best results,
whether it's a physical product,
(21:45):
something you're using or somethingyou're putting on ingestible, whatever.
So what do they need to take to getthe best results? Let's sell them that.
And then what did you do interms of messaging or just making
it easier to understand and to say yes to?
Talk to me about somespecific tactics there.
The tactic, I thinkthat's the most important,
just if we're talking D two Cand just brand building is I
(22:10):
had a lot of fractionalcopywriters for a while,
so we didn't have a single voice,
and then we hired a gal who isleading our brand and our brand
copy and her copy then hit that whole
customer journey.
So what we see on our macros fromcustomer service is what we see
(22:31):
on the post-consumer flowfor our email marketing,
it's what they're gettingwhen they're seeing
the ad perhaps on meta or whereverthey first found out that top of the
funnel perspective. So they're seeing,
here's what they're seeingin the top of the funnel,
here's the middle of the funnel,here's the bottom of the funnel,
here's the email marketing campaign,here's how it's flowing with the SMS,
(22:54):
here's the information they'regetting from all angles. And it all
sounds the same and it all makes sense.
So you're not sending mixedmessages anymore. And before,
I'm probably guilty of having sentmore mixed messages or just not
having that through line,
that continuity so that we're alljust really making sure that people
(23:19):
understand what we're deliveringto the customers. And it's a serum.
I'm at my temporary deskhere, but for example, here's,
here's a sample of thevibrate scalp treatment,
the lash and the browthat's in just a single box.
This was one of our promo boxes thatwe put together. So they're all serums.
(23:41):
You use 'em twice daily, oncein the morning, once at night,
and people will inadvertently say, oh,
so I need to keep using that product,and if I stop using it, it stops working.
And the answer is yes. If you stopdrinking water, you get dehydrated. Of.
Course, yeah.
If you stop eating food,you get hungry. If you stop,
(24:01):
I want to vitamin I can take.
That's.
It. Things change. But it'sstill that age old question.
And that comes from, I kid you not,
that comes from old schoolmentality before people really got a
little bit smarter to realize thatconsistency is what delivers results in
everything. If you wantto stay fit, stay fit.
(24:23):
You, I've got to keep working out. I'vegot to keep sleeping well every night.
Come on, that's want todo it once, it's so good.
But it's not necessarily evena nice to have once you start
fighting back mothernature, it's a must have.
And this is where that longevity gamecomes in there because what we're doing to
biohack our bodies and ourhealth and our wellbeing
(24:47):
is really the rage right now. AndI've been biohacking since day one.
I think the biggest thing Idid to biohack was not have.
Children. I'm sure I've never.
Said that out loud before.
New biohack don't have kids.
(25:07):
Turns out that's also a greatsavings plan. Yeah, yeah, yeah.
I know a lot of parents that get prettydang stressed right now in this world.
There's enough stress going on.
So I always laugh that my husband and Iare able to just pick up and go whenever
we want. We've got all this freedom.And I could also focus on the business.
So truthfully,
my business is those are my children, my.
(25:32):
Members.
That's who I care about right.
Now. I love that. I lovethat. My wife and I,
we can get up and travelanytime we want to as well.
We just have eight kids thatwe have to tow around with us.
Actually they don't all liveat home. So it's not eight,
it's only like five orsix. It's no big deal. But.
That to me,
I think that single voice to thequestion going back to What are the
(25:55):
mechanics, what can you do right now?
What are the actionable items thatsome of the individuals listening to
can take and take from this?
And you talked about thatability for us to get on the
phone.
And something that I always say fliesin the face of what we've been taught is
to really know your customer.
(26:15):
So we do have a lot ofolder women who have felt
unseen and unheard andundervalued in their lives.
And so our customer service team isempowered to spend however extra time they
need on the phone with thoseindividuals until that individual
feels like they've gotten what they need.
(26:36):
And sometimes they can be onthe phone for a long time,
which is why our gorgeous scorehas probably gone from a 4.8
and not to a five. I mean,
we're still at 94.8% ofall gorgeous platforms.
That's that 5% stat.
But we stay where we'reat because one of the
(26:56):
metrics that's timed on gorg ishow quickly do you answer those
questions for people? And sometimes wejust don't answer them that quickly.
We'll respond quickly,but then we take our time.
Take your time. But yeah,
and it's more about optimizing forsatisfaction than it is to hitting some
metrics that may indicatesatisfaction, but not always.
(27:17):
And so I love the way you guys do that.This idea of consistent communication,
I've heard it's called thegolden thread or consistency.
So every message we share, whether it'sa video with static image, it's on med,
it's on YouTube, it's on Google,it's an email, it's an SMS,
it's all saying the samething. It's reinforcing,
maybe we're hitting the same messagefrom a couple of different angles,
(27:37):
but ultimately it's the samething when you get on the lander.
Also the same message.
Simplification and clarityare super important.
Sometimes we overcomplicate thingsand a confused customer does not
buy. So what are some of the messages,
the go-to messages or what are you tryingto communicate when you're creating
(27:58):
this consistency across all.
Channels?
We fall back always on our pillarsat elastin. So real science,
real results, real peopleand real responsibility.
But that's the pillar.
And then from the pillar then youidentify what is the pain point for the
(28:19):
customer. And it really alwaysboils down to their sense of self,
their confidence, their sense of identity,
their desire to be the best version of
themselves. So I'm going to goback to what you said. You said,
I started taking this supplement,I feel so much better.
(28:39):
I'm not hurting anymore. I wakeup, maybe you don't need coffee.
And all of a suddennow you didn't say, oh,
I like where they source their product.
They did a really good job of wherethey sourced and they're environmentally
friendly and they've done allthese things. Well, that's a given.
Now you need to have all of that.
(29:00):
You can't come into a beauty brandright now if you're not sustainable,
if you are not taking care ofvegan and cruelty-free and no
preservatives and all of the lists. Sowe call those our safe science standards,
but you can't lead with thatbecause nobody buys a product.
Nobody buys a product because it's gotthe best biodesign proteins and the most
(29:23):
peptides.
For sure.
That doesn't sell. What sells is,does it do what they want it to do.
So the message has to always be aboutwhat the customer needs and what
that pain point is that we're solvingor what that aspiration is that they're
looking to gain. And then ultimately,
if we don't deliver theproduct that really works,
they're never going to come back again.
(29:45):
But the other flip side isbecause of where people are,
whether they've got thyroid
post-treatment, post stress,aging, loss of elastin,
naturally too much sun, exposure,exposure, environmental,
stressing out about what's happening inour political and our culture right now,
(30:06):
all of these things are causingpeople to lose their hair.
And we saw this during Covid as well.
So what we also have to do atNeulasta is we have to look at how we
can kind of bundle that and makesure that we're still giving the
customer the time theyneed to get the results.
So if 12 weeks isn't enough,
(30:28):
I'm going to take care of them and givethem more product so that they get the
results they're asking for. And whetherI do that sometimes with free product,
sometimes with a deeper discount, butif they call me, I will literally say,
you didn't start this journey becauseyou were just trying something.
You want something.
So I'm going to give that to you foras long as it takes till you get that
(30:48):
result.
That's so good. That's so good.
Talk to me about theprocess of reducing churn.
You talked about someof the programs you run.
If someone's about to cancel theirsubscription, how do you mitigate that?
What are some of thestrategies that you've used?
Most recently, it'sgoing to go back to just
(31:12):
that very,
very powerful buy box thatpeople are seeing so that the web
functionality, I believe I mentionedthis, smoother, faster, smarter,
but that buy box, which is the smallpowerful decision point, right?
That's transformed sothat it now has above
the fold because beforeit wasn't above the fold,
(31:34):
but it's a smarter way ofcustomers to get the right
cadence with the rightsubscription that they needed.
And then as they go throughthe checkout process,
not too many more decisions to make,
but then there are some upsellsand there are some cross sells,
but mainly trying to serve thecustomer with a very smart flow
(31:58):
so that they don't have toget confused or question it.
So the result of that alonewith that buy box and the web
functionality was a 13.4%increase in conversion rate.
So we immediately started getting that.
And then the next part ofit is just continuing to
(32:20):
innovate when we seesomething that's not working.
We work with the web partner nowand we try to innovate and solve
around the entire customer journey andanticipate their needs so that we can
exceed those expectations.
Yeah, it's so good. I'm lookingat your detail page now,
and we'll put this in the videoversion. If someone's on YouTube,
(32:42):
they can see it. But I lovethe way this is laid out.
So the top section you automaticallyselected subscribe and save 25%.
You got three different options,deliver every eight weeks.
In the middle it says deliver 10 weeks,
it's got a check mark and it's boldedand it says recommended right under it.
And then or deliver every 12 weeks. Andit says free shipping, cancel any time,
(33:03):
full flexibility, try really compelling,
and then it's got the strikethrough priceand the price that you'll pay saving
25%. And then below that youcould choose a one-time purchase.
You save 12% that way. What is,
so you talked about 65% ofyour revenue is subscriptions.
What's the take rate on subscriptionswhen someone's checking out with these
(33:23):
products?
I don't have that answeroff the top of my head.
It's got to be a pretty high,
it's got to be a high take rate sinceeverything else is off the charts as well.
Being the owner of thecompany and the founder,
I always get just a little bitpuckered up there because you still
have people who want that big deepdiscount and they're playing the game.
(33:45):
So you're always going to getthe people who are like, oh,
I can get free shipping. Oh, Ican get this really deep discount,
possibly almost 30% on my first order.
And they have absolutely nointention. They're playing the field.
They might be doing the stancewith a lot of other companies,
but ideally if they've purchasedtwo products from us or the Tupac,
(34:06):
then they are going to see results.
And they might have a ahamoment themselves where they stick around for a little
bit longer. But
it is high,
and we're working on it because weactually didn't have as robust of
a landing page funnel as we do now.
It's still not the Ezra Firestone funnel,
(34:29):
but that is something that we're workingon so that we have the capacity now
to build out more landing pagesso that it makes it easy for that
first take rate. I want tosay 80%, but I might be wrong,
so don't quote me and holdme to that particular number.
With every other number being off thecharts, the take rate's got to be really,
(34:49):
really healthy as well.
And so can you talk about the landingpage work that you guys are doing?
Is that tying specificoffer to specific ad
and what are you doing and anyinteresting learnings with that journey?
Yes, better. It's still not set up.
I've seen so many great landing pagesthat I start falling in love with,
(35:10):
but if they're seeing an ad for,
with a particular human being beingfeatured in an age category and an
offer for lash,
and then they come over to a PDPpage as a checkout page versus going
to a landing page where then we continueselling them on that journey where then
(35:30):
we get that buy box that reallyspeaks to what they're after,
because at that point, theydon't want to mess around.
They just want to get in there.I'm like, yeah, that's what I want.
That's what I want to buy.
So you want to make sure thatyou're not confusing them.
And that's what we've been trying to dois follow that journey from what ad they
saw on meta, for example,
to where they land and get that checkout.
(35:52):
And it's the landing page strategyis by far the best performer,
but we also find that our PDP pages areequally as good. And back in the day,
we were sort of, and we would just goto the homepage and that was a disaster.
I mean, it works a little bit, but it'sjust, it's too much. It's like too much.
Nobody wants to.
(36:12):
Yeah, you're introducing toomany options in most cases.
But I will say, yeah, your PDP, whichis what I just showed a second ago,
it's fantastic. And.
That's only the landing page.
So I can send you links toget to the landing pages,
which are those mysterious pages thatunless you're following a particular link,
you'll never find again. I was laughingabout that the other day. I'm like,
(36:33):
geez, even I own the company andsometimes if I can't find my landing page,
I'm like, what's that foreign slash,
where did we go and how do you get backto it again? So funny, once I lose it,
man, I can't find it again.
And that's an old anchor trick that Ilearned from back in the day of direct
response infomercial is theywere just classic landing
(36:54):
page.
Marketers.
It was just.
Guthy Riner legends, legends in the game.
And so what did you do with them again?
Was that one of your productsor you worked with Guthy Riner?
No, but I was in the infomercial world,
so that's kind of where I cut my teethwith direct response marketing is I
started in the direct response.
(37:15):
I was selling on HSNA particular AB belt,
and then I helped launch thecontour core sculpting system,
and that's a product that was in 2008,
one of the most successfulshows of its time.
And we went from zero to 220 million
(37:36):
in about three years,
and we had a seven to one media
marketing efficiency ratio.
So.
Seven to one.
A seven mer. Everyone listing is like.
Come, we're back in the day,
the Anthony Sullivansand the Cindy Crawfords,
(37:59):
but we were watching them, they werewatching us. We were all competing.
But it was back,
it was in the good old dayswhere crepe erase was rocking.
And I mean, I am old,
so I remember the Suzanne Summer's in.
I remember watching the ThighMaster.
X.
90 XI bought because of P 90 X. Yeah,
(38:22):
actually friends that ranthe erase campaigns and.
Stuff. But I always ask, do we reflect,
and this is something I said in one ofmy presentations recently is do we ever
reflect on that is really where we learnedthe formula for our direct response
marketing. And they had three segments,
28 minute show compellingproblem solution,
and H one had a call to action. So ifyou're jumping in somewhere in between,
(38:46):
it's here's how we're going tosave you time, money, energy,
get you what you're looking for. Here'syour call to action. If you order now,
you're going to get this, this, this,and this. But wait, there's more.
And all that stuff worked. Andyou know what? It still kind of.
Works. It still works. Maybe you'reexecuting it a little bit differently.
But the psychology there,the problem solution,
(39:08):
the presenting it in a compelling wayand an engaging way with high energy,
it still works. And that's somethingyou and I were talking about.
I'm a huge YouTube guy.
We are seeing a lot of people thathave been historical TV advertisers now
trying YouTubes. We're leaning into that.
Love.
It. But I'm also seeingsome D two C brands,
brands that are born online thatare now leaning into connected tv,
(39:28):
whether that's throughYouTube or other platform,
and they're dabbling in TV advertising,but it's direct response style,
TV advertising,
getting someone to take an action tovisit a site to get a free download or to
free trial, whatever.
Just works. I think we need to be moreclever and I need to meet more of a brand
recognition. I tried some,
our mutual colleague Stacyhelped me try to buy some linear
(39:49):
TV spots. It just didn't work for us,
but we didn't do enough. Itwasn't long enough, deep enough.
But elastin as big of abrand as I think we are,
we're still not a name brand.
So you can walk down the street and peoplearen't going to really recognize us.
So we're staying somewhat nichein that. We have, I believe,
(40:10):
the best science in the industry,
and I would challenge anyone to match our38 US and international patents all in
the elastin space.
It's.
Amazing.
We've got a category that no one elseis really focusing on to our depth
and breadth. But at the end of theday, again, science isn't selling.
So now I've got to be able to justcommunicate to people that we have a
(40:33):
beautiful product with a founderand an entire team that cares
deeply for that customer journey andthat we're going to do everything in our
power to get them the results thatthey want. And they can also trust.
I think small brands,
one of the beauties is that they cantrust the integrity that goes behind it
and that what we say is what we do.
(40:55):
Sometimes when you get thatthought of a big brand,
you kind of wonder did they lose it?
So if JJ buys a business and all ofa sudden you see it on the shelf at a
target, then old schoolpeople would think, oh,
they must have done something different.
Now it's lost its allure or itdoesn't have the same formula.
(41:16):
And maybe they're right.
Maybe people take a formula,
they buy a company and then they fairydust the active ingredients and it might
not have the same punch that happens.
Right? Right. Yeah. I thinkyour passion rings true.
Listening to you talk and if someonecan see you or hear you talk in an ad,
(41:38):
it's clear you're going to do whateveris necessary for someone to get the
results that they want, which isgreat. I want to kind of end on this.
We only have a few minutes left,
but times are uncertain rightnow at the time we're recording,
we're dealing with sometariff, chaos and madness.
Consumer confidence is at a low.Business owners are worried.
We work almost exclusivelywith D two c e-commerce brands.
(42:02):
Many of our clientsdon't import from China,
and so they're feeling a littlebit better than those that do,
but there's still justuncertainty everywhere.
So what advice do you have andwhat are you leaning into now when
times are uncertain?How are you operating?
I have been guilty of fallinginto a trap of feeling
(42:24):
the scarcity mentality and the panic,
but I am doing everything that I can totry to come from a point of abundance,
and that might be a little toometaphysical for this podcast,
but I literally need to stay true to
what we do over here. We need tomake money to stay in business,
(42:47):
but do I need to make a 94% contribution
margin every day, all day? Probably not.
I need to take a hitwith everybody going in,
and I'm willing to do that so that Idon't have to put it on my customers.
During covid, when people were uppingtheir prices, I stayed the same.
(43:09):
As a matter of fact,just earlier this year,
first time I increasedmy prices since 2017,
I am going to do everythingI can to get clever to
figure out how to,
I only get packaging from China,only my primary packaging. So that's
(43:30):
the stuff that you see, like this.
Packaging.
And I get a few, and it's not pretty.
You don't want to pay something that mightcost you 60 cents and all of a sudden
have to pay $2 for itdepending on where you're at.
I've got a product right now on the waterthat was a little scalp scrubber that
I got from China, and itwas a 50 cent product.
(43:51):
And right now we don't knowbecause when it went on,
it was before the tax went up to 148%.
And at the end of the day, if I have topay the tax, what going to do? Say, no,
I'm going to send it back. That'sone option. It is an option.
My CFO said,
you need to deny shipments coming overright now so that you don't have to pay
(44:12):
$26,000 in taxes that you don'tknow where it's going. And I agree.
And then tomorrow they couldchange it and I could end up paying
$12,000 in taxes versus a 46 versusa hundred thousand dollars in
taxes. So it's huge. I mean, it'sgoing to cut into profit margins,
but my hope is that smarterbrains will prevail.
(44:35):
That somebody will at some point talkto the government and talk to somebody.
And there's got to be,
if enough of us come togetherwithout being hysterical and
we have those smart conversations,
we have to reach a pointwhere there's stability.
And I will do everythingI can to join that
(44:56):
movement if it happens.
But otherwise I am just not going tobring stuff over. That's a nice to have.
It's got to be a must have.
Totally. Yeah.
And I think it's a really good takewhere a couple things to keep in mind,
and you talked about mindset. I thinkthat is underrated in some ways where yes,
we get tactical on this podcast.
(45:17):
We want to look at how can we increaseour subscription take rate and how can we
reduce churn and things likethat. But your mindset matters,
and if you are overly stressedor panicking, you're going to make bad decisions.
You're going to craft bad marketing,it's just not going to work well for you.
So work on the mindset. It willonly make everything else better.
But I always believe there'salways a move to make.
(45:37):
There's always something you can do andevery other one of your competitors is
dealing with the samestuff you are dealing with.
So if you can be more scrappy,more resourceful, more crafty,
you can find edges.
And it's like there are alwaysopportunities in crazy times like this.
I do believe there'll be adjustmentsmade with tariffs and stuff.
Who knows what that will be orwhen or what direction it'll be.
(46:02):
But I think you're smart. How can welimit what we're bringing over right now?
I'm hearing that from alot of different customers.
How can we just bring over the essentials.
Or how do we work together?
So let's say there's five of us in thebeauty industry that have a similar
product that might be coming.
Why not set up another manufacturingor another warehouse, for example,
somewhere without taxes? Share the coston that, bring product over. I mean,
(46:25):
this is a time where we need tokumbaya and lean in with one another.
There's ways around this. Even if itdoesn't change, I'm hoping it changes,
but if it doesn't change, let'snot panic. Let's collaborate.
Let's work together. Let's figure it out.
Yeah. Yeah. I love that. Ilove that so much. And yeah,
there will be winners duringthis season. No doubt.
(46:47):
It's just not easy and not overlyfun, but it's where we are.
And so got to focus on solutions. Leah,
this has been absolutelyfantastic. I love your brand.
I love the energy you bring.I love what you're building,
and we need to catch up again soonsometime. So thanks for coming on.
Thank you very much. We didn'teven talk about bull riding,
but we'll get to that later.
(47:08):
Bull riding next time. So Iwill end with this though.
People have to follow you on social.So you're a great follow on LinkedIn,
but you're also active onInstagram and other channels.
Yes, yes. I'm still oldschool, Leah Garcia TV Act.
Elastin is where the brand is found, but
I am more on the speakingcircuit these days.
(47:29):
So LinkedIn is probably one of thebest places to find my whereabouts.
And you got some great content recentlyabout those speaking engagements,
so check it out. Leah Garcia onLinkedIn and Instagram. Leah,
thank you so much. This has been anabsolute pleasure and we'll chat soon.
I'm stoked. Thank you so much. Cheers.
Awesome. As always,thank you for tuning in.
(47:52):
Would love to hear feedbackfrom you. If you've not left us,
that review on iTunes meansthe world to us. And with that,
until next time, thank you for listening.
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