Ugmonk Brings Design to Desk Tools

Jeff Sheldon is a designer turned entrepreneur. He started Ugmonk, a Pennsylvania-based direct-to-consumer brand, in 2008 as a seller of graphic-inspired t-shirts. His desktop organizers, which he added in 2020, are seemingly unrelated until realizing he designed both — the t-shirt graphics and the desk tools.

Jeff first appeared on the podcast in 2020. He had just moved t-shirt fulfillment in-house and launched a Kickstarter campaign for his first desktop tool.

In our recent conversation, he addressed phasing out the t-shirts, expanding the desktop line, and the dilemma of selling on Amazon. Our entire audio is embedded below. The transcript is edited for clarity and length.

Eric Bandholz: Tell our listeners who you are.

Jeff Sheldon: I’m the founder of Ugmonk, a 16-year-old direct-to-consumer brand. Initially, we sold t-shirts, but we’ve evolved into well-designed, functional desk and organization products. One of our standout items is Analog, our desktop note card system to stay organized and reduce digital distractions. Ugmonk is known for design — aesthetics and functionality.

Folks associated Ugmonk with graphic tees for our first 12 years. I designed the graphics, and we eventually moved to manufacturing the shirts for improved quality. Working with a manufacturer in Los Angeles, we created a better garment. Despite the manufacturing challenges, we found a good rhythm and built a customer base around those shirts.

However, about two years ago, we stopped making apparel. Our business saw its highest single revenue day when we announced that change. Customers bought 20 to 50 shirts, not wanting to miss out. While leaving that part of the business behind was tough, I knew it was the right decision.

Bandholz: Have your apparel customers transitioned to desk products?

Sheldon: I haven’t dug deeply into the analytics, but surprisingly, many customers who bought our t-shirts have also purchased our desk products. At first glance, this might seem odd — how do t-shirts and desk accessories relate? However, Ugmonk attracts customers who appreciate design and functionality. Many customers who have been with us since the t-shirt days have moved into careers where they need quality, well-designed tools for their workspaces.

When I started Ugmonk, graphic tees were huge. Platforms like Threadless were popular, and many of my customers were in their teens and twenties, buying shirts and posters. Fast forward to now, and many customers have desk jobs or work from home. So, while some of our old customers still miss the shirts, many have moved on to the Analog system, which is now more popular than our peak apparel days.

The online t-shirt market is incredibly saturated. Everyone sells t-shirts, and countless brands use drop shipping to offer generic products. In the early years of Ugmonk, we thrived on organic growth — email lists and social media before it became pay-to-play. However, it was tough when we tried, in 2017, to scale using ads. Selling t-shirts through a Facebook ad, especially when competing against a sea of similar products, is difficult. We didn’t see much success.

In contrast, we launched the Analog system on Kickstarter in 2020 with immediate success. We raised almost half a million dollars from over 5,500 backers. We decided to invest in paid acquisition for the product, and it worked. It’s a visual product that solves a real problem — people are distracted by their devices, and the Analog system offers a tangible way to stay organized. Compared to t-shirts, selling Analog through advertising has been more scalable. It’s an example of a good product-market fit.

Bandholz: Has your role in the company changed?

Sheldon: My role has evolved, but I still handle many of the tasks I did in the early days. For instance, I still shoot most photos because I’m passionate about capturing our products in a way that tells their story. I could outsource photography, but I enjoy the creative aspect. Plus it’s a core part of our brand’s identity.

Our team has grown. It used to be just me. Then, I added an employee. Now we have two full-time employees and a part-time staff of two to five people, depending on our needs.

We’ve scaled operations with our in-house warehouse and fulfillment. I outsource some aspects of the business, like advertising, yet I’m still hands-on with organic marketing and writing most emails and my monthly “Five Things I’m Digging” newsletter, which has become a fan favorite.

Managing the creative and operational sides of the business is stressful, but it’s all part of the journey.

Bandholz: Ugmonk’s products are not on Amazon.

Sheldon: Amazon is a love-hate relationship for me, similar to Meta. In 2017, we tested our Gather desk organizers there but didn’t see much traction. So we pulled back. Amazon is flooded with cheap, knockoff products, making it hard for customers to distinguish between quality and subpar items.

I’ve become more open-minded lately. The reality is folks are shopping on Amazon — it’s where a significant percentage of ecommerce searches start.

I buy consumable items, like coffee filters, on Amazon for convenience. We’re considering selling refill cards for the Analog system there for the same reason. It’s about meeting people where they are. I still value owning our customer experience directly on our site, but Amazon can be complementary for certain products.

Bandholz: So listeners should go to your site to buy products.

Sheldon: Yes, at Ugmonk.com. They can find me on X and Instagram.

Mira Safety Thrives on ‘Red Alerts’

Roman Zrazhevskiy is a survivalist of a sort. His company, Mira Safety, sells protective gear for seemingly existential events such as nuclear attacks or chemical warfare. He calls the threat of such events “red alerts,” when geopolitical crises prompt fear into consumers.

Zrazhevskiy first appeared on this podcast in 2021. In our recent conversation, he shared the evolution of Mira Safety, staffing strategies, growth plans, and more.

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

Eric Bandholz: Give us a rundown of your business.

Roman Zrazhevskiy: I own Mira Safety. We focus on protection from chemical, biological, radiological, and nuclear attacks. We sell directly to consumers through ecommerce, offering products like gas masks and hazmat suits. We also sell to government agencies and wholesale customers.

We launched Mira Safety in 2018, but I’ve been in the industry since 2013 with Ready to Go Survival, selling respirators without a lot of initial success. Then the Ebola scare happened in 2015. We call such events “red alerts,” geopolitical issues that lead people to buy emergency equipment. Another example was in 2017 when tensions arose between Donald Trump and Kim Jong Un of North Korea. That led to a surge of $50,000 in sales in just one week.

A red alert creates a massive uptick in demand. More recently, the Ukraine war in 2022 was our biggest red alert. Many thought the conflict might expand beyond Ukraine, possibly leading to a large-scale war between the East and West. Thankfully, that didn’t happen, but it sparked a wave of purchases.

Interestingly, as these events happen, people become a little more jaded. There’s a sense that each red alert doesn’t quite provoke the same fear as before. But if something catastrophic happened, like Russia attacking Poland, we’d likely see another massive spike in demand.

Bandholz: Your business thrives when the world is in crisis. How do you cope with that?

Zrazhevskiy: I don’t wrestle with it. We provide life-saving products. Our mission is to protect people, not hurt them. We’re more like an insurance provider. It’s a necessary service. We’re helping people prepare for the unimaginable, and I’m proud of that.

Bandholz: How do you manage between red alerts?

Zrazhevskiy: We keep things lean, avoid excessive spending, and keep reserves in case of a downturn. My rule is to set aside at least one year’s operating funds. Even if sales drop or a red alert doesn’t occur for a while, we can still run the business without making drastic cuts.

I’m conservative when it comes to debt. We don’t like borrowing money and take risks only with inventory and product launches. Our only significant debt is the mortgage on our headquarters building, and we plan to pay it off early.

Excess leverage can destroy a business, so I avoid it. I’ve seen many entrepreneurs go under because they borrowed too much and couldn’t recover when things didn’t go as planned. I prefer slow, steady, bootstrapped growth.

Bandholz: You’ve invested heavily into your physical workplace.

Zrazhevskiy: A strong company culture is important to us. We want people to work in the same building. Remote work has its advantages, but we’ve had issues with it. So, we decided to have most of our team in one location. The amenities, like saunas and red light therapy, are part of our wellness philosophy.

When employees feel good, they perform better. If our team is happy, healthy, and enjoys being here, they’ll likely be more productive and stay longer. Plus, I enjoy these things, and I want to share that with my team.

Bandholz: What are your long-term goals for the business?

Zrazhevskiy: Our mission is to protect people from the worst threats. That’s what drives us. We’re releasing more products, especially for children. There’s a lack of protective equipment for them. We’re one of a few companies offering children’s respirators. We provide protection for everyday families.

We’re also bringing a respirator assembly to the U.S. That’s our next big move. We’ve already ordered the machines, and once we start assembling here, we’ll apply for the certification from the National Institute for Occupational Safety and Health. That will open doors to more government contracts and allow us to sell to private companies that require NIOSH-rated products.

Planning for five years is hard, especially in a business like this. I’m also still learning, especially about manufacturing and leadership. There’s always room for improvement.

Bandholz: Where can people buy your products?

Zrazhevskiy: Our site is MiraSafety.com. We’re on X, Instagram, and YouTube.

Eons Founder on Mushrooms and Mental Health

Lawmakers worldwide are recognizing the medicinal benefits of natural compounds, such as those in cannabis and mushrooms. Once considered dangerous “drugs,” both are now widely legal, and both are the focus of entrepreneur Alex Wolfe.

He co-founded a cannabis business in 2017, built a 650,000 sq. ft. growing facility, and took the company public. He now runs a mushroom-based nutritional supplement company called Eons, which he launched in 2021.

In our recent conversation, he shared the mission of Eons, the challenges of regulated industries, and more. Our entire audio is embedded below. The transcript has been edited for clarity and length.

Eric Bandholz: Give us your rundown.

Alex Wolfe: I’ve launched and sold several companies. The latest is Eons. It’s a nutritional supplement business combining mushrooms and biotechnology. Our goal is to make a massive impact on mental health.

In 2017, I co-founded what became one of the largest cannabis companies in Canada. We built a 650,000-square-foot facility in Quebec, got it licensed, and took it public. That experience taught me valuable lessons in entrepreneurship. It was a wild two-year ride.

Mushrooms have the potential to impact both physical health and mental health, even on a spiritual level. My current focus is how mushrooms, especially in microdoses, can heal and improve mental well-being.

Trailblazing so-called “high-risk” industries like cannabis and mushrooms has challenges, especially with banking, payment processors, and marketing. But we eventually found solutions. Some people were willing to take a chance and work with us. If you’re determined, there’s always a way to make things work. Even now, as we bring a legal psychedelic microdose product to market, we face regulatory hurdles. But we always manage to find solutions.

Bandholz: What are the hurdles?

Wolfe: Psychedelics encompass a broad category. The word itself means “soul-revealing,” helping people access parts of their consciousness. Many psychedelics have mind-altering effects, ranging from mild to intense. Microdosing is on the tame end, yet it can be incredibly healing when done with intention.

At Eons, we focus on responsibly stewarding psychedelic mushrooms to show people that microdosing, when done correctly, can have amazing benefits without downside side effects. Our flagship product, Dialed, is a true microdose with 14 patents on its delivery technology, allowing precise dosing and quick onset. It helps people move from stress and anxiety to calm and observe their thoughts.

Bandholz: How do you market Eons?

Wolfe: We’re careful about making claims. Dialed falls under the dietary supplement category, so we can’t say certain things. But we’re heavily focused on science and data to support the product’s effects.

My business partner leads our research efforts. We’re exploring natural psychedelic compounds that can benefit mental health without causing hallucinogenic effects. Over time, Dialed repairs the GABA receptors in the brain, which regulate fear and anxiety. After using it for three to four weeks, people often notice that triggers no longer cause stress.

We’re working on brain mapping and neuroscience to show how it creates new neural pathways, helping people respond to situations in healthier ways.

Our marketing strategy, again, is rooted in science and data. We’re conducting a study with 100 veterans to show how Dialed helps with anxiety, post-traumatic stress syndrome, and addiction issues. Many veterans struggle with mental health, and if we can demonstrate the product’s impact on their well-being, it’s a win-win.

The data we collect will boost credibility and legitimacy. We also want to help young men and women struggling with social media comparison and identity issues. Our goal is to impact mental health and societal challenges positively.

Bandholz: Where can people support you?

Wolfe: Find us at Eons.com and follow us on Instagram. I’m on LinkedIn and Instagram.

Beardbrand Shifts to Growth, New Channels

I occasionally focus an “Ecommerce Conversations” episode on Beardbrand, my business. I do that not to promote the company but to share our challenges and successes in the hopes of helping others.

In 2024 alone, I’ve addressed last year’s sales decline, continued hurdles, and the hassle of changing fulfillment providers. I also interviewed our attorney, who successfully defended us in a lawsuit alleging accessibility violations.

We’ve now overcome many of our operational setbacks. We had to relaunch certain products and switch our manufacturer. We’ve moved to a warehouse here in Texas, which gives us more oversight. With these problems solved, the focus shifts back to growth and finding new channels.

That’s what I’ll discuss in this episode. My entire audio is embedded below. The transcript is edited for clarity and length.

Black Friday, Cyber Monday

Our 2024 Black Friday and Cyber Monday campaigns didn’t meet expectations. Traditionally, our BFCM focus is product launches instead of discounting. We wanted to introduce a new product for Black Friday, but the launch was delayed until Cyber Monday and then pushed to mid-December. This disrupted our holiday selling. Sales weren’t down, but the missed product launch made a noticeable dent.

Last year, we introduced a bundling promo — buy three items, get a fourth free — and it performed so well that we kept it as a permanent feature. We had no similar Black Friday promo this year. We considered a subscription-based discount but decided against it due to concerns about sending the wrong message to customers and the potential complexity of managing it.

I also sent an email inadvertently encouraging customers to wait for Cyber Monday instead of taking advantage of Black Friday deals.

Cyber Monday was our best revenue day since Black Friday 2023. We had planned to launch our utility deodorant this year, but it too got pushed to mid-December.

We reverted on Monday to offering pre-launch pricing to loyal customers. They had a short window to purchase the product at a lower price. This strategy is my preferred way to handle discounts because it feels less like a markdown and more like a product release with dynamic pricing.

We sent three emails throughout Cyber Monday promoting the eventual launch, which helped boost sales. However, there were some logistical hiccups. Our pre-launch pricing wasn’t displaying correctly, and we had to fix it last minute. Despite the challenges, the promo went well, and we hit our sales goals.

Sales Growth

November 2024 sales were up about 8% compared to last year. However, we’re replacing lost organic YouTube sales with ads. In 2022, 48% of new customer sales came from YouTube, generating roughly $670,000. By 2023, that dropped to $366,000; this year, we’ll be lucky to reach $250,000. With YouTube becoming less effective, we’ve had to shift to social platforms such as Facebook and X, bringing our overall 2024 advertising spend 75% higher than last year.

Adapting for 2025

As we move to 2025, we’re in a better place operationally, but we need growth channels. Beardbrand’s products are consumable — ideally, customers will reorder. We may explore new fragrances or product sizes in 2025 but won’t go overboard with launches. The goal is to focus on top-selling products with consistent customer education and communication.

Our business is fundamentally shifting. We must assess the growth potential of organic channels such as YouTube or, instead, shift to advertising for customer acquisition.

I never set sales targets. I focus instead on the inputs and let the outputs follow. Businesses should appreciate the hard work and effort, regardless of whether it pans out. Factors like timing, market conditions, and even packaging can influence success, as can a bit of luck.

Ultimately, it’s essential to enjoy the journey. Every day is a gift. There’s no right or wrong way to build a business — it’s about aligning it with your values and goals. That’s the beauty of being an entrepreneur.

From Porsche to Purpose: A CMO’s Journey

Kevin Dahlstrom once paid cash for a $211,000 Porsche. He was in his 30s, living in Texas, holding down high-powered corporate marketing jobs, such as with Mr. Cooper, a mortgage services company, and Elevate, a credit solutions firm.

He says the Porsche created more stress than joy and started his practice of minimalism — letting go of material things. So in his 40s he chucked it all, moved his family to Colorado, and focused on “a more meaningful and balanced life.”

He and I recently spoke. He shared his evolution — from money-seeking to happiness, purpose, rock climbing, and more. Our entire audio is embedded below. The transcript is edited for length and clarity.

Eric Bandholz: Give us your overview.

Kevin Dahlstrom: I live in Boulder, Colorado, with my wife and two teenage daughters. I’m 53, and my motto is, “I learned everything the hard way, so you don’t have to.” My career has involved starting four companies and working at the C-level in larger companies, typically as a chief marketing officer. At the peak of my career in my mid-40s, I walked away from the corporate world, moved to Boulder, and rebooted my life. I focused on finding happiness through activities like rock climbing and creating a more meaningful and balanced life.

When I was younger, I bought into society’s definition of success — money and status. I climbed the corporate ladder but realized I wasn’t happy. I wasn’t deliberate in shaping my life around what mattered to me. In my mid-40s, I redefined success on my own terms and built my life around that vision. Today, I have control over my time, balancing my passion for work and rock climbing while being a dedicated husband and father.

Bandholz: Could you have achieved this life without the money-and-status stage?

Dahlstrom: There are seasons in life. There’s a season for grinding and one for reaping the rewards. I’m in the latter now. What’s essential is grinding with purpose. I made the mistake of pursuing goals that didn’t matter much to me. I can tell you from experience that once you hit a certain level of wealth, adding more doesn’t improve your life — it can even worsen it.

It’s all about setting boundaries. I started early in my 30s when I realized I was on a hamster wheel, running faster but getting nowhere. Boundaries ensured I remained present for my family and maintained my health. Many think you grind for years, then suddenly retire. I see it as a sliding scale where you gradually gain control over your time and choices. Even though I rebooted in my 40s, this process had been underway for years.

Bandholz: Were there events that triggered your reassessment?

Dahlstrom: I have an exercise called the “ideal end state.” You list what your perfect life looks like — not achievements, but how you want to spend your time and who you want to be with. Most people find that what they want costs less than they thought. I did this exercise, and it led to my reboot.

A pivotal moment was when I bought a Porsche 911, a childhood dream. I paid $211,000 in cash, but it brought me more stress than joy. I realized I wasn’t that kid anymore, and the Porsche didn’t define me. That experience started my practice of minimalism, helping me let go of material things that didn’t align with who I had become.

Bandholz: You’re into rock climbing. Is your family involved?

Dahlstrom: One of my daughters used to climb but lost interest. My wife is into tennis; it’s healthy for everyone to have their own thing. I believe in the concept of “three lives”: your life as a family, your life as a couple, and your individual life. All three need to be maintained.

Many young parents give up one or two of those lives, which creates a toxic environment. Early in my marriage, climbing caused conflict, but we’ve come to appreciate the importance of maintaining separate interests for a sustainable relationship.

We’ve been married 27 years, and anyone who says it’s easy is lying. A healthy marriage, like any long-term relationship, is hard work. The best advice I ever got was, “A great marriage is a choice you make every day.” It’s about mindset — believing in your partner.

Weekly check-ins are crucial. My wife and I sit down for 30 minutes without distractions and discuss how things are going. This intentional time keeps the relationship strong, even in tough times. As soon-to-be empty nesters, we’re excited for the next phase of life and the freedom it brings.

Bandholz: You’ve said you’re focused on the long term. How does that play into your success?

Dahlstrom: I’m only interested in long games. Short games don’t appeal to me. Long games involve ups, downs, suffering, and discipline. I thrive in that. My ability to endure, to power through tough times, is my secret weapon. Long games are about mastery — you might not see immediate results, but over time, the benefits compound. That’s how I’ve approached climbing and business. Stick with something long enough, and you’ll eventually see success.

Bandholz: You’ve talked about manifesting the life you want. What is that?

Dahlstrom: Manifesting is about setting your mind on something and letting that intention guide your actions. Your behavior follows your thoughts. It’s not just about setting goals — it’s about aligning your energy and actions to create the life you want.

Bandholz: Where can people connect with you?

Dahlstrom: They can sign up for my newsletter. I’m on X and LinkedIn.

Health Crisis Drives $50 Million Supplement CEO

Dean Brennan says a diet of beer, pizza, and fast food led to his ulcerative colitis. His doctors diagnosed it years ago in his twenties and told him he’d need medications for life. But Brennan decided otherwise.

“I didn’t want to take lifelong medication,” he told me. “It sparked my passion for health and led me to want to help others.”

Fast forward to 2024, and Brennan is the CEO of Heart & Soil, a nutritional supplement company doing $50 million in annual revenue.

In our recent conversation, he addressed his journey to Heart & Soil, key supplement ingredients, supply chain challenges, and more. The entire audio is embedded below. The transcript is edited for clarity and length.

Eric Bandholz: Give us a rundown of what you do.

Dean Brennan: I’m the CEO of Heart & Soil, a nutritional supplements company. I entered ecommerce in 2020 with no experience, coming from a background in filmmaking.

I got involved with the company from my personal health journey. In my twenties, I was diagnosed with ulcerative colitis, and doctors told me I’d need medication for life. I grew up eating home-cooked, natural foods, although in college I consumed a lot of beer, pizza, and fast food.

I didn’t want to take lifelong medication. It sparked my passion for health and led me to want to help others who suffer from conditions like psoriasis, Crohn’s disease, and eczema.

Heart & Soil offers supplements containing nature-based multivitamins made from bovine organs sourced from regenerative farms, initially in New Zealand and now also from the U.S.

Bandholz: How did you get connected with Heart & Soil?

Brennan: I was aware of Paul Saladino, our founder, but not the company. He’s a board-certified physician and a nutrition specialist. I followed him on social media while experimenting with a carnivore diet. I admired his ability to simplify complex health concepts and share them in an engaging way.

In 2020, I met Paul by chance, along with two employees who are now our chief research officer and head of operations. At the time, the company hadn’t launched yet, and I offered feedback on its prototype product. Initially, I wasn’t looking for a position in the company, but I was passionate about their mission.

Later that year, after my persistence, Paul brought me on board the day the company launched. I printed shipping labels and prepared the orders. Within three months, I had worked my way into a bigger role.

The team was small then — Paul, me, and three others. We worked out of a rental house in West Austin, packing and shipping supplements ourselves. We grew quickly. Paul realized his expertise was podcasting and researching, not operations. He assigned those responsibilities to me by January 2021.

Bandholz: How did you earn Paul’s trust so quickly?

Brennan: It was a gradual transition. Paul left for a trip to Africa. Then there was a massive ice storm in Austin, and he couldn’t return. Eventually, he went to Costa Rica and decided to stay there, leaving me to run the business. I think he trusted me because I showed up every day, worked hard, and didn’t ask for anything.

The transition was easy. I was nervous about how the team would react, but they were all on board. We’ve worked well together ever since.

Bandholz: How do you spread awareness beyond Paul’s podcast audience?

Brennan: Only about 30% of our customers come from Paul’s audience, with the same percentage coming through word of mouth. Our product works, and we’ve received hundreds of customer success stories. One of our strengths is personalized customer service. Our team of health guides offers one-on-one support, which has led to word-of-mouth referrals. People often tell others about us, even if they haven’t purchased our products themselves.

We also started another podcast called Radical Health Radio, and we’re producing films for YouTube. Our documentary on seed oils will be released next month.

Bandholz: What’s your supply chain like?

Brennan: Our long-term goal is to build a U.S.-based supply chain to produce all the organs needed for our supplements. In 2020, nothing like this existed in the U.S., so we sourced from New Zealand, where regenerative farming is common. But we’ve worked hard over the last four years to develop U.S. suppliers, supporting American farmers.

There’s a huge education gap in the U.S. regarding organ consumption. Around the world, most cultures consume organs regularly. We hope that educating consumers can drive demand for better products and ingredients.

When consumers ask for healthier alternatives, large companies will have to respond. This movement isn’t just about our products but about supporting sustainable farming practices and improving public health.

Bandholz: Where can people buy your supplements and follow you?

Brennan: Our ecommerce site is Heartandsoil.co. You can follow me on X and LinkedIn.

Supply.co Founder on Life after the Sale

Patrick Coddou’s entrepreneurial journey is impressive. In 2015 he launched Supply, a direct-to-consumer seller of razors and shaving goods, and then sold the business in 2022. He conceived the idea, hired staff, scaled revenue, and exited profitably.

His journey is incomplete, however. His talents apply to seemingly any industry, but his identity for years was tied to Supply. He’s now adjusting and charting his next moves.

Patrick is among the most popular guests on the podcast, starting in 2020 and followed by appearances in 2021, April 2022, and October 2022. In this recent conversation, he shares his post-Supply life, the emotions of stepping away, and looking forward.

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

Eric Bandholz: Update us on what you’ve been up to.

Patrick Coddou: It’s been quite a journey. I was the founder and CEO of a shaving company called Supply, which I sold a little over two years ago. After the sale, I stayed with the company for about a year, running the business and seeing it grow. I’m currently the head of marketing at a snow ski startup called M1 Skis. It’s been a bit of a roller coaster, but in a good way.

Bandholz: You took a step back from social media, particularly X. Why?

Coddou: After the sale, I hit burnout. I didn’t consciously decide to leave X — I just stopped engaging. Burnout comes with apathy and disinterest in things that once excited you, and X was one of those things. I stayed involved with Supply for a year after the sale, though, and it was productive. We doubled our top- and bottom-line numbers.

I had built a strong team, especially a capable head of marketing, Trace Crawford, who took a lot off my plate. As the year progressed, I became more of a leader and less of a doer, which helped me navigate the burnout. That was a big part of the transition.

Bandholz: How does leadership change when you stop doing everything yourself?

Coddou: It helped that I no longer had ownership, so I didn’t carry the same emotional weight. However, I was still financially motivated, as an earn-out was tied to the business’s performance. That allowed me to guide the team without micromanaging. They knew what needed doing, and I let them figure out how. Our team was solid; no one left that year, and the company continued to perform well.

Bandholz: You’re now outside of Supply. How has your perspective changed?

Coddou: My earn-out ended in August, but I had already stepped away from day-to-day operations a year prior. Trace took over as CEO, and I stayed on as a consultant. My role now includes filming ads and offering strategic advice. I have zero regrets about selling the business — it was the right move for me, my family, and the company.

But stepping away did force me to confront my identity. I hadn’t realized how much of my self-worth I tied to being the “razor guy” until that was gone. After the sale, I experienced a sense of joy, followed by a profound period of questioning and even depression. After the burnout, I felt lost, unsure of what I wanted to do next, and hesitant to return to ecommerce.

Bandholz: Why do entrepreneurs feel unfulfilled after selling their business?

Coddou: Many entrepreneurs believe that selling their business will bring happiness, but that’s rarely true. I attended the Main Street Summit, where we discussed how money, success, and fame don’t bring joy.

I’ve realized that selling Supply has brought me financial comfort and freedom but didn’t provide lasting happiness. Work is essential for finding joy and purpose, and I’ve come to appreciate that I need to be building something, whether a business or a personal project, to feel fulfilled.

Bandholz: Tell me about your role at M1 Skis. Was this a deliberate direction or an opportunity that fell into your lap?

Coddou: It was a bit of both. I’m running marketing for M1 Skis, a startup in its early stages. When I joined, there was almost no public awareness of the company. I’m responsible for building the brand from scratch, which I love doing. I work part-time, remotely, and for a friend. It’s a perfect fit. Initially, I hesitated to return to work, but this opportunity was too good to pass up.

Bandholz: How do you approach marketing for M1 Skis compared to Supply?

Coddou: The marketing strategies are surprisingly similar. At Supply, we sold high-end razors, which required educating customers about why they should invest in a more expensive product than competitors. It’s the same challenge with M1 Skis.

Unlike anything on the market, we make our skis from solid aluminum. They’re more expensive than traditional skis, and people are skeptical about the technology. My job is to explain why our product is worth the investment and build customer trust through education and engagement.

The experience has been great. I get to focus on the things I enjoy — like building the brand — without dealing with the headaches of payroll or invoices. The best part is that I don’t lose sleep like I did with Supply. I’m still invested in M1’s success, but it doesn’t consume my thoughts 24/7. I can fully check out when I’m not working, which is a huge relief.

Bandholz: Could you envision starting another business?

Coddou: I could, but I would approach it very differently. I would create a small, manageable business with minimal stress. Something that aligns with my lifestyle, even if it means making less money. It would be niche, high-margin, and not reliant on constant social media or inventory management. I want a business that works for me, not one that adds unnecessary complications to my life.

Bandholz: You’re advocating for simplicity.

Coddou: Exactly. The complexity of Supply became overwhelming. We used 30 apps on our Shopify store and multiple social media channels. It was a lot to manage. At M1 Skis, I’ve kept things simple. We’re using Shopify Email instead of a more complex service like Klaviyo, and I haven’t installed any extra apps. This approach allows me to focus on building a great product and telling its story.

Bandholz: Where can people buy these skis and reach out to you?

Coddou: M1skis.com. I’m on LinkedIn and X.

The ‘Why’ of Man Flow Yoga

To Dean Pohlman, long-term business success stems from a purpose. His is to help men improve their health and fulfillment through fitness and personal connections. That’s the mission of Man Flow Yoga, the company he founded in 2012, which offers memberships to workout programs and a paid community.

Pohlman, a former college lacrosse player, is an authority on yoga instruction for men and a published author on the topic.

He first appeared on the podcast in 2021. In this our second conversation, he shares client success stories, YouTube tactics, and the “why” behind his business.

The entire audio of our discussion is embedded below. The transcript is edited for length and clarity.

Eric Bandholz: Give us a quick rundown on who you are.

Dean Pohlman: I own a company called Man Flow Yoga. We sell memberships to Yoga workout programs for men.

I’m a former collegiate lacrosse player. I discovered yoga by accident but noticed its benefits after consistent practice. However, I saw that men weren’t engaging with it much, especially because it wasn’t presented in a way that resonated with them. So, I created a brand focusing on fitness-oriented yoga tailored for men. I initially launched a YouTube channel and a Facebook page.

Over time, I developed paid membership workouts for men — primarily those in their 40s, 50s, and 60s. They found they couldn’t do their regular workouts due to aging and needed to focus on flexibility and foundational strength. Our programs help with flexibility and alleviate pain in, typically, the lower back, shoulders, and knees. The ultimate goal is to enable men to stay active and independent as long as possible, whether playing with their kids or staying mobile as they age.

I’ve been interviewing members for our podcast, “The Better Man.” One memorable story is from a guy who weighed 300 pounds at the onset of Covid. He started a yoga program alongside daily dog walks and lost 75 pounds within a year. What stands out from these stories is the consistency people find in exercise. They enjoy it and feel good afterward, which encourages them to continue. This creates a ripple effect, where they start improving other areas of their lives like diet or adding in more physical activities.

Bandholz: What do your workout programs look like?

Pohlman: They can be as few as two to three times per week or as many as five or six. Our sessions aren’t long — typically 30 to 40 minutes. We have beginner programs that start at 15 to 20 minutes. People start noticing changes after just a few weeks, especially in how they feel.

For example, back pain disappears. These physical improvements motivate people to stay consistent. When you feel better and have more energy, it’s easier to continue instead of focusing solely on aesthetics, which takes much longer to notice.

Bandholz: You’ve done a great job of building a community.

Pohlman: I’m proud of the Facebook Group we’ve built, though it took a lot of time. It’s a supportive community of about 7,000 men who aren’t afraid to be vulnerable and share personal struggles. When someone posts about not being consistent with workouts, they’re met with understanding, not judgment. People relate to the same struggles, which fosters a sense of camaraderie.

I launched the group in 2013, and new members are always welcome. However, to maintain its quality, we keep the group exclusive to paying members — whether they join a challenge, sign up for a full membership, or purchase a book.

We consistently remind members about the community through emails, video mentions, and our 90-day onboarding series. The ongoing engagement keeps people connected and accountable.

Bandholz: How’s your YouTube channel performing?

Pohlman: Despite having over 500,000 subscribers, engagement is relatively low, although new videos typically get 3,000 to 10,000 views in the first week. Some go viral. Our morning yoga videos have recently gained traction. Short-form content is also helping with the algorithm. We went from gaining about 3,000 subscribers monthly to 10,000 last month. Certain topics, like sexual wellness, perform exceptionally well.

Bandholz: Do you collaborate with other brands?

Pohlman: Collaborations need to feel organic. I prefer working with people I genuinely connect with and would hang out with outside of business. One example is Anthony Balduzzi from Fit Father Project. We’ve been collaborating for about two years; our products complement each other. Beyond business, he’s a friend. These types of authentic relationships work well for long-term success, and that’s the approach I take.

Bandholz: What’s your long-term vision for Man Flow Yoga?

Pohlman: I want the business to expand beyond yoga into a broader men’s wellness brand. I’ve started introducing mental and emotional wellness topics on the podcast, but I want to incorporate more of that. We currently offer structured programs via an app and website, but everything is self-paced. I want to introduce more guided support — something more hands-on. While we have customer support and a Facebook Group, a more direct assistance model could benefit our members.

Bandholz: What’s the “why” behind your business?

Pohlman: Many men haven’t done the introspective work to understand their desires and what drives them. It’s about recognizing that the things I truly want — family, freedom, joy — are already within reach. I don’t need to wait for a business milestone to achieve them.

Most men believe they must accomplish something before feeling fulfilled, but that’s a trap. Once you realize you can have what you want, life becomes easier. Authenticity is key. People can sense inauthenticity, and I believe businesses built on genuine connections and purpose are more successful in the long run.

Bandholz: Where can people follow you?

Pohlman: Visit ManFlowYoga.com to get started. You can find me on all the major platforms — YouTube, Instagram, Facebook, and TikTok.