E-Bike Founder’s Path to Purpose

By late 2023 Aaron Powell had become disillusioned with Bunch Bikes, the electric cargo bicycle company he founded in 2017. Costs were rising, cash was scarce, and the supply chain was chaotic.

He contemplated chucking it all, selling the business, and moving his family to Europe from his base in Texas.

Then he reconsidered. Bunch Bikes had many positives, including a sense of purpose and meaning from improving customers’ lives. So he stayed.

Aaron first appeared on the podcast two years ago. In this latest conversation, he addressed business uncertainty, resilience, family, and more. Our entire audio is embedded below. The transcript is condensed and edited for clarity.

Eric Bandholz: Who are you, and what do you do?

Aaron Powell: I’m the founder and CEO of Bunch Bikes, an electric family cargo bike company based in Texas. Think of it as the minivan of bikes. It carries pets, groceries, and up to six kids, all with electric assistance and a fun, smooth ride.

I first saw the concept in Copenhagen in 2012. Cargo bikes are hugely popular in Denmark, Sweden, and the Netherlands, where cycling is central to daily life.

Here in the U.S., far fewer people use bikes for everyday transport, but the potential market is enormous given the population. Awareness of cargo bikes remains low, even within the industry.

Running a bike company over the past few years has been intense with the pandemic and supply chain chaos. By late 2023, my wife and I were reevaluating our lives. We wondered if we’d be happier living elsewhere and began planning a move to the Netherlands. We spent months exploring cities, hiring an immigration lawyer, and figuring out logistics.

During the process, we realized that moving would mean leaving behind friends, family, and community. Our network here in Texas is meaningful. Starting over in a new country, always feeling culturally out of place, didn’t feel worth it.

We decided to stay and focus on making the most of our current life.

Bandholz: You alluded to the business challenges. Did you consider selling the company?

Powell: Yes. I nearly sold it when contemplating the move. We went through the steps of finding a buyer, completing due diligence, and planning the close. I was motivated by fear of uncertainty and market changes.

But the process made me see the positives. We were acquiring customers without running ads, referrals were strong, and our brand equity was driving sales. My team is rock solid — competent, trustworthy, and experienced. I can step away, and the business runs smoothly. That made me question why I’d sell something so well-established.

I’ve found that true value comes from building something meaningful that impacts others. Starting over from scratch doesn’t excite me. Appreciating what we have now has made me excited to tackle new challenges. Demand for our products remains strong. People still want bikes, so why not trust that there’s a path forward and focus on what we already built?

Bandholz: Was your team aware you were considering selling the business?

Powell: No, they weren’t. I didn’t want to spook anyone; employees naturally worry about job security. During the process, it was important to keep operations steady and minimize disruption. I’m usually transparent, but not in this case. Afterward, I debriefed them, revealing that I almost sold, but didn’t, and why.

Their response was impressive. They stepped up, took on responsibilities I usually handle, and kept the business functioning without issues. It made me appreciate their capabilities and commitment even more.

In hindsight, I could have shared some of this context sooner, but the debrief built deeper trust.

Bandholz: How do you balance business risk with the ability to adapt?

Powell: I thrive when I’m constrained. Clear, specific problems trigger my creativity. Open-ended situations, where anything is possible, are more challenging for me.

For example, when tariffs increased recently, I became an idea machine, exploring every solution. I didn’t panic. That mindset helps me focus on actionable steps rather than fear.

Looking ahead, I anticipate sales slowing or retail prices becoming unsustainable. I’m tackling it by reducing debt and increasing cash. One approach is to tap our loyal customers through a Wefunder equity raise. I’d rather give up some ownership now to secure financial flexibility.

Having cash on hand gives me time to solve problems. Plus, it’s extra capital to grow the business. The key is to act proactively, turning uncertainty into a problem-solving opportunity rather than letting fear freeze you.

My first ecommerce business was selling kids’ jewelry on Amazon. I realized making money alone wasn’t fulfilling. I wanted purpose and meaning. I was working minimal hours, but it didn’t feel impactful.

When I started Bunch Bikes, I intentionally built something more complicated, capital-intensive, and slow to scale — but deeply meaningful. Improving our customers’ lives makes all the effort worth it.

Bandholz: Where can people follow you, buy the minivan of bikes?

Powell: Our site is Bunchbike.com. I’m on X and LinkedIn.

Startup Vet Revives Legacy Fitness Brand

Jon Shanahan destroys the myth that founders make lousy employees. He co-founded Stryx, a men’s cosmetics provider, and is now a marketing executive at TRX, the storied exercise equipment company. He has thrived in both roles.

He joined TRX in late 2022 amid a post-Covid hangover and a stale legacy brand. Fast forward to late 2025, and TRX is refreshed and flourishing, thanks in part to Jon’s entrepreneurial mindset.

While at Stryx, Jon appeared on the podcast twice, in 2020 and 2022. In this latest conversation, he shares transitioning to a large corporation, the challenges of reviving a brand, and more.

Our entire audio is embedded below. The transcript is condensed and edited for clarity.

Eric Bandholz: What are you doing now?

Jon Shanahan: I transitioned to TRX Training as vice president of marketing at the end of 2022. TRX is the global training brand recognized for its distinctive black-and-yellow suspension straps, a bodyweight training system found in nearly every gym.

You helped us at Stryx when we launched into Target in 2022. Stryx and Beardbrand entered during a major aisle reset, which eliminated many existing brands. Four or five other companies launched alongside us, but by 2023, Target had removed all of us — even though our sales exceeded Target’s benchmarks.

TRX filed for bankruptcy in early 2022, following the collapse of the fitness boom. During the pandemic, anything fitness-related was popular, and TRX was everywhere — Nordstrom, REI, Hy-Vee. However, demand eventually dropped, and the company overextended itself.

In August, founder Randy Hetrick reacquired TRX. His goal was to modernize a 20-year-old global brand for a new generation. Initially, I wasn’t keen on moving to Florida from my home in Pennsylvania, but I eventually did, and I joined the team.

My initial focus was brand strategy. I conducted a global study — TRX operates in 80-plus countries — to clarify its identity and market role. That led to a complete refresh, including a new logo. Randy supported it, and it’s been well received.

Soon, I took over all marketing and later expanded into ecommerce and in-store retail, along with TRX’s commercial and education businesses. Unlike Stryx, where I was the face of the brand, here I’m behind the scenes, scaling a legacy brand. TRX had diehard fans, so the challenge is guiding that loyalty into growth and innovation.

Bandholz: You created a new TRX logo. Did it receive a backlash?

Shanahan: Surprisingly, no. In Europe, we have 25 long-time distributors who’ve supported TRX since Randy first sold straps himself. I was intentional in the redesign — it had to feel like TRX but with a modern edge. The heritage mattered, but it needed a fresh approach.

The decision came while we were building a new headquarters in Delray Beach. Seeing the old logo in the renderings, I realized that if we hadn’t changed it then, we never would. It marked a new era for TRX.

The update wasn’t drastic. We retained the iconic “TRX” name and black-and-yellow colors, while refining the design. Rolling it out took time because of our extensive SKUs. We phased it in digitally first, then packaging and straps, keeping costs down.

We also ensured stakeholders were on board. Distributors, retailers, and internal teams were the first to preview it. Notably, the redesign was by the original TRX designer — the same one who worked with Randy in his garage. Bringing him back gave the refresh authenticity.

The reception was smooth. For us, the new logo signaled TRX’s return and future direction.

Bandholz: You oversee retail, direct-to-consumer, and Amazon. How do you prioritize and align those channels?

Shanahan: Each channel requires a different approach. Amazon is a daily knife fight. You need competitive, lower-priced SKUs to stand out. Our ecommerce site, by contrast, is the brand’s showcase. That’s where we feature premium products and position TRX as the leader.

We manage channel conflict with multiple SKUs. For example, we sell 18 versions of the suspension trainer: two premium models on our stie, three “good-better-best” options on Amazon, and value-driven versions in physical retail.

Retail messaging is sport-specific, such as golf, pickleball, and tennis, since shoppers want programs tied to their favorite activities. On Amazon, people mostly search for “home gym” or “home strength,” so we optimize our keywords accordingly.

Our site emphasizes heritage — “the iconic strap” — and certain high-ticket products, such as our 20- and 40-pound weight vests. They wouldn’t sell on Amazon.

Beyond consumer channels, we’re expanding into commercial and educational sectors. That means learning what gyms, trainers, and pros need and then translating those insights back to consumers. After two years, I feel we’ve hit a stride — 2026 will be about strengthening those cross-channels.

Bandholz: You’ve transitioned from an entrepreneurial role at Stryx to a corporate environment.

Shanahan: Founders bring a unique skill set, but the transition isn’t always easy. For those early in their careers, I often recommend starting with an established company. You’ll get paid to make mistakes and learn valuable lessons. I spent years at Apple and a software firm before starting YouTube projects and co-founding Stryx. I can apply those lessons in a corporate role.

Joining an existing team, I leveraged my finance literacy while also focusing on listening. The first six months ideally are dedicated to understanding how things work before making any changes.

Clear communication is critical. I talk daily with leadership to share issues and align on direction, then relay that to the team. It feels like being a founder again — selling the vision, gathering feedback, and building buy-in.

Bandholz: Let’s talk about licensing. How can a brand establish those high-margin collaborations?

Shanahan: Licensing comes in two forms. In-licensing is what we did with The Ohio State University. We created a TRX strap branded with that school’s name, paid royalties, and benefited from the recognition. Out-licensing is the reverse: putting TRX on products we don’t manufacture. For that to work, our brand must carry strong market credibility.

TRX is authentic in functional training, so extending into other training products makes sense. It allows consumers to choose TRX-branded items over generic private-label alternatives at stores such as Dick’s Sporting Goods. That’s a direction we’re exploring for 2026.

We’ve had inbound interest from various companies. For example, Dick’s fitness section features Everlast resistance bands and New Balance jump ropes — products manufactured by third-party companies, which pay a 5–10% royalty. Walmart is similar, with about 60% of its fitness gear being licensed brands and 40% private label.

Bandholz: Where can people follow you, buy some TRX bands?

Shanahan: We’re at Trxtraining.com. Hit me up on LinkedIn.

CFO Shifts to Menswear, Egyptian Roots

In 2020, Karim Abed was the chief financial officer for a Texas-based home builder. The job paid well, he says, but he yearned to launch his own business and reconnect with his Egyptian heritage.

Fast forward to 2025, and that business is WYR, a men’s apparel brand utilizing Giza cotton, the storied fabric, and small Egypt-based factories. The company is thriving.

In our recent conversation, Karim addressed WYR’s initial struggles, subsequent growth, and, yes, the benefits of Egyptian cotton and craftspeople.

Our entire audio is embedded below. The transcript is condensed and edited for quality.

Eric Bandholz: Tell us who you are and what you do.

Karim Abed: I’m the founder of WYR, a men’s premium clothing brand launched in 2020. My girlfriend, now my wife, suggested WYR, shorthand for “what you’d rather” wear. I loved the simplicity and stuck with it.

Before WYR, I spent nearly a decade in Texas working in finance, eventually as the chief financial officer for a real estate division of a home builder. It was financially rewarding, but I wanted to create something of my own.

I eventually decided on clothing because of family connections in Egypt. I hoped to reconnect with my culture and heritage while producing quality items — shirts, pants, boxers — using Egyptian cotton, a renowned product.

In January 2020, just before the pandemic, I traveled to Egypt with fabric samples and refined patterns that I had worked on for six months, and I launched in July of that year.

I learned from mistakes. I kept my finance job to fund the business, so I could afford to lose a few bucks. We lost a good amount of money in the first and second years. Covid unexpectedly helped by letting me work from home and focus on WYR after hours.

Bandholz: When did you commit fully to the apparel company?

Abed: We sold only 1,000 units in the first six months and generated only $20,000 in revenue during the first year. Once I refined our selling proposition — premium Giza cotton, precise fit, great reviews — sales exploded. Revenue jumped to nearly $1 million in year two. That growth gave me the confidence to go full-time.

Many apparel brands order from large factories, often in Eastern Europe. I chose a different path. I source in Egypt and work with small artisan-run workshops instead of big manufacturers. A craftsman with 35 years’ experience leads our main facility. He still sews and manages a 15-person team.

Partnering with these artisans ensures meticulous quality and allows for custom details such as curved hems, unique stitching, and tailored armholes that large factories wouldn’t accommodate. We provide them enough business to focus solely on WYR.

To maintain standards, we added our own quality control team to these small factories. This hands-on approach lets us preserve the craftsmanship and fit that define our brand while scaling production responsibly.

All told, we utilize six factories, depending on demand. Each specializes in a skill. For example, one focuses on chinos because it has the right machinery for twill cotton, while another handles our curved hems, which require precise stitching. We match each product to the facility best suited for that craft.

This network took months to build. Through my wife’s family connections, I met an experienced production manager who joined our team. He helped us test numerous small workshops, dropping those that didn’t meet standards and adding new ones as needed.

Today, we have eight staff members in Egypt, including managers for quality control, inventory, and production. We also maintain a small warehouse. We operate lean, producing on an as-needed basis. Owning our yarn allows us to stay flexible and keep a tight inventory while ensuring consistent quality.

Bandholz: What’s the difference between Egyptian and Giza cotton?

Abed: Giza is a specific, long-staple strain of Egyptian cotton, graded by location and fiber type. It’s rare and government-regulated. Most “Egyptian cotton” products aren’t truly Giza. We secure production by reserving about 10 tons of yarn from a trusted textile mill and verifying it ourselves.

Consumers may think a t-shirt is machine-made start to finish, but for us, skilled labor is critical. Drawing and layering patterns, precise cutting, and careful sewing all affect the final quality. Every step — from picking the cotton to spinning, dyeing, and sewing — happens in Egypt.

Our cotton is expensive. It’s the highest input cost for our shirts. Cheaper alternatives are available in countries such as China, Bangladesh, and India. China, in particular, excels at synthetic athletic fabrics. But for authentic Giza cotton quality, Egypt is unmatched.

Bandholz: You’ve succeeded with apparel, a competitive industry.

Abed: The challenge was convincing consumers — who can’t feel our shirts online — of their value. We relied heavily on ads with quick, attention-grabbing messages about our fit, Giza cotton fabric, and simple, logo-free style. That built enough trust and reviews to drive repeat purchases, which remain our biggest growth engine.

Going viral isn’t realistic for minimalist basics. Our appeal is understated comfort and timeless quality, not flashy logos. Instead, we focus on steady customer acquisition and retention.

Early on, I hired several marketing agencies, but none cared as much as I did. With my finance and analytical background, I realized I could manage most of it myself. Now I handle ad strategy with one team member, outsourcing only content creation. For promotions such as Black Friday, we plan campaigns, drop the creative into our ads, and closely monitor performance.

Bandholz: How do you find content creators?

Abed: We produce podcast episodes in-house. Agencies create humorous ads, and our customers generate reviews and testimonials. I find creators on Instagram who match our minimalist vibe, then invite them to make authentic posts.

Surprisingly, simple flat-lay photos — just a well-styled shirt and pants — perform exceptionally well, although they’re difficult to shoot, so we outsource some of that work. The key is constant iteration and diverse creative sources to keep ads fresh.

I prefer creators who genuinely like our shirts, rather than those chasing paychecks. Some accept products in exchange for content. I avoid expensive “pay-to-play” deals because audiences can sense inauthenticity.

We briefly tried a large public relations agency for exposure, but it felt out of brand. I’d rather grow grassroots than pay athletes or influencers five-figure sums for sponsorships. Authenticity matters more than big-name endorsements.

Bandholz: What’s your next growth stage?

Abed: We intend to scale carefully. Having a single factory focused solely on us would be excellent. I’ve even toyed with opening my own facility, but that’s an entirely different business.

In a perfect world, I’d own every part of the supply chain, from production to selling. That gives customers the highest value and ensures the best quality. But I also value my life outside of work and want time with my family.

I’m not a fan of the “grow first, profit later” mindset. Some founders run losses for years before turning cash flow positive. I believe a business should prove itself within two or three years. Scaling takes steps. You can’t jump overnight from selling 200,000 shirts annually to 2 million. The supply chain must expand methodically to maintain quality.

Bandholz: Where can people buy your shirts or reach out?

Abed: Our site is Wyrwear.com. We’re also on Instagram. I’m on LinkedIn.

36 Ways to Revive an Ecommerce Business

Listeners and readers of “Ecommerce Conversations” know I occasionally depart from interviews to share my experiences owning and operating Beardbrand, the direct-to-consumer brand I launched a decade ago. To date, I’ve addressed hiring, branding, profit-building, priority-setting, exiting, overcoming setbacks, and top business models.

This too is a solo episode, addressing entrepreneurial doldrums, when a business is seemingly stuck in no growth or worse. Certainly that’s the story of Beardbrand over the past couple of years.

So here are 36 ideas to jolt a company forward. Think of this as a checklist for tackling new projects, cutting costs, or simply resetting your focus.

My entire audio dialog is embedded below. The transcript is condensed and edited for clarity.

Operations

Build framework. Implement a clear operating framework, such as EOS — Entrepreneurial Operating System — to guide meetings, goal-setting, and accountability. It keeps everyone aligned and focused.

Define culture. Clarify why your company exists, who you serve, and how. If you haven’t done these things, you can feel lost, really quickly. Boundaries create focus, and focus strengthens customer relationships.

Define mission and core values. Create a memorable mission and concise core values for your team to live by. At Beardbrand, our values are freedom, hunger, and trust — balanced and reinforced through interviews, reviews, and everyday recognition.

Outsource when necessary. Regularly assess what to keep in-house and what to outsource. A smaller, focused team provides flexibility and freedom, while trusted external partners handle the rest.

Improve manufacturing. Continuously evaluate suppliers and get multiple quotes. Choose partners that meet quality, timing, and minimum order quantities, and stay ready for changes in pricing or management.

Implement better shipping. Re-quote carriers such as FedEx, UPS, USPS, and DHL to maintain competitive rates. Review box sizes, packaging, and 3PL processes to optimize costs, minimize errors, and enhance the customer experience.

Mitigating Risk

ADA compliance. Keep your site accessible and up to date with the requirements of the Americans with Disabilities Act to protect customers with disabilities and avoid lawsuits. Maintain a clear process for regular audits to defend your business when necessary.

Terms and privacy. Have a lawyer review your terms and privacy policy instead of relying on boilerplate text. Ensure compliance with privacy laws, including the E.U.’s General Data Protection Regulation and state-specific regulations in jurisdictions such as California and Virginia. Use pop-ups to obtain consent and avoid tracking visitors who decline.

Insurance. Verify that your coverage aligns with revenue and risk. Shop multiple providers each year to confirm you’re getting the best rate and protection.

Pay off debt. Run lean. Keep debt as low as possible so you can scale down if times get tough and borrow only when necessary.

Trademarks. Register your brand name and unique product names. Regularly search for copycats and address violations promptly, ideally with a polite initial approach before escalating to legal action.

Copyrighted photography. Use only images and text you own or license. AI art isn’t always immune to claims, and some creators are aggressive about enforcing their rights. Remind your team that use carries real legal risk.

Product claims. Avoid guaranteed-result language. You can say a product “helps” or “improves appearance,” but words like “cures” or “heals” trigger regulatory oversight.

Two-factor authentication. Enable 2FA for every employee and account to guard against phishing and unauthorized logins.

Secure email. Set up DMARC, SPF, and DKIM to prevent spoofing or impersonation of your domain.

Unused apps. Remove apps you no longer use. Old, unsupported apps can become back doors for hackers or leak your data.

Unused subscriptions. Audit credit cards and recurring charges. Cancel forgotten subscriptions and consider issuing new cards yearly to keep hidden costs and risks low.

Marketing

New customer strategy. Explore new channels. Are you on Amazon, Walmart, Etsy, and eBay? Know where your prospects are shopping, especially if you’re product-focused versus brand-focused.

In-person channels. Consider B2B and niche retailers, from independent pharmacies to mass-market stores. Smaller markets or events, such as marathons or trade shows, can offer stable, untapped opportunities.

Expand your reach. Google and Meta are common, but don’t forget TikTok, Snapchat, Pinterest, X, and YouTube. Other platforms and plugins can amplify reach.

Direct mail. Use direct mail for customers who have unsubscribed from emails. It’s another owned channel to reach potential buyers.

SMS. Similar to email, SMS is a direct and effective means of communication.

Advertising on other platforms. Market on email newsletters, websites, or programmatic TV if your budget allows. Even magazines can offer last-minute ad opportunities.

SEO/GEO. Search engine optimization may feel outdated, but it still matters to drive generative engine optimization. Ensure your site adheres to solid SEO fundamentals, establish a strong public relations presence, and remain active on Reddit, which feeds AI crawlers. Keep your brand visible as user search behavior shifts.

Influencer marketing. Work with micro or mega influencers. Utilize TikTok Shops or user-generated content to expand reach and create authentic content.

Organic social. Build your brand with organic social content. Use it to increase awareness, create authenticity, and enhance your ads.

Global markets. Expand internationally only after significant sales. Start with English-speaking countries, then Europe or China. Consider regulatory and operational costs.

AOV. Increase average order value with bundling, price testing, and shipping thresholds. Promotions and quiet price adjustments can drive higher orders.

Post-purchase upsells. Offer complementary products immediately after purchase to increase revenue per customer.

Category expansion. Launch related products that pair with existing items to encourage multiple purchases.

A/B testing. Optimize and test website layout, marketing copy, promotions, pricing, and more to increase conversion rates.

Repeat orders. Encourage repeat purchases, especially for consumables. For slower-turnover items, target niche buyers, such as developers or bulk purchasers.

Loyalty programs. Be cautious with formal programs — they can backfire. Consider offering informal rewards for milestones, such as gifts after multiple orders.

Post-purchase flow. Ensure emails and communications reach customers, and use small surprises to delight them and create loyalty.

Surprise and delight. Over-deliver on promises. Include small gifts, such as planners or notes, to enhance the customer experience, especially for higher-end products.

Subscriptions. Optimize subscription offerings to keep customers engaged and revenue flowing.

The Best Ecommerce Business Model

In this year’s “Ecommerce Conversations,” I’ve occasionally shared my experiences owning and operating Beardbrand, the direct-to-consumer brand I launched a decade ago. To date, I’ve addressed hiring, branding, profit-building, priority-setting, exiting, and overcoming a million-dollar loss.

In this installment, I share what I believe is the best bootstrapped ecommerce model and why others should consider it.

My entire audio dialog is embedded below. The transcript is condensed and edited for clarity.

Building a D2C brand is hard. Developing and selling products is a grind. A better path is a bootstrapped, sustainable business where you spend less than you make and enjoy the journey.

The purpose is not chasing giant exits or reinventing the world. It’s about building a lifestyle business — likely under a few million in annual revenue — that trades rapid top-line growth for lower stress, profitability, and freedom. It may never go mass market, but it can deliver a great life.

Agile Structure

When building an ecommerce business, aim to keep fixed, internal costs to a minimum. Take inspiration from Will Nitze of IQ Bar, who runs a lean team and outsources marketing, design, video, packaging, operations, and manufacturing. Outsourcing creates flexibility. Vendors that underperform are easily replaced.

In-house manufacturing ties you to equipment, facilities, and local employees. All reduce mobility. With an outsourced model, you can work from anywhere — even Denmark, where I am now — and still receive prototypes and manage operations. A remote setup opens the talent pool worldwide.

There are trade-offs. In-person collaboration can be valuable, but physical offices create obligations. I learned this the hard way with a five-year lease in Austin, Texas, that became unnecessary during Covid, costing us over $100,000 annually.

Local teams and on-site operations may suit folks who prefer a traditional setup. But if freedom matters — to travel, hire globally, pivot quickly — consider outsourcing from the start. I prefer flexibility, partnering with both in-house staff and external providers to keep my business agile.

Smart Niches

An ideal ecommerce product is small, lightweight, and consumable, serving a large audience with an average order value of $75–$125. This price range makes customer acquisition easier and ad testing faster. The challenge: It’s highly competitive, especially in the supplements, beauty, and premium beverage sectors, such as specialty coffee or tea.

Other strong options are non-consumables that share those traits, such as a Ridge pocket knife — easy to ship, high perceived value. Consider untapped luxury niches. Affluent customers value convenience, presentation, and uniqueness far more than price.

For inspiration, visit luxury department stores such as Neiman Marcus and Saks Fifth Avenue. Observe what sells and why someone might pay 10 times more than a viable alternative. Avoid trend-driven categories, such as fashion, which require constant reinvention. Instead, focus on evergreen household goods with a unique twist for a small but willing-to-pay market.

While these niches won’t create billion-dollar companies, they can deliver low-stress, highly profitable businesses — think $750,000 in annual revenue with $250,000 in profit — without the complexity of endless SKUs, large teams, or operational headaches.

Margin Power

It’s possible to build a $750,000 ecommerce business that nets $250,000, but only if you manage gross margins — aim for 90%. For example, sell an item costing $6 for $60. You’ll still retain around 80% after shipping, taxes, and delivery costs. High margins are non-negotiable for a low-stress operation.

Conversely, products with tighter margins attract price-sensitive customers, which leads to increased returns, complaints, and support tickets. Serving customers with disposable income reduces friction because they’re less likely to demand refunds.

At a $115 average sale, $750,000 in annual revenue equates to roughly 6,520 orders — just 18 per day. One person can fulfill this volume, or with minimal help, generating perhaps only a few support tickets per week.

If margins leave $650,000 after cost of goods, and you spend $400,000 on marketing, you’ll retain $250,000 profit. The model works, but launching it — higher-priced products in a niche — requires time and testing. It won’t be easy to stand out, but with the right offer, it’s a manageable, profitable, and less stressful way to run a business.

Trusted Voice

Every high-end ecommerce brand needs a trusted public advocate — someone who can vouch for the quality, experience, and value of the product. It doesn’t have to be a celebrity. It can be the owner, provided she’s willing to be the face of the brand.

The advocate’s role is to build trust, communicate the product’s value, and demonstrate how it improves customers’ lives. Titles alone aren’t enough. An advocate must have influence and sales ability. Without this trust, it’s nearly impossible to command premium prices.

You may need to sell to an audience you’re not part of. That requires shedding your own “value shopper” mindset to learn how target customers buy. Experience their lifestyle, understand why they pay more, and embrace their perspective. This shift in thinking can be the key to unlocking growth.

Creative Edge

Innovation is essential. If you can’t create something unique, this model may not work. Competitors will copy your ideas and undercut your prices. Success requires loyalty and brand affinity, and thus customers who won’t switch to save $30 — or $100.

Luxury beauty brands such as La Mer skincare succeed not only from functional superiority, but also because of their storytelling, perceived exclusivity, and trust. The challenge for like-minded entrepreneurs is to create an experience and narrative so compelling that customers believe no substitute can match it.

In premium markets, even a few thousand loyal customers can sustain a profitable, low-stress business — if your innovation keeps them hooked.