if i had to build a subscription brand from scratch again

[00:00:00]What's up, guys? Let's talk subscription. Let's talk consumable. I know everyone loves these brands and they want to run a subscription brand.

[00:00:07]They want MR. It's a flashy thing. It's all over YouTube. Um, I have learned a lot of lessons in this space. And the other day I was thinking like, man, how about I just conceptualize all of my learnings and lessons running these types of stores and create like a blueprint um with all these lessons to help people. Um, [snorts] so if you're looking at getting into this space, watch this video. Um, let's just start off with a quick quick background about myself. I started off in branded drop shipping on Shopify eight years ago. So, I was branded drop shipping for like 5 years and then about three years ago, I got into fully custom brands. Um, I launched a brand that was fully custom from scratch off the bat. Over time, we found ways to do it cheaper. But I've been in skincare, supplements, topicals, all of this good stuff. Um, and I also have done so successfully, right? So, I've learned a whole lot of lessons and I want to share them. Um, and I'm still learning. I'm fired up for this video.

[00:00:58]Um, but you know, I can't imagine two years from now, I'm constantly always wanting to not just learn, but share these learnings on YouTube. So, um, product and sourcing, we're going to cover that today. Do you find a product or problem? Product quality, where do you source? We're going to go over offer and funnel architecture. We're going to go over creative. We're going to go over launch and channels. And then once you find proof of concept, how do you actually scale the brand? So, let's just start off in product and sourcing. This is very important. It all obviously starts with the product. Now the first question is do you find the product or the problem first? Well, guess what guys, both of these work? Both of them work. You can find the product first or you can find the problem first. I've done so both successfully. Now, how do you find the product? If you're doing the product first, what does this look like? Well, number one, you can go on Trustpilot. So, you can go look at multiple brands. You can go under, you can see similar brands. If a brand has a lot of Trustpilot reviews coming in constantly, they are scaly, right? That is proof of concept in and of itself.

[00:01:55]You can look at the Facebook ad library.

[00:01:58]I've been doing that for eight years. It works. You can look at Google Trends.

[00:02:01]You can look at the product opportunity explorer in Amazon. And you could also open your damn eyes. I always say this in videos. You're going to see so much about like trend track and all these spy tools because they are paying YouTubers and people to push them. But get creative. That is so important.

[00:02:16]Literally like this store right here.

[00:02:19]The way that I found this product and built this brand was by opening my eyes.

[00:02:23]I saw an opportunity one day and I was like, "Wow, this is cool. I see my edge here. I'm going to pursue this." And boom, I built the brand and now it's a store that I'm still running to this day. Um, open your damn eyes. Now, here's a very important one. And disclaimer, do not misinterpret what I'm saying right now. You want to, if you are a beginner, and I mean beginner, you want to find something that's validated but ideally not scaling too hard. Now, listen up because I know you have probably heard people say, "I won't test something unless it does a million visits a month or 500k visits a month."

[00:02:58]Well, typically these are very good operators that have leverage. So, I'm all for going into spaces that are already very validated. I'm all for that. But that works for people that are very good at writing copy. They've probably done millions of revenue. They have a background. They have leverage.

[00:03:16]They're good at making creative. And that's what that works for. Like these are the type of people that works for.

[00:03:22]Um I know a guy that will only go into a super saturated space, but he is one of the best marketers I know, right? So if you are a beginner, I don't necessarily think that's the best way to approach it. I think you should be finding stuff that's validated, but you can actually still compete and win market share because if you are a beginner, you don't have leverage, you don't have a team, you don't know how to make good ads, you don't have a good product, right? So, you want to be competing with people that have still validated the product, but there's fewer players in that space and you can actually come in and compete, right? You don't want to be coming in and competing with a guy that's doing a million dollars a month, has a team of five or eight people and has done tens of millions of dollars in revenue, right? If you are a beginner, those are my thoughts on that. I think if you're fairly new to the space, find a pocket that you can kind of own. It's still validated, but you can kind of own that pocket, that customer, that angle, etc. Um, so hopefully that makes sense.

[00:04:20]That's my experience. I think a lot of guys will tell you to go into super saturated, validated niches, but a lot of the guys that will tell you that they should because they're really good marketers, but you maybe shouldn't, right, if you're newer to the space. Um, next, you want to find something that bundles well and that people can run out of monthly. This is super important.

[00:04:39]Now, the reason I say monthly is because I hit a couple landers in stores all the time where I look and I'm like, wait, why is this guy here? Let me go there.

[00:04:50]Okay, so for example, someone will be selling like chapstick or a lip gloss.

[00:04:54]Now, maybe this lasts for eight months, 12 months, like a year, and they're doing a monthly rebuild and they're wondering why their churn is so high and why this brand is not working because number one, you have to sell a product that people can actually use monthly, like they can run out of it monthly.

[00:05:09]Typically, this is supplements for the most part. Topical is a little bit harder here. Um, but this is very important. Next, you want it to bundle pretty well. Ideally, if multiple people in the household can use the product, that's pretty good because you can position it semideently um where multiple people can be on a monthly subscription. You have to do this smartly. Don't run like a buy two get two free and then you have a 30-day rebuild and wonder why your churn is terrible. Um but hopefully that's another lesson right there. Most importantly, very light. Um light light.

[00:05:40]Do not sell. Um, just from my experience, consider weight because your lifetime economics are the key. So, let me give you an example. If [snorts] your product costs $15 to ship and your customer stays three times on average, that would be $45, right? Now, what if you instead have a lighter product that costs uh $10 to ship, right? And they stay three times, it's $30. you are saving $15 in profit over the lifetime value of that customer because you have literally just selected a product that makes more sense economically. So really consider that. Um I can give you an example like if you sold a thing of soap, right? And you know you can sell it for $20 like this soap is very heavy.

[00:06:25]It's a liquid. It's a fluid. It's very heavy. Always think about weight when you're selling consumables. Because if a customer stays three times, every dollar that you save on that shipping because your product is ideally light and small, that's more profit going into your pocket over the lifetime value of that customer. Next, the product should get better quarterly. I think this is important. This is something that I'm always trying to work on. I've always been a advocate for having really good product and doing what you can to get there. Um, this doesn't mean everyone's going to have the best product of all time right off the bat, but the irony of this model is that so many people want subscription and MR and 99.9% of them have a product, right? Like that's the irony and the way that the model works is by having the best product. So that is the irony here. Your product try to make it better according quarterly.

[00:07:17]If you can increase the quality of maybe your pouch or your packaging or switch to a better ingredient or you can switch to a better mechanism on your capsule itself, like try to improve the product time and time again because your product is what makes this whole model work. So I understand early on you're not going to have a bunch of leverage and capital to invest into product, but as you find proof of concept and scale, make that a priority as you scale. Next problem in avatar first. So what if instead of going to find the product first, you actually go and just find your customer first. Um you can start with small pockets. Make something specifically for them. So this is what I was talking about earlier. I think you know if you're a really good marketer, go into markets that are validated where you can just take a tiny, you know, portion of that of that market. Um, but if you're a beginner, you will have better probability and chances initially when you're not that good of a marketer going in and and and serving small pockets and making things specifically for certain groups of people. I'll give you an example. I literally just thought about this like as I was making this mural board. So guys, this is not that hard.

[00:08:22]Um, redheads, people that have red hair, two to six% of the US population is redhead, right? So, why has no one made a product for red heads? There you go.

[00:08:34]Right. There's a massive like a fairly large TAM right there. And that's just in the US. Call it maybe 4% of the US has red hair. Why does no one make hair care just for red heads? Why does no one make a supplement just for red heads?

[00:08:46]Why doesn't any like this is kind of where we have kind of had success and what I've seen work, especially for people coming into the space that don't have leverage. This is really cool. I want to like pursue this um but I'm not going to. Um but maybe someone has an idea right there. Um and you can get creative, guys. Like use AI, open your eyes, find the gaps, and start serving kind of a small um a small audience because let's put it this way. If you have a $50 AOV on subscription and you get 2,000 active subscribers, you are at $100,000 a month in monthly recoccurring revenue. All you need to do is get 2,000 redheads to be on subscription for your product and you're at 100K MR. So, um, yes, you know, ideally as you scale, you want to open up your TAM, but I think you're going to have far more success initially when you start by speaking and creating a brand for that specific person or if you have more of a broad product, start by scaling that specific pocket or angle and then as you scale, you can kind of expand outward um and reach larger TAMs like kind of Grunes.

[00:09:51]Now, if you look at their ads, it's like they speak to everyone essentially, right? Yes, they have creative for like specific batches of people, but their positioning is so broad um and so on and so forth. Um next, you work backwards.

[00:10:02]So, once you found your person, for example, maybe um a supplement for red heads, then you engineer the product and formula for them. So, I would go and find maybe the three vitamins that redheads are um deficient in specifically, and then maybe I'd build that formula around them, right? So, um the science must be there. If the science is not effective and the product cannot be effective, you will not scale.

[00:10:22]You will not have a really good lifetime value which is the thing that drives this model in general. So that is also very important. Once you engineer the product and formula, do so around the science. The science has to support what you are selling and the [snorts] angles that you are you know essentially targeting. Now we get to sourcing. Um I usually recommend this is like how you can do so. Lindly Alibaba to start right you can find anything any factory on Alibaba. You can explore USA at scale, right? So once you find scale and proof of concept, you can switch manufacturing over to the USA, but it may not be necessary. Um, you can a lot of these raw materials of USA supplements are made in USA. All the raw materials are from China and they're capsulating the product in the USA, right? You can still source incredibly good ingredients in China. And I mean really, really, really good. The only thing that's different, the formula can be just as good, if not better than anything you're getting in the US because all the raw materials are coming from there to begin with. The only difference is where it's literally capsulated is the country, right? Um, but that's for a supplement. Um, you get the point though, like you don't need US manufacturing right off the rip.

[00:11:30]Run lean, find that proof of concept. As you begin to scale, you can improve the product quarterly like I have here, you know, and and go from there. um you know maybe at scale get the USA factory get the USA manufacturing um you know so that's always an option try to build the moat with minimal upfront investment um private label is probably not going to be an ideal situation here when you're testing something like have that custom identity have that custom brand off the rip um because consumers are not stupid I have seen um situations of yeah just like private label um you know starting to work but then people kind of get stuck from there so um Yeah. Next, cut out your agent on product. This is very, very important. I hate to say it. Your agent probably would hate for you to watch this video, [laughter] but cut out your agent on the product itself. The leverage for your for for them is like the 3PL and the postage, right? So, you can use your agent as a 3PL, but don't leak margin on the product because if your agent is making, you know, 50 cents or 70 cents per unit on product, that's not great at scale.

[00:12:35]Go directly to the factory. Go directly to the factory. get them on WhatsApp, build that relationship directly with the factory. Now your agent is no longer getting margin on product. They are actually only just getting margin on on postage, right? So you can just leverage them as a 3PL at that point. Once your proof of concept is reached, build the relationship. Leverage over your com your competitors will come in um payment terms, improving product, etc. So this is very very important. I talked about this um I was in China actually a few months ago and I talked about this like building that relationship with your factory or with your agent etc is everything. This is leverage. This is potentially just as much leverage as you have on the creative side. Everyone thinks creative is the way to scale.

[00:13:17]Yes, it is great. Creatives are awesome and that's kind of what fuels the fire for scale. But there's leverage in other places that people aren't thinking about. Payment terms. If you have better payment terms than your competitors, you have better cash flow. you can outscale them on that side. If you have a better product, if you're constantly going to China or constantly going to your factory in the US and you're constantly trying to improve your product, you have better LTV, you can bid more in the auction and you can outscale your competitors. All of these things are leverage, right? Now, let's get into funnel, offer and funnel architecture.

[00:13:49]Um, let's just start with the lever and then the common mistake and the simple implementation and why it matters. So, let's start off with offer. Common mistake, you assume that a buy one get one free is the best. Economically, it's one of the worst offers. I'll tell you why. Yes, you might have a slightly higher AOV, but guess what? Your average cost of goods is probably doubling because you are fulfilling more units per order. So, what you what the goal is is to have the highest AOV with the lowest average cost of goods and the lowest units that you're fulfilling per order. You want to have the highest gross margin on that particular offer.

[00:14:25]So, everyone thinks BOGO is the best.

[00:14:27]It's economically like one of the worst offers actually. Um, and especially with subscription, if you're running a boon subscription, you're going to have churn because you're sending someone two bottles or three bottles in the first month and then you're rebelling them right after. It does not make sense.

[00:14:42]Next simple imple implementation like test quantity breaks, guys. If you don't know what a quantity break is, look it up. It's very simple. You're just deducting a specific like price per unit as they bundle up. test offers that are probably more simple, have high AOV and low average cost of goods. Another big thing for me is like I thought that I had to run this flashy offer like Marsmen or Everyday Dose and give all these super cool gifts. Well, guess what? That's always sometimes confusing for the consumer. Simple offers perform very, very well. So, consider that.

[00:15:17]Don't get me wrong, test everything.

[00:15:18]That could work very well for you. Also, consider this. When you have a US3PL, you are paying a pick and pack fee for every skew that you are fulfilling. If there are four physical products going into each order because you have your hero product and three gifts, like you are also getting charged for every single item that they're picking and packing and adding in that order. So, um, free gifts and all that stuff. Like, it's great. Test it, but sometimes simple scales and like try to find, you know, the highest AOV with the lowest average CC. Why it matters? BOGO turns harder typically. Um, and yeah, there you go. So, next, subscription verse onetime purchase. This is great. This is great. Um, common mistake. You assume that MR is the best thing ever because you watch YouTube videos about it. That actually may not be the case. I can tell you personally that we have had a situation where we could have scaled probably drastically like to insane numbers in the first month of a new brand and if we would have just kept running on one-time purchase like we would have scaled much harder. So MRR is not always the best model. Just because everyone is running subscription and MR that is not the best model to run. This is a very important challenge. This is something that you should test. You should look at your cash. You should look at your CPA onetime purchase for subscription. You should also consider that you can still run onetime purchase and have amazing repeat customer rates.

[00:16:40]And um yeah, but this is super important guys. Like no one will tell you this, but what if you didn't run MR? What if you didn't run subscription? How different would things be? Just consider it.

[00:16:53]Also, your payment processing wouldn't be at risk. You're probably running subscription and have a product and your whole model is relying on your LTV and your LTV will be bad because your product's probably bad. Just consider all these things. If you're scaling on one-time purchase initially, consider staying onetime purchase. Just consider it. Test it. Again, it's just a recommendation or something to consider.

[00:17:17]Um, first order margins initially are going to be better on one-time purchase.

[00:17:20]You're going to have much higher AOVs and you could probably scale much quicker initially.

[00:17:26]Just a thought, guys. Test it. Traffic and bridge pages. Um, not considering your unique architecture edge. Um, so what do I mean by this? If you have competitors that are running your same angle or in your same category, consider where your edges. How can you innovate on the architecture of the funnel in general? For example, we've had a lot of success and I've personally seen a lot of instances where maybe a competitor is crushing it and they're only sending traffic to a product page, right? We know that we potentially have a nice edge by running an advertorial that then funnels into the product page or by running a quiz that then funnels into the product page. Consider the unique funnel architecture edge. This can also tie into like post-purchase upsells. A lot of people running Checkout Champ, they have a massive edge because they have more capability in the post-purchase upsell, right? So, where's your edge on the funnel itself? Try to find that. Maybe you test advertorial to sales page to PDP, right? Try to find that edge and consider that edge. Study the market. Study what people are doing and what they're not doing. And you might be able to find your unique competitive advantage by doing so. You can test straight to PDP. Maybe you think that advertorials are crushing it and listicles and that's like what works for you and that's what you're always going to do. But maybe testing straight to PDP is your answer. Advertorials, listicles, sales page, quiz, comparison pages, etc. There's so many different edges. Um, you don't know the architecture that works until you test it. You may think, oh, this is always going to work because I've tested it a few times and this is what works. But you should continue to do so. um above the fold on PDP. This is something that I think is a massive emphasis that no one talks about. The common mistake is that everyone runs like these product photos that have blurry text on them and they rip their competitor's offer and their product photos look like That's a common mistake because think about it when your traffic is landing on your PDP above the fold. So like above the add to cart button, that is going to be like 80% of your your impression like on the brand in general.

[00:19:24]your offer and your product photos above the fold. So, why wouldn't you emphasize essentially the most time here, right?

[00:19:29]Um, high intent product photos done in Figma or Photoshop is going to be your answer here. Really consider the objections. Make this entire section above the fold so good that they don't even have to go under the add to cart button.

[00:19:43]Um, so yeah, the reason why this is so impactful is because most of your traffic is living above the fold. They decide above the fold. This is where your customers decide. The description is reass reassurance on that decision itself. But you need to have really good above the fold. So this is another thing that I've learned and emphasized.

[00:20:04]Creative, man. This is cool as well. Um I will say creative is not my strong suit. It's not. Um I have made very nice ads. Um I've made ads that have scaled very hard, but I'm not like super obsessed with the whole creative thing.

[00:20:20]Um, these are takeaways that I have personally, but also like when when it comes to creative, go to Evolve. Go study guys that like really are just obsessed with creative or hire someone that is better at creative than you. Um, but here here are like key t takeaways.

[00:20:36]It's not to say we I'm not going to, you know, provide value here on the creative side. Um, be the first to bring new formats into your niche or angle. This has been kind of where I've seen the leverage is like in a new innovative format. Stop replicating the same formats and angles as your competitors because my opinion is that a format is a very important piece of leverage. If your competitor is spending two $3,000 a day on a podcast ad for example, they're going to outbid you like for that format and for that customer that really, you know, converts on that style of ad. So, in my opinion, the edge is like in finding new innovative formats that people aren't running. That's where you're going to get like typically the largest quantum leap. um consider format leverage. Uh so when I say format leverage as well, these are formats that people cannot really make easily. This is something to also consider in the age of AI. Everyone can create really good native ads or like the creative itself really not the copy. Um everyone can create these claimation ads now. This is not a lot of leverage. However, there are brands that are doing debates. They have authority figures, real dermatologists, doctors talking about the product. They're actually getting their product on podcasts. They are um you know what else are they doing? Like they're whitelisting with large influencers, right? So consider also the moat on certain formats are very hard or expensive to replicate and that will also give you leverage. Another one would be like a founder ad, right? What percentage of people are willing to run a founder ad? Probably like 0.01%.

[00:22:05]Because the other portion of people doing ecom, they run products. So they don't want to be in front of the brand, right? Um, so you know that's also leverage hit rate over volume. Like I think this is, you know, pretty self-explanatory. Um, this is also something that we're working on right now. But if you test 400 ads a month and two scale, you need to focus on intent.

[00:22:25]Typically going deeper and not wider is the answer here. Next, creative leverage. Um, so yeah, this is kind of what I was just talking about. We're going to I'm going to dive into this one next because I'll show you exact examples. Um, think about the end viewer. Think about the person that's actually consuming your creative.

[00:22:41]Understand and study content that they are consuming organically. For example, if you go into the ad library and let's say I run a electrolyte powder product and I go rip a format or I go run a format that like a pet supplement brand is running. I may think, oh, this is crushing in their ad library. But guess what? The people that are buying pet supplements are the people like they're different from the people buying my electrolyte powder. They listen to different people. They consume different types of reels and content and YouTube videos, right? So, understand what your end consumer the content and the styles that are appealing to them organically.

[00:23:14]If they're engaging with comedy reels, then maybe test skits, right? If they're political, maybe run debate style creative, right? Think about actually your your end viewer and your avatar and what type of content they actually, you know, appreciate and and consume and watch. Um, creative leverage. Leverage lies in the things that competitors can't replicate. Example, Joe Rogan shouting out Ultra on a podcast. This is creative leverage. How many guys can actually how many brands can get Joe Rogan in their in their creative and do it legally, right? Like he actually shouted out the product. This is massive, massive leverage because he is an authority figure. Um what if you did a street interview or a real podcast or um real founder creative or whitelisting? So Joe Rogan pot founder content lab creative UFC fighter whitelisting these are all examples of creative leverage for example you can see here like this guy this is whitelisted content so um they're running whitelisted ads are probably going to have better CPMs more trust etc this brand also they partner with um you know UFC creators and they partner with guys that are going viral currently organically um they're getting in the lab for example like maybe they show um I feel like I've seen some of their creative where they actually go to their lab in like Denmark or something and they're showing the real production, right? Like this is leverage. This is building trust from the consumer. Um, next launching channels. Let's dive into this. So, this is how I personally would kind of rank these things. Now, again, this is my personal opinion and experience. I usually start with meta.

[00:24:45]This is going to build the ecosystem and the engine. Then I'm getting into Google. Then I'm getting into Amazon.

[00:24:50]somewhere within here, you have to really start owning your intellectual property. You need your trademarks, you need legitimate business entities, etc., because you're going to need that for Amazon. Um, Amazon's great when you have that spillover and you have that engine that's funneling traffic into it. Um, next you have Tik Tok, Snapchat, Pinterest, native, organic affiliates.

[00:25:12]Organic affiliates super slept on. Um, but yeah, those are in no particular order. Um, but the engine beyond meta is also real leverage. This is what no one really thinks about too much or at least beginners with consumables. Your CAC to LTV is what you want to optimize for. So there's two scenarios. There's maybe let's say my competitor that only runs meta. I know that if I run Meta, Google, Amazon, Snapchat, native retail, I have more touch points. I have more opportunities for lifetime value and essentially building LTV on each of these channel channels. and I'm going to win, right? Because I have leverage beyond Meta. Um, so yeah, that's basically it. Um, you can also probably have a lower blended um, new customer CPA because you have Google and you have kind of these like spillover channels, but if you wanted to, you could actually even have a higher new customer CPA because you're pulling more LTV from all of these channels. Um, so yeah, that's basically it. This will allow you to outbid your customers in the auction.

[00:26:13]Um, lastly, scaling after proof of concept. There's a lot of different things and a lot of different, you know, brands here and and situations, but here's some massive levers that I've personally learned. Um, doing a manual P&L daily. Man, why did this take me so long to do? I don't know. I think I do know. I think it's because I was a dumb kid when I was running a lot of these brands and I didn't understand that I was running a legitimate business. And I had the idea and perception that I could sell a lot of these stores. And were they valuable? Yes. But did I have a P like a proper P&L? No, not really. Like I was doing this myself, but it was terrible. So this is massive. I think opportunity cost and building that enterprise value is super important. You may miss out on a multi- five figure or six figure exit because you don't have the books dialed in. I've heard so many um I've personally like had that issue.

[00:27:08]I will say I've personally missed out on exits because of this and I know people that have. U now chances are guys I want to just touch on this again because I know you're probably 18 or 19 or 20 years old and you think, "Oh, finance is boring. Accounting is boring. I don't need a P&L. I can look at triple whale.

[00:27:27]Just do it please." or hire someone to do it because paying someone500 or 700 or $1,000 a month to dial this in might be the deal breaker and the thing that allows you to actually sell the store for way more money than that.

[00:27:41]Trademarks and IP. This is also something that is very very important.

[00:27:46]Get your trademarks, own your IP delegation with unlimited earning potential. This is very important as well. I think your goal as an operator is to provide an environment where everyone has unlimited earning potential. What does that mean? This means that they have their base salary and they are incentivized to perform with bonuses, percentage of spend, percentage of profits, equity, all of these things, right? Your team should be incentivized. Provide an environment for them where your editor that lives in Pakistan can make $3,500 in a month, right? like provide that environment for him. Why wouldn't you um incentivize your team? And I also think this is leverage like team is very slept on. I think uh you know Yeah. So anyways, you guys get the point there. Quarterly or constant product improvement. This is super important especially because we're talking about consumables, your LTV, your returning customers are everything.

[00:28:43]You're running Amazon, you're running, you know, you know, certain platforms where you can't hide reviews, guys. You need good products. Um, so that's been another lesson and and learning for me.

[00:28:54]Um, which over the years I've always continued to emphasize product more and more and more, right? Um, because a lot of us have that uh drop shipping bird brain where we don't like think about product. We're only thinking about like acquisition and creative and that first customer. Um, but it's it's it's everything. Economic leverage via payment terms, cash flow, etc. This is very very important. Flying to meet your factory 3PL and build that relationship.

[00:29:19]This is also leverage ecosystem and protocol around hero skew. This is really cool as well. So if you're selling consumables, build an ecosystem of complimentary consumables that can be paired with with your hero skew. I'll give you an example. Um, you know, this is so basic and not like a super interesting protocol, but typically if someone's buying your creatine powder, they're probably using protein powder as well. So maybe you sell them like a clear protein powder, right? If you can get multiple people not just buying your hero skew but also buying other consumable products in your ecosystem, you have lifetime value on those products as well, which is really cool.

[00:29:57]Um, survey customers for angles, improvement, new SKs, speak to your customers, get the feedback, so on and so forth. Um, these are a lot of takeaways. Um, still learning have learned a lot of lessons here. Um, and and the last thing I'm also conceptualizing all of these. Um, there's a lot more beyond all the stuff that that I've uh covered today. But I also work with people directly to build and scale consumable brands from like the concept, the product research all the way to building their product, the supply chain, scaling it. This guy Nim, one of my guys, um, he has a fully custom product, Shopify plaque. Uh, this guy Alex Lexus, he's doing six figures a month. There's, uh, with a fully custom consumable MR. This guy Matthew, we've been working together since December.

[00:30:40]He's already crossed a million dollars in revenue. Shopify plaque, Max and Dennis, one of my most recent guys. Um, 12K day, right, on their first store with me and a lot more as well beyond this, especially in consumables. I've got multiple people at like multiple six figures a month. So, um, if you want to work with me, fill out the type form.

[00:30:57]It's not fancy. It's literally just me.

[00:30:59]I will text you, fill it out. It's like five questions and, uh, and then, yeah, I can jump on a call with you. So, that's basically it. Um, regardless, I hope you guys got a lot of value here.

[00:31:09]Um, and if there's any questions specifically about anything here, drop them in the comments. I'll try my best to um, give feedback and kind of answer those. Um, and other than that, have an amazing day. And also, if you guys want any other types of videos, give me a shout, let me know, and uh, I'll work on that. So,