Protein Bar Founder Thrives in a Crowded Field

According to Will Nitze, founder and CEO of IQBAR, success in a competitive market requires finding its uncompetitive niches. He did that with his flagship protein bar, which is plant-based, low-sugar, and plainly labeled. That was seven years ago when he launched the company with a $75,000 Kickstarter campaign.

Fast forward to 2025, and IQBAR also makes IQMIX (hydration) and IQJOE (coffee). All promote brain health without competing against each other.

Will and I recently discussed his journey, from the initial capital raise to scaling revenue, adding products, and managing wholesale channels. The entire audio of our conversation is embedded below. The transcript is edited for clarity and length.

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

Will Nitze: I am the founder and CEO of IQBAR. Our hero product is nutritional bars, but we also make IQMIX for hydration and IQJOE for instant coffee. Roughly 55% of our revenue is wholesale; our direct-to-consumer ecommerce site and Amazon account for the balance. We’ve raised just under $10 million since our launch 7 years ago.

Bandholz: How do you stand out in such a competitive market?

Nitze: The key is breaking down the competition into subcategories. In the protein bar market, the saturated category is animal-based ingredients. But when you focus on plant protein, low sugar, and clean labels, you can carve out a space with much less competition but still substantial. It’s about finding the uncompetitive niches within the broader competitive landscape.

I got into this space as a personal passion. I was dissatisfied with my software job and began exploring low-carb diets, eventually landing on keto. I was especially interested in brain food and noticed that, at the time, no one was offering ready-to-eat options. Most brain nutrition comes in pill or powder form. I launched a Kickstarter campaign that raised $75,000, validating the concept. From there, we pivoted based on customer feedback, focusing on protein and clean labels.

The brain angle is useful and differentiated, but it’s the deal closer, not the deal opener. People shop our products based on the protein count — where it came from and how complete it is — and then sugar.

Our strategy has been to expand the product line without cannibalizing our core bar product. Many brands extend their product lines in ways that compete with their existing items, like moving from bars to peanut butter cups. We wanted our new products — hydration and coffee — to complement our bars, aligning with our brain and body nutrition mission but not competing. We also considered shelf stability and ease of production.

Bandholz: You have just nine employees. How do you maintain such a lean team while scaling?

Nitze: Recognizing my weaknesses is essential. I’m not great at hiring, so I rely on a trusted circle. My wife is our chief marketing officer and head of ecommerce. I keep a close connection with everyone on the team. We use external agencies for pay-per-click ads, search engine optimization, and Amazon management. We work closely with these partners and our manufacturer to keep things running smoothly with fewer full-time employees.

We never commit to long-term agency contracts without an exit clause. Most agencies operate on annual terms, but we ensure we can leave with 30- or 60-day notice. We’ve worked with our Amazon agency for over two years; they know our business inside out. We implemented a bonus structure for them to incentivize performance. This deal worked well for both sides, as it aligns their goals with ours.

Bandholz: How did you develop your wholesale strategy?

Nitze: Again, our business will be 55% wholesale this year. We believe in an omnichannel approach, especially brick-and-mortar retail. Digital-first is essential for building credibility in the retail world. We can show prospective retailers data from our ecommerce site, such as the number of customers in their trade area. Brokers play a key role in retail growth, especially those connected with large chains, such as Walmart and Costco.

The key is to work with retailers who pay quickly. Amazon, for example, pays every two weeks. Beyond that, raising money is crucial. Some people idolize bootstrapping, but raising funds allows you to scale quickly. In the early stages, you need capital to fund inventory, which becomes the backbone of your business. Another key is having a high gross margin, which allows you to reinvest into more inventory. Ultimately, scaling up helps maintain cash flow.

Bandholz: Was it hard finding a manufacturer?

Nitze: It was a challenge. Our first co-packer — the company making the food and packaging and labeling it — was great for small volumes but couldn’t scale. Eventually, we switched to a co-packer that could handle higher volumes. This process was painful, as it meant quality control disruptions. But once we found the right partner, we could scale significantly. Now, we have a co-packer that can manage millions of units annually, and that’s been critical to our growth.

Bandholz: Where can people contact you?

Nitze: Reach me through our website, EatIQBar.com, or LinkedIn.

Protein Bar Founder Thrives in a Crowded Field

According to Will Nitze, founder and CEO of IQBAR, success in a competitive market requires finding its uncompetitive niches. He did that with his flagship protein bar, which is plant-based, low-sugar, and plainly labeled. That was seven years ago when he launched the company with a $75,000 Kickstarter campaign.

Fast forward to 2025, and IQBAR also makes IQMIX (hydration) and IQJOE (coffee). All promote brain health without competing against each other.

Will and I recently discussed his journey, from the initial capital raise to scaling revenue, adding products, and managing wholesale channels. The entire audio of our conversation is embedded below. The transcript is edited for clarity and length.

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

Will Nitze: I am the founder and CEO of IQBAR. Our hero product is nutritional bars, but we also make IQMIX for hydration and IQJOE for instant coffee. Roughly 55% of our revenue is wholesale; our direct-to-consumer ecommerce site and Amazon account for the balance. We’ve raised just under $10 million since our launch 7 years ago.

Bandholz: How do you stand out in such a competitive market?

Nitze: The key is breaking down the competition into subcategories. In the protein bar market, the saturated category is animal-based ingredients. But when you focus on plant protein, low sugar, and clean labels, you can carve out a space with much less competition but still substantial. It’s about finding the uncompetitive niches within the broader competitive landscape.

I got into this space as a personal passion. I was dissatisfied with my software job and began exploring low-carb diets, eventually landing on keto. I was especially interested in brain food and noticed that, at the time, no one was offering ready-to-eat options. Most brain nutrition comes in pill or powder form. I launched a Kickstarter campaign that raised $75,000, validating the concept. From there, we pivoted based on customer feedback, focusing on protein and clean labels.

The brain angle is useful and differentiated, but it’s the deal closer, not the deal opener. People shop our products based on the protein count — where it came from and how complete it is — and then sugar.

Our strategy has been to expand the product line without cannibalizing our core bar product. Many brands extend their product lines in ways that compete with their existing items, like moving from bars to peanut butter cups. We wanted our new products — hydration and coffee — to complement our bars, aligning with our brain and body nutrition mission but not competing. We also considered shelf stability and ease of production.

Bandholz: You have just nine employees. How do you maintain such a lean team while scaling?

Nitze: Recognizing my weaknesses is essential. I’m not great at hiring, so I rely on a trusted circle. My wife is our chief marketing officer and head of ecommerce. I keep a close connection with everyone on the team. We use external agencies for pay-per-click ads, search engine optimization, and Amazon management. We work closely with these partners and our manufacturer to keep things running smoothly with fewer full-time employees.

We never commit to long-term agency contracts without an exit clause. Most agencies operate on annual terms, but we ensure we can leave with 30- or 60-day notice. We’ve worked with our Amazon agency for over two years; they know our business inside out. We implemented a bonus structure for them to incentivize performance. This deal worked well for both sides, as it aligns their goals with ours.

Bandholz: How did you develop your wholesale strategy?

Nitze: Again, our business will be 55% wholesale this year. We believe in an omnichannel approach, especially brick-and-mortar retail. Digital-first is essential for building credibility in the retail world. We can show prospective retailers data from our ecommerce site, such as the number of customers in their trade area. Brokers play a key role in retail growth, especially those connected with large chains, such as Walmart and Costco.

The key is to work with retailers who pay quickly. Amazon, for example, pays every two weeks. Beyond that, raising money is crucial. Some people idolize bootstrapping, but raising funds allows you to scale quickly. In the early stages, you need capital to fund inventory, which becomes the backbone of your business. Another key is having a high gross margin, which allows you to reinvest into more inventory. Ultimately, scaling up helps maintain cash flow.

Bandholz: Was it hard finding a manufacturer?

Nitze: It was a challenge. Our first co-packer — the company making the food and packaging and labeling it — was great for small volumes but couldn’t scale. Eventually, we switched to a co-packer that could handle higher volumes. This process was painful, as it meant quality control disruptions. But once we found the right partner, we could scale significantly. Now, we have a co-packer that can manage millions of units annually, and that’s been critical to our growth.

Bandholz: Where can people contact you?

Nitze: Reach me through our website, EatIQBar.com, or LinkedIn.

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.