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Feb 22 2025

Merchant Cuts Revenue 60%, Profit Rises 25%

In 2023 Mathias Schrøder was stressed, burned out, and perplexed. He had scaled revenue on his Denmark-based clothing company, but bloated overhead meant little profits and even less free time.

“I felt lost, unable to fix our predicament,” he told me, “until I realized I was trying to solve the wrong problem.”

His solution was to scale down. He fired employees, lowered warehouse costs, and eliminated stagnant inventory. The result was 60% less revenue and 25% more profit.

He shared his journey in our recent conversation. The entire audio is embedded below. The transcript is condensed and edited for clarity.

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

Mathias Schrøder: I’ve been in ecommerce for about seven or eight years, working for Patina, my family’s clothing business, and as a consultant and developer. Before that, I had a short stint in finance as an analyst for an investment firm. I quickly realized that wasn’t for me — wearing a suit and tie and following orders.

One thing led to another, and in 2018, I joined my parents’ business, selling clothing for women 65 years and older. Back then, we were doing tiny numbers, around $300 to $400 a month. Fast forward to now, we operate online and in physical locations in Denmark, Sweden, and Germany, generating around $3 to $4 million annually.

We recently decided to lower our revenue to gain more freedom. The original concept was to load clothing into large vans, drive to retirement homes or other places where seniors gather, put on small fashion shows, and sell the clothes afterward. We still do that but are now focused on scaling back to have more control over our time.

Bandholz: What led you to that choice?

Schrøder: The decision started several years ago when my girlfriend and I vacationed in Thailand. I love running a business but realized there’s more to life. Plus, I was stressed, burned out, and not hitting the numbers we needed.

We had bloated budgets, excess inventory, too many employees, and a too-large warehouse. I felt lost, unable to fix our predicament until I realized I was trying to solve the wrong problem.

So I said to my girlfriend, “I have this crazy idea. What if we just fire everyone? Why do we keep trying to run faster?” I crunched the numbers in Google Sheets. I started deleting salaries, deleting warehouse costs, deleting X, Y, and Z. I quickly realized that we could decrease revenue without hurting profits.

That was the start of the journey. And it worked.

Implementing the changes took some time. In Denmark, we can’t just fire people, for example. By November 2024 we had completed most of the reductions. Our revenue that month was roughly $800,000, down from $2 million in November 2023 — less than half. But profits increased by 25%!

We killed 60% of the revenue and made a lot more money. It’s a lesson for all entrepreneurs. We should all take an honest look in the mirror and ask, “Why are we doing this?“

I have more time to work on projects I enjoy. For example, I’m launching an analytics app for Shopify stores called Kleio, inspired by the Greek muse of history, to help others manage their data at a much more affordable price. It’s a passion project, and I’m excited to share it with merchants who want a better understanding of their numbers.

Bandholz: Where can people follow you?

Schrøder: Our ecommerce site is PatinaMode.dk. It’s in Danish, and we cannot ship to the U.S., unfortunately. The analytics app is at GetKleio.com. I’m on X and LinkedIn.

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Feb 15 2025

AI Won’t Replace Creativity, Says Studio Founder

Matthew Gattozzi realizes creativity and efficiency often conflict. His firm, Goodo Studios, produces commercial content that attracts visitors and converts them into customers. It’s a creative process with time and budget constraints.

“It’s a balancing act,” he told me. “On the one hand, you need efficiency. On the other, creativity requires time and space to flourish.”

A former ballet dancer, Matthew first appeared on the podcast in 2021. In our recent conversation, he shared his firm’s content-creation strategy, client needs, and, yes, the impact of AI.

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

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

Matthew Gattozzi: I’m the founder of Goodo Studios, an agency that creates content to convert viewers into customers. We handle everything from photos and videos to advertising strategies across most platforms, including TikTok, Meta, and YouTube. We aim to understand who your customers are and why they buy and ensure the content speaks to them, ultimately driving revenue.

Businesses often chase trends, but we focus on core principles. User-generated and creator content has been popular for years, but we’re moving away from that a bit. I expect more brands will shift toward producing top-of-funnel content that’s engaging and shareable. The winning brands understand advertising fundamentals and ensure their content matches the medium rather than jumping from trend to trend.

Bandholz: What does content production look like?

Gattozzi: Traditional production often separates strategy from the creative process, which is a big mistake. In today’s environment, strategy and production need to be intertwined. We start with a creative strategy to figure out who your customers are and why they’re buying. There must be a clear reason behind every piece of content you create.

From there, we plan the shots to minor details, whether video, photo, or ad content. We source the right talent, location, and props. By the time shoot day arrives, the planning makes the execution much more manageable. Post-production, such as editing, becomes smoother with proper planning. Depending on the available resources, you can approach this at any scale, but the steps remain consistent. The key is that strategy and production are now more integrated than ever.

Bandholz: How long does it take?

Gattozzi: It’s a balancing act. On the one hand, you need efficiency. On the other, creativity requires time and space to flourish. The rise of AI has brought a focus on efficiency and volume, but sometimes, the best ideas come from taking time to be creative, even in moments of boredom or inefficiency.

As a leader, I often navigate this tension between getting things done quickly and allowing space for creativity. You can easily produce several decent scripts in a day, but sometimes it’s worth spending more time to develop one great idea. That’s where the magic happens. The challenge is balancing efficient production and letting creative ideas marinate. Often, the best content comes from exploring those inefficiencies.

Bandholz: What’s your initial strategy with clients?

Gattozzi: It depends on the brand’s stage and resources. For early-stage companies, establishing product-market fit is about testing many messages. Those companies should create more content, take multiple shots, and learn what works. Investing in a single, high-budget video at this stage could be risky.

As a company grows, what got them initial success may not be enough to reach the next level. Their content approach needs to evolve. Once they have a solid product-market fit, brands can take more significant swings with more ambitious content to reach new audiences. That’s where we come in. We offer creative diversity once a brand has validated its product and message.

Smaller, creator-driven content still has value, but the production limits of shooting with just a phone or on a tight budget constrain creativity. With higher-end production, your possibilities are endless. You can execute almost any idea when you have the right equipment, team, and budget, which we specialize in.

Bandholz: Do you create organic content for social media?

Gattozzi: We do a bit, but it’s not our primary focus. Most clients come to us for customer acquisition and seek new ways to engage audiences. Once it finds its initial product-market fit, a brand needs to scale and reach broader audiences. That’s where we come in, helping brands build the right messaging to grow. We’ll work with in-house marketing teams to help them get that next level of traction.

Bandholz: What content trends should merchants be aware of in 2025?

Gattozzi: AI is a hot topic, and there’s a lot of buzz around it. My advice is to be cautious and purposeful with its use. There’s no need to rush to adopt the latest AI tool because it’s trendy. Focus on tools that genuinely help enhance creativity and communication.

AI is already part of our daily lives, and while it’s a powerful tool, it’s not magic. A good ad won’t succeed because it uses AI. The technology should support the creative process, not replace it. Use the tools that fit your goals and push your ideas further.

The excitement about AI should be balanced with practicality. Use it to elevate creative output without sacrificing the human connection that resonates with audiences.

Bandholz: Where can people follow you, get in touch?

Gattozzi: Our site is GoodoStudios.com. We’re also on YouTube. I’m on X, LinkedIn, Instagram, and TikTok.

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Feb 8 2025

Bento Elevates Ecommerce Email Marketing

Jesse Hanley is a self-taught developer and marketer from Australia who lives in Japan. He launched Bento, an email service provider, in 2018 after managing campaigns from his marketing agency.

He says Bento is an artisanal provider, akin to a high-end coffee shop. He aims for self-funded growth and quality customers who seek excellent email deliverability.

He and I discussed those goals and more in our recent conversation. The entire audio is embedded below. The transcript is edited for length and clarity.

Eric Bandholz: Tell us what you do.

Jesse Hanley: I run Bento, an Australia-based email service provider operating from Kyushu, Japan. We’re like a local artisanal coffee shop compared to big players such as Klaviyo and Mailchimp. Our focus is ecommerce and SaaS, offering personalized service.

Before Bento, I ran a marketing agency, where I encountered email service providers and got more involved in marketing automation. After selling the agency, I fully transitioned to Bento. It’s been challenging, but the simplicity of the business surprised me. If we provide good service, clients are eager to switch to Bento because they want to be heard and treated well. I aim to grow Bento, stay self-funded, and ensure excellent deliverability to attract good customers who follow best practices.

Bandholz: How do you distinguish your brand from giants like Klaviyo and Mailchimp?

Hanley: We focus on deliverability and user experience. I built features that I wanted from my own email marketing experience. For instance, we offer batch sending, which allows users to send large campaigns over several days. This helps ISPs assess the reputation of emails.

If they make mistakes, users can pause a campaign, fix it, and resume without stress. Bento also includes built-in protections against list bombing and spam, plus an API for email validation. Unlike larger providers, Bento aims to offer a more relaxing, streamlined experience. Customers often find Bento easier to use than competitors, especially as we’ve improved the platform in the last two years.

Bandholz: We’ve used Klaviyo for 10 years. Moving seems like a huge process. What’s it like to switch platforms and recreate all emails, campaigns, and automation?

Hanley: Switching depends on the complexity of your automation. Basic flows like welcome emails and abandoned cart sequences are easy to migrate. For more complex setups, my team can help move everything over. The biggest challenge is integrations. If you rely on third-party tools, Bento may not support them all, but there are often alternatives.

Once the data flows into Bento and automations are set, it’s a smooth transition. The key is ensuring essential integrations are in place before migrating.

Bandholz: What are some of the best deliverability practices for email marketers in 2025?

Hanley: Start by getting the basics right. Ensure DNS records include SPF and DKIM so emails come from your domain, not the provider. It’s crucial that all content aligns with your brand to avoid issues with spam filters. You want to ensure images and tracking URLs are hosted on your own domain to prevent flags from shared resources.

While IP reputation still matters, it’s less of a concern if you follow best practices and avoid sending unsolicited emails. A dedicated IP helps avoid sharing a pool with potentially risky users, especially for larger brands.

Issues often arise from sign-up forms that aren’t secure, leading to spam sign-ups. It’s common for businesses to unknowingly email a large number of invalid subscribers, which harms deliverability.

Clean your lists regularly to remove non-engaged users and watch for spikes in sign-ups, especially from unsecured forms. For this reason, we take extra steps to secure forms and limit spam at Bento. Implementing double opt-ins can also help ensure the legitimacy of sign-ups. With these steps, businesses can improve list quality and optimize email marketing strategies.

Bandholz: What’s on the roadmap for Bento?

Hanley: My goal is to keep improving and address customer needs as they arise. Most days, I wake up, see what’s trending, and work on what inspires me. Recently, I worked on flow automations. Today, I’m focused on a preference management system for the unsubscribe page, letting users easily opt in or out of lists.

One feature I’m building is an in-depth CRM to help businesses like Beardbrand manage customer types, such as wholesalers. Another project is a landing page builder for creating opt-ins. Outside of that, I want to continue improving email marketing and automation.

Bandholz: How can listeners sign up for Bento or reach out?

Hanley: Go to Bentonow.com. On X, @Bento. My personal X handle is @JesseTHanley.

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Feb 1 2025

Northern Ireland Key to E.U., U.K. Fulfillment

Before Brexit, merchants could sell cross-border into the U.K. and mainland Europe with relative ease. Both belonged to the E.U. It’s now more complex and expensive, with separate customs and taxes for each region — unless the shipments come from Northern Ireland.

Through a Brexit exception, fulfillment companies (and merchants) in Northern Ireland can ship to the U.K. and the E.U. with fewer complications. It’s been a boon to John Heenan’s Belfast-based 3PL, The Distribution Solution.

I met John years ago, pre-Brexit, when Beardbrand sold products in Europe via his company. We reconnected for this episode. He explained the nuances of selling internationally in the U.K. and the E.U. and how to streamline the process.

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.

John Heenan: I own a fulfillment business in Belfast, Northern Ireland, called The Distribution Solution, or TDS. We’ve been in business for 20 years. Before that, we were Travel Distribution Services, distributing printed travel brochures. Over the years, as the internet grew, we transitioned into ecommerce.

A big advantage of being in Northern Ireland is that, due to Brexit and the rules for Northern Ireland, we can trade in both the U.K. and the E.U. without customs complications.

When the U.K. voted to leave the E.U., the situation became complex for Northern Ireland. Being part of the U.K., we still maintain a border with the Republic of Ireland, which belongs to the E.U.

Northern Ireland remains in the E.U. customs union to avoid physical borders, which means businesses can operate freely in both markets. This is a huge advantage, as it allows companies to trade seamlessly between the two regions without dealing with customs duties or additional regulations. Companies not based in Northern Ireland would need separate fulfillment centers in the U.K. and the E.U.

Bandholz: Have new fulfillment companies emerged in Northern Ireland?

Heenan: There have been a few smaller, local operators. The larger corporations have hesitated due to political instability, including the collapse of Northern Ireland’s Assembly for nearly two years. Big companies tend to avoid places where political uncertainty exists. Despite that, some local entrepreneurs have capitalized on the opportunities. Becoming a fulfillment company isn’t as simple as owning a warehouse. The software and compliance requirements are substantial.

Within the U.K., you must register as a fulfillment house, which means adhering to various regulations. The U.K. government, for instance, inspects fulfillment companies to ensure value-added tax compliance.

In the E.U., VAT is around 20%, which applies to most ecommerce sales. Before Brexit, many sellers imported products from China and avoided VAT by slipping goods into the E.U. through local postal services. It created an unfair advantage, and local businesses in Europe complained. Every fulfillment house must now report customer details, including VAT registration numbers, to the authorities to ensure payment of taxes.

Bandholz: How should American businesses approach those challenges when selling in Europe?

Heenan: The process can seem complex, but it’s manageable if you take the time to set things up correctly from the beginning. We work with accountants to ensure everything is in order, such as getting an Economic Operators Registration and Identification number — “EORI” — for importing, exporting, and registering for VAT. Once that setup is complete, it’s relatively straightforward. Europeans love bureaucracy, so you need to embrace it like a checklist. We guide you through the necessary steps.

The setup process can take a couple of months. But once everything is in place, it’s smooth sailing. You can’t start shipping goods without a VAT number because you need it to reclaim VAT on imports. For example, if you import £1,000 of goods and pay £200 VAT, you can reclaim that VAT against your sales.

Bandholz: What fulfillment costs and timelines can brands expect when shipping from Northern Ireland?

Heenan: There are a lot of variables, but I’ll give you rough estimates. You’re looking at around $2 per shipment for picking and packing. Shipping costs depend on factors like weight and location. For example, within the U.K., small packages can cost around £3-£4 [$3.75-$5] to ship and usually arrive within 48 hours. Shipping to Europe can range from £8-£12 [$10-$15]. One advantage of being in Northern Ireland is that shipping to the Republic of Ireland is much cheaper than other parts of the U.K. or Europe.

Bandholz: How do you typically bill American companies for fulfillment services?

Heenan: We bill in pounds sterling. However, it’s not much of an issue for American clients because they’re selling in either sterling or euros in Europe, which offsets the need for constant currency conversions. That said, the strong dollar could make it advantageous for some American companies to convert.

Costs in Europe are significantly higher than in the U.S. Labor costs, for instance, are about 50-100% higher. By law, employees get at least five and a half weeks of paid leave annually. However, companies selling in Europe can often command higher prices to offset those costs. We have clients who buy certain goods in the U.S., but after factoring in exchange rates, duties, and taxes, the final price often evens out.

Bandholz: How can people get in touch with you?

Heenan: Our website is TheDistributionSolution.co.uk. You can contact me there. I’m also on LinkedIn.

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Jan 25 2025

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.

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Jan 25 2025

Protein Bar Founder Thrives in a Crowded Field

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

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

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

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

Bandholz: How did you develop your wholesale strategy?

Bandholz: Was it hard finding a manufacturer?

Bandholz: Where can people contact you?

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

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Jan 18 2025

Shopify Pro on Themes, Upgrades, Ecosystem

Kurt Elster launched his ecommerce agency in 2009 and his first Shopify store in 2011. His “Unofficial Shopify Podcast,” which he started in 2014, is now required listening for that community of merchants, developers, and vendors.

He and I recently discussed the state of Shopify — themes, upgrades, user engagement, and the overall ecosystem.

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

Eric Bandholz: Tell our listeners who you are and what you do.

Kurt Elster: I run an agency called Ethercycle. We specialize in Shopify migrations and custom themes. Additionally, I’ve developed a few Shopify apps and host “The Unofficial Shopify Podcast,” which has over 600 episodes.

I’m a longtime Shopify partner. I’ve worked with that platform since 2011 when I built one of the earliest stores with a custom theme. It was a learning process, but Shopify’s ease of use and support immensely helped.

Bandholz: What’s keeping Shopify ahead of the curve?

Elster: Two things stand out. First, Shopify focuses on quality-of-life improvements. The latest update included features that make the platform better and easier to use. These subtle improvements add up to a smoother experience, which is always welcome.

Second, they’ve started engaging directly with users who offer criticism, embracing the “hug your haters” mentality. When users voice a problem, they often hear from product leads genuinely interested in solving it. I’ve seen this happen with others in the community, and it’s clear that Shopify is paying attention and making changes based on feedback.

Shopify has always valued its partner community, but now it’s pushing toward an even more user-friendly platform. It’s a smart move that keeps them at the forefront of ecommerce.

Bandholz: What are some recent updates?

Elster: Shopify’s native bundles app is a reason to modernize themes. It works seamlessly without messing up your inventory. Another major update is the increased variant limit. Previously, Shopify limited products to 100 SKUs. That was restrictive for products with multiple variants, such as sizes and colors. Now, they’ve doubled that limit, which a theme needs to support. While you could have a developer customize it, it’s better if the theme handles it directly.

Themes are also faster, thanks to improvements in Shopify’s infrastructure and coding practices. My firm is doing less custom coding than ever — with better results. Avoiding custom code in a theme makes updates easier.

Updating a customized theme in the past was a lengthy process, but now, customizations can carry over with the updates. Shopify’s theme editor has become so advanced that it works like a landing page builder.

Many store owners ask me which landing page builder to use, but the Shopify theme editor does everything you need. You can create highly customizable pages with a good theme without much effort.

Apps also integrate more cleanly with themes now. They don’t cause the chaos as before, and turning them on and off is easy.

So the Shopify ecosystem is in a much better place.

Bandholz: Do you prefer established themes or developing your own?

Elster: We generally pick trusted themes from the Shopify theme store. They are well-coded, and developers often reuse code and approaches, which makes them reliable. From there, we customize sections or templates as needed. We get a feature-rich Shopify theme that’s future-proof and flexible but with the custom look and branding the client wants. The theme store’s strict quality control is excellent because it ensures the themes are solid. I advise clients to avoid themes outside the official store because they are more problematic.

Free themes are also a good option for simplicity and focus. If you want more configurations, though, paid themes offer tremendous flexibility. Paid themes are a bargain when you consider the amount of code you get for a few hundred dollars.

Bandholz: What are your recommendations for ADA compliance?

Elster: I’m not a lawyer or an accessibility expert, but I’ve seen the lawsuits. In many cases, ambulance chasers file claims repeatedly until they win. Unfortunately, these lawsuits don’t always help people with disabilities and are often harmful to small businesses.

Websites should be accessible, but defining what that means is challenging. Screen readers are difficult to use, and ecommerce sites are content-heavy. Making them fully accessible is complicated. Some tools and services can help, but operators need to be aware of the risks and take steps to improve accessibility wherever possible. It’s a tricky issue because compliance can be subjective and difficult to achieve perfectly.

Bandholz: Can you think of an innovative Shopify seller that others could look to for inspiration?

Elster: One client that comes to mind is Montana Knife Company. They’ve grown rapidly, primarily due to storytelling. They had supply issues during the pandemic and couldn’t get enough steel, so they started launching limited-edition products every Thursday. They’ve stuck with that model, and it’s been incredibly successful — they sell out almost instantly every time. On Black Friday, they sold out within minutes. Their products aren’t cheap either; for example, a three-knife set costs over a thousand dollars.

The key to their success is pairing a good product with excellent storytelling. They treat each product drop as a launch event, with new branding, dedicated landing pages, and matching apparel. This process creates excitement and a strong brand identity. They’re now building a new facility in Montana to become a major player in the knife industry, competing with household names.

Bandholz: Where can folks follow you?

Elster: Our agency is Ethercycle.com. Look for “The Unofficial Shopify Podcast.” We publish a new show every Tuesday. I’m @Kurtinc on X.

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Jan 11 2025

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.

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Dec 28 2024

Ecommerce SEO Pro on AI, 2025 Tactics

Jeff Oxford’s initial attempt at ecommerce was selling dropshipped beer pong tables in 2013. The business, he says, didn’t survive, but his love for optimizing organic search traffic did. Thus began his SEO career and the launch of 180 Marketing, his agency.

Fast forward to 2024, and Jeff is an ecommerce SEO authority. Link building was on his mind when he appeared on the podcast in 2022. He now advises engagement — getting folks to click an organic search listing and consume the page’s content — and reminds merchants that AI search has helped ecommerce rankings.

He and I discussed those tactics and more in our recent conversation. Our entire audio is embedded below. The transcript is edited for clarity and length.

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

Jeff Oxford: I’ve been an ecommerce SEO nerd for 13 years. I got into it by trying to start my own dropshipping sites, like selling beer pong tables or 3D printers, but things didn’t go as planned. That’s when I fell in love with search engine optimization, particularly for ecommerce websites, and I’ve stuck with it. SEO can be complicated, but at its core, it’s about a few key activities to help sites rank better.

If you’re looking to rank well in 2025, user engagement is crucial. Google determines whether visitors click on your site, stay, or quickly hit the back button. User engagement is a strong signal for rankings. You could have a perfectly optimized page, but you won’t rank well if people aren’t staying.

Google’s data leak earlier this year confirmed what many SEOs suspected — user engagement plays a significant role in rankings. SEO practitioners theorize that Google collects data from Android devices and Chrome to assess how long people stay on a site, influencing rankings.

Bandholz: How do you protect against bots that attempt to manipulate engagement data by visiting and bouncing off competitor sites?

Oxford: The click-through rate on search result pages is a major ranking factor. More clicks should increase rankings. Rand Fishkin, a prominent SEO expert, demonstrated this with live experiments in which people clicked on a site and boosted its ranking from 5th to 1st or 2nd in real time.

But manipulating the click-through rate via bots isn’t that easy. Google has advanced technology to detect fake clicks, primarily to protect its ad system. Google monitors patterns, IPs, and behaviors. So, if you tried to flood your site with bot traffic, Google would likely detect it. Some people use platforms such as Mechanical Turk to pay for manual clicks, but making the pattern look natural is hard. Spikes in traffic are red flags, and Google uses pattern recognition to detect anomalies.

Bandholz: With AI evolving, how can companies detect if competitors are using malicious AI tactics?

Oxford: Negative SEO attacks were a more prominent issue before 2014. Back then, bad backlinks could penalize a site, and competitors could build spammy links to hurt you.

However, in 2014 Google changed its approach. Instead of penalizing sites for bad links, they devalue or ignore them. The same applies to click manipulation. Google can’t always tell if the click manipulation is from the site owner or a competitor. It’s more about neutralizing the effects rather than handing out penalties.

Bandholz: What are some tactics for increasing click-throughs and dwell time?

Oxford: Dwell time is easier to control since it depends on the user experience. To improve it, focus on fast page loads and usability. Basic conversion rate optimization techniques, such as A/B and usability testing, can help keep visitors engaged.

To increase branded traffic, though, it’s more about good digital marketing than manipulation. If you’re running strong branding and marketing campaigns, your branded search traffic will increase naturally. You might run Facebook ads, sponsor events, or create content. Branded search is a symptom of good digital marketing, not the direct goal.

Bandholz: Is there still an opportunity for bottom-of-funnel SEO strategies to capture sales for people searching for products?

Oxford: Absolutely. Backlinks still work surprisingly well despite many thinking they’re dead. Most of the top-ranking sites still have backlinks. For ecommerce sites, getting backlinks to category pages can help with rankings. Google confirmed this in its algorithm leak — backlinks remain a confirmed ranking factor.

It’s harder to get backlinks today than it was 10 years ago. Back then, we could send bulk emails to journalists and get backlinks quickly. But now, bloggers know their value. They’re more likely to ask for money in exchange for backlinks. However, ecommerce sites can still build backlinks through product reviews. You can contact bloggers, offer free products for honest reviews, and earn backlinks.

Bandholz: What else should entrepreneurs and operators consider when improving their SEO?

Oxford: Besides engagement metrics and link building, optimized content is essential. Many ecommerce sites overlook category pages and have only a product grid and a heading. Adding 200 to 300 words of relevant content, discussing the benefits of products, target audience, and usage tips can help these pages rank better. You don’t want fluffy content. Instead, focus on helpful information for potential buyers.

Bandholz: How much should brands budget for optimal SEO?

Oxford: It depends on your niche. In a competitive space like weight loss supplements or CBD, you’re looking at tens of thousands of dollars a month. For less competitive niches, $2,000 to $3,000 might suffice. For ecommerce sites with seven or eight figures in annual revenue, a budget of $3,000 to $8,000 per month is typical. Most of the budget will go toward link building, content creation, and technical SEO.

Bandholz: What other trends do you see in the ecommerce SEO space?

Oxford: Many merchants panicked over artificial intelligence, worrying it might take market share from Google or hurt SEO. But AI has been beneficial for ecommerce sites. Google recently cracked down on low-quality affiliate blogs trying to rank for “best of” keywords, wiping out around 90% of these sites. Now, ecommerce sites are benefiting as they’re absorbing a lot of this traffic.

Google is prioritizing brands over generic affiliate sites. Ecommerce brands with physical locations, verified reviews, and a trustworthy presence get favored in rankings. So, if you have an ecommerce site, blogging will be more impactful now than ever.

Bandholz: Where can people learn more?

Oxford: Our website is 180marketing.com. I’m on LinkedIn.

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Dec 21 2024

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.

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