Joshua Chin 6:47
That makes sense. That makes sense. Now, let me steer away from from this conversation a little bit, and go a little bit deeper into it. You talked about owning your brand 100%. And having control over your relationships with your customers effectively. That’s what he’s saying. Yeah. What What exactly does that mean? Sure, when it when it comes to the process of scaling brands, why is that important? And what how do you how do you make sure that you still retain those relationships?
Evan Padgett 7:23
Yeah it takes work and intention, right. So what I mean by that is you’re, you’re spending your advertising dollars, you’re spending your brand marketing dollars, you’re building up your brand story. And when you send people to your domain.com, you’re owning their interaction with the right they’re coming into your store, meaning you have data to track them, you have data in the form of CRM when they order and you can now do what you do and message them email, SMS, etc. And you own the customer relationship and you could build that customer relationship it is it is deep it is more than surface layer. And that is there’s value to that, because they are your customers, right is difficult to sell. If you want to sell your business someday, if you don’t own the customer relationship, and you’re just a brand on Amazon, that is a different multiplier to somebody that, say sold 1 million units of their own product through their own domain name, right. So there’s different intrinsic values there. And I’m not gonna say one way it’s right or wrong. I will say that’s just again, difficult to really do it both ways. So there’s tons of value to owning your customer as far as your enterprise value, as far as your ability to launch new products and really converse with them, right? Because your products, or excuse me, your customers know your products, and they’re going to be the ones to tell you like, Hey, I love that you have this I would love if you also made that. And you can have that dialogue through Amazon, not so much see reviews and stuff like that, but it’s not. It’s not very personal. So it’s not owning that and monetizing that and truly knowing your lifetime value of a customer. That’s just a bit of data that’s pretty valuable that you’re you’re not able to pick up
Joshua Chin 9:07
Evan let’s talk about subscriptions. Yeah, subscription commerce now that we know we know a couple of things. So we probably agree on those things. Subscriptions are great when it comes to measuring up on acquisition costs. Subscription companies and business models can typically outspend non subscription competitors and it also adds a layer of, I suppose predictability over a certain amount of time, whereas some brands might suffer from seasonality and unpredictable. What is the the the the entryway into thinking about creating a subscription opportunity and in a brand? And typically, most brands are going to say yeah, my product is in for a subscription I’m probably going to add maybe a refill thing that doesn’t add much value. How do you how do you structure something that makes sense?
Evan Padgett 10:10
Got it? Yeah. So this is actually something I do with a lot of my lot of my friends and colleagues talent, I get this question a lot, like, how do I bring subscription into my business. And almost every business out there can have some form of subscription or recurring revenue model in it, you just have to be creative and think about it. So we have at Stealth, we have something we call the five criteria for product market fit in really with an emphasis on subscription models. And there’s five things that we’ve identified that we see time and time again, lead to, more often than not having a successful product. And this applies to subscription heavily, which is, I’m gonna run through those real quick is having a passionate audience. So you need you need not just an audience that is big, which is also another criteria, you need one that’s really all about what your product is, and in this case, what your recurring revenue product is, if it’s a membership, if it’s content, if it’s stuff in a box, like, they gotta be passionate about that and really want that product, especially on a monthly or quarterly basis. And with that pattern, they gotta be big enough. Subscriptions don’t work, if you are catering to, you know, a population percentage of you know, an eighth of a percent of the population is interested in what you’re selling, right? You just, yeah, you’re gonna get those customers great, but then scaling beyond that, you’re just trying to retain them. And that may not be a growable business. This is the second one. The third one is a unique value proposition. In this case, meaning, you know, what is your spin you like, you’re always going to be a little bit of a me too a lot of brands have a meat to aspect to it, like, yeah, just like them just like that, whatever. But what can you do to make this unique? Is it your own brand, that’s a unique value proposition, if you sell a good brand, if you have a unique supply chain, say you own olive oil, and Italy on a field that is just yours, and that’s your supply chain, so you can make the best olive oil possible. Great, now you have something unique, right? That’s number three. The fourth one is compelling unit economics, which kind of makes sense. But we get a lot of people in subscription commerce that come to us with gross profit margins, say lower than 30% delivered to the customer. Well, when your margins are that thin, you don’t have a lot of room to advertise profitably, you have to be able to get that right CAC to LTV ratio, which works when your margins are call it 50% 45 50%. Then the last piece, and maybe the most important piece for a subscription is it has to solve a pain, a market pain of some kind. So you have to have people that are like, I need that subscription in my life. And you know, I’ll use one that we’re very familiar with meal at home, people got to eat. And and and this is a convenient way to do that. Therefore, that solves a pain for them. And that pain, maybe going to the grocery store, trying to figure out what to eat and feed themselves or them and their significant other. And this is, that’s that’s the easiest one. But you got to find something that makes people be like, Yeah, I need that I need that in my life, because that would make my life easier.
Joshua Chin 13:26
I love that. And there’s a there’s there’s this thought process around subscriptions, where it starts with, what can I sell more off? Versus what kind of additional value can I bring to the table? What makes sense for the end consumer. And one of the one of the things I’ve realized from from your, your experience and what you’ve the conversation that we’ve had, is that you’re very in tune with what the customer wants. And you start your sales strategies and so called strategies from where customers begin. Is that a mistake that you see brands make a lot with? Here’s an idea. I think it’s going to work, but they’re not listening to what the consumers want.
Evan Padgett 14:16
Yep. All the time. It that’s a that’s a growing pain for entrepreneurs is usually what they do, right? And so that criteria went through. Most entrepreneurs find the reason to start a business because it’s also painful. Now, they’re not factoring in how big of a pain point or how realistic of a pain point that is to the average person doesn’t mean their subscription idea is bad, but it might be too niche, right? Like, everybody hates doing laundry as a good example. But there are laundry subscription services in major metropolitan areas. That’ll take your laundry and drop it back off and but those are not necessarily economical, but meaning, you know, they’re great businesses, but they’re kind of expensive and That’s a that’s a nice perk to have. It’s still a great business, but it’s not necessarily applicable to having a big audience. So something that a lot of entrepreneurs do is they have this idea that really sounds like it makes sense. But they don’t tell the story, right? Or it’s not applicable to enough people. And then they launched their subscription being like, I thought everybody would love this $500 Quarter subscription. Like, yeah, no, you know, so there’s a lot of different reasons for that. But that is a learning moment for a lot of entrepreneurs to see what the public how the public reacts to the value of the subscription that they’re taking a part of.
Joshua Chin 15:37
I have a I have a case that’s, that’s really interesting. Mattress brands. Brands, huge ao V. Super long consideration cycles. Yep. And, but, and buying cycles are really unique. Because you don’t buy mattresses all the time. There are some upsells and stuff they can sell after a mattress sale like pillows, maybe mattress toppers, blankets, but it kind of just ends there. How do you tackle something as as unique as a mattress brand? And create a subscription options? You have that?
Evan Padgett 16:16
Yeah, so your mattresses are a pretty hefty investment. And the way that they’ve been able to create direct consumer mattress brands is, you know, every every consumer thinks I’m gonna get a mattress in the mail, right? Like, that’s it, like, I don’t even have a car that could fit a mattress and then how do I get and then you know, the innovation of these mattresses that can you know, fold in a reasonably sized boxes and everything changed that. So here’s a good way I look at it creating a recurring revenue model for mattress brands, one, create a concierge type service that that says, hey, maybe as part of an upgrade every some odd amount of years, maybe it’s part of a satisfaction guarantee. Maybe it’s just part of a membership for sleeping better other accessories ways you can get more if you’re going to if you’re going to have upsells or cross sells get get certain dollars off. Or even going a step further is creating a relationship with like, say someone’s buying a mattress from you, when they look at a network of you and other say home furnishing companies. And you could actually create a collective subscription model with with non competitive partner brands that says, hey, you’re part of the home club. And for $60 a year, you get access to this unique stuff at a discount. And first come first serve marketplace for home furnishings at amazing prices. Now, that’s not turnkey. But that’s one way you could go about it. The last thing I’d also say is, you know, these recurring revenue models work really well with, you know, things like electronics, where you get an electronic noose and you you know, hey, an annual, you know, service plan for $15 a year or something like that, and they’ll replace it, you could probably do the same thing for a mattress at the right economic say, hey, for $50 a year, for five years, you get a brand new mattress, if there’s a problem with it, we take care of it now. Okay, now you’re gonna get maybe 10% of people take advantage of that. But if that’s the case, you’re gonna get 220 $500, for example, in that example, and then be out the cost of one new mattress. So like, could you if people are going to spend $1,000 or $2,000 $1,500 on a mattress? Could you get people to pay $50 a year to just be like, Hey, if you ever have any problems, we’ll just you know, we’ll find a way to you know, we’ll fix it for you no questions asked. People don’t readily like you’re gonna get some people people don’t readily take advantage of those things. So there’s just breakage on that. And that’s all margin dollars, because you just sign them up for it. And then as long as you don’t have more than say, in that example, you don’t have more than 20% of people taking advantage of that. You’re up quite a bit. So those are some of the ideas off the top of my head anyway,
Joshua Chin 19:18
that makes sense. I’ve seen I’ve seen warranties done as a subscription as well.
Evan Padgett 19:25
Yeah. Original subscription model, I think
Joshua Chin 19:29
Remo super low barriers to entry. I, I don’t, but that that tends to be overused. And I see a lot of kind of hacky dropshipping esque ecom brands introducing a lifetime warranty subscription to the little trinkets and gadgets that that people buy, which they know they’re probably not going to get a call back from. Yep. And yeah, it’s such a low value Add low value added the idea, but it kind of just goes to show that adding a subscription idea to businesses is a lot easier than they might think.
Evan Padgett 20:10
Yeah, another one that just came to mind is like, say that bed company created a relationship with like meditative apps. So you could do something like read sell headspace memberships, or something like that. And you could get 10% of the revenue from from signing people up through headspace. Like, it’s not your membership, but you’re still selling a membership to a highly qualified set of customers that cares about their sleep, people that are focused on really good night’s sleep, they tend to focus on meditation, you can be a reseller of that. And you could just actually, like, there is just straight margin dollars for you right there. You don’t even have to worry about the customer.
Joshua Chin 20:47
And it costs you nothing. And it costs you nothing. Nothing. Absolutely nothing all margin. That that’s that’s the beauty. That’s the beauty of a sort of a subscription based business model. How do you does anything change when when you introduce subscription, that becomes a core part of a business model? In terms of measuring cost per acquisition, and budget on ads? Yeah, so make changes to make.
Evan Padgett 21:17
This is the the rub with subscription, right? As you have to invest time into financial planning and analysis, full stop. And the reason why is subscription works, because most of the time, you’re acquiring new customers at a loss or breakeven, you’re not regularly making significant money on that first order, it sometimes takes two or three, sometimes even more orders for you to sort of get right sided on marketing dollars after the cost of goods sold. So the financial planning for that from a cash perspective and working capital perspective is so important. And I’ll give you a real life example, with some easy numbers that I see people make this is like a pitfall to avoid if anyone’s thinking about subscription. This is the one step because you could get caught in, in things that feel like good pumps, they’re actually bad pumps, here’s here’s an example. You’re paying, let’s just say $50 to acquire a customer, and you’re spending, call it I don’t know, $50,000 a month on advertising, you’re getting 1000 new customers, and that’s good. Okay. And let’s say you make money on that in three months, you get a return on your advertising all the way to the bottom line in three months. That means mathematically speaking, you have $150,000 in working capital tied up and advertising, three months times $50,000, right? Yep. And you’re happy with that this is good. You’re building profits you’re generating, right? Let’s say you, you’re like, hey, I want to put the pedal down, and I want to grow this thing. Boom, you jump up to say $100,000 a month in advertising, with a three month media payback. But let’s just start saying that maybe CACs go up a little bit. Because generally speaking, when you advertise more, your customer acquisition costs usually tend to go up before they go back down. All of a sudden, maybe you’re on a four month media payback. Okay, you went from $150,000 and working capital at $50,000 a month and spend with a three month media payback. And now you’re at $100,000 a month in spend on a four month media payback. So your working capital needs just jumped from $150,000 to $400,000 to support your marketing. Oh, yeah, by the way, yep, a lot more inventory to support higher demand. So now you’ve bought more products ahead, and you’ve tied up more capital and adding to your subscription business can all of a sudden become cash intensive. And you can end up and I’ve seen this happen so many times, is you can end up failing on your promise to the customer, because you won’t have inventory in time. Because now you’re like trying to spread your terms out, people aren’t going to ship you anything paid for it. But then you got customers paying you and you’re trying to play that game, you got to get bridge capital, all of a sudden, you have to give away part of your company at a price you don’t want to or take out a loan, there’s all these sorts of things that can happen because you didn’t plan for that. So that is where analyze your working capital needs. And the compound effect of growth is super important. And it’s a myth. It can be the difference in your business being successful or failing because I have seen companies that very literally just dial it up and be like, I’m gonna go 5x over last month because we can because our customer acquisition cost is great and I have the cash right now to do it. But they’re not thinking far enough in advance. They have supply chain issue, they have customer service that can’t keep up with requests because products are going out late customer tickets are coming in, they’re not able to pay their vendors and oh my gosh, the entire house of cards falls and I have seen that happen firsthand. And it is a avoidable. But it’s tempting, because you think right now I have the money in the bank, I’m going to get these customers because I can, but you’re not thinking far enough advance to what the repercussions of that wave is. And that can leave you in a really, really dire situation for your business.
Joshua Chin 25:18
That’s a massive pitfall. Huge, huge Pitfall, Ithink the compound effect that you’re describing here is what people don’t realize, is buying, inventory,
Evan Padgett 25:30
inventory, customer service, hiring all of these things. And it’s like your expenses go up. But it comes in after the fact that if you don’t have the capital to bridge that, you can actually ruin your business by being too successful in a short period of time, if that makes sense?
Joshua Chin 25:49
No, and what are some options that that a brand might have, where they end up in a situation where they know that they’re going to make a good amount of money to get a profit in three months? Or four months? But tax gone up? Yep. What do you what would you do?
Evan Padgett 26:06
So you got a couple of options. Depending on what kind of brand you are, let’s say you’re a brand that’s got products sitting on a shelf on a shelf somewhere, maybe you have obsolescent inventory, things from a previous season, you can sell, turn that into cash. So you know, I always say if you have products sitting on your shelf, you basically have money sitting on the shelf, you can’t tap into until you sell it. So you have old inventory, do a flash sale sell stuff at a massive discount. Just to get that cash in your in your wallet. That’s one thing you could do if depending on how much you need. Otherwise, you’re looking at, you know, meeting to talk to a banker and needing to go the route of say, a clear bank or Brax, or one of those other sort of revenue based financers, that that exists out there, which it kind of exists for the purpose of supporting hyper growth, at the cost of a percent of your revenue, go out and try to raise money in a really fast fashion. So if you’ve, if you’ve done rounds of fundraising before you hit up those people, showing them the numbers, say like, Hey, we just got to record new set of customers, but we need capital, this is like, you know, you can, you know, I’ve seen people basically say like, Hey, we’ll just give you a convertible note at the last price, you can re up your investment off of success that works in in a environment where people are doling out cash, or you have to try to fundraise really quick, but I’ll tell you, you’re gonna give away more of the company than you like. But if you get, say, have 10% of a company, 10% less of your own company, but it’s now going to be worth 50% more you think down the road? That’s a good trade off. Right? So that’s your only option, or you fail, and you miss your customer expectations, which is you got to get one.
Joshua Chin 27:48
Yeah. Evan, what are your Do you have any opinions around revenue based financing with these companies coming up? There are a couple of options in the market.
Evan Padgett 27:58
Yeah, I think it’s. So the catch. With revenue based financing like those are, you have to be growing, they’re really great. If you are in a growth stage, they are not that great. If you are in a sort of flat or even a downturn, part of your company growth right now, flat or going down is obviously bad. But flat is also bad with that, because you’re just getting away percent of your revenue that you already have. But if you’re growing is a really great way to sort of get more working capital right now on the anticipation of growth, and be able to pay it back really quickly. And also, obviously, the biggest upside is those revenue based financers. Don’t take up any room on the cap table. So you don’t give up any of your company. But they are one of those things that they’re almost like kind of like a pretty aggressive revolving line of credit. Backed by your own revenue. So it is good. But it is a challenge. If you don’t continue growing. And you at some point, you do at some point have to sort of clean that ledger, wipe that ledger clean, and get off of that. That treadmill of taking out cash and paying it back to gap paying it back like you do, at some point have to bridge that gap internally, which can be a challenge. But again, you don’t give away in your company to do that. So you could then get your company in a better position, raise capital to pay off any outstanding loans and credit from these. It’s not really credit, but loans from these companies. And then you know, have that liability gone. So I think they’re really good, but only if you’re growing.
Joshua Chin 29:37
Makes sense. What are some other pitfalls? And you’ve worked with a ton of different brands from from different verticals in different industries. When it comes to subscriptions, what are some of the other pitfalls that they that you often see that you go like? Ah, not again? Yeah.
Evan Padgett 29:58
It’s usually I would say another common one is subscription, managing a subscription program is more work. Great opportunity to discuss what you guys do to a degree because CRM and maintaining that relationship with customers Paramount with subscription, when you’re an ecommerce Store, I equated to going into a local convenience store, you just grab what you need off the shelf, you bring it up, and you go, and you know, who knows if you ever going to be back there, you’re just there because it’s convenient. But a subscription is maintaining and creating a relationship with that customer. And they are going to vote to keep purchasing with you based on more than what you are, but really what you stand for. And what I mean by that is, does your brand have a social impact purpose, which we find to be really important, and not just one that says, hey, we give half of a percent of our profits to this charity, like, are you trying to change the way that people eat, which is what we did at Thrive? For my time there and with our mission still is there, we’re trying to solve the food desert problem, which is a real thing here, which says, Hey, I have, say you have a gluten allergy, but you might be in many places, you might be 3040 50 kilometers or more away from a place where you could buy things that you should eat, or they can eat that your body will agree with? Well, their mission was to try to get rid of that and say, No, you should have access to that we’re going to deliver it to your door, and it’s not going to be ridiculously expensive to do so. So consumers will vote with their dollars around a social cause that your business stands for. And then lastly is sort of on that five criteria, you have to make sure that you have a product that continues to impress, and almost has to continuously improve over time, like the moment you have a product that degrades and quality, which I’ve also seen happen quite a bit where they just like we’re selling this product. And it’s a it’s a consultant in ingestible. So it’s a drink. And the moment they get, say a new can or bottle supplier, the moment they cheapen themselves a little bit by changing an ingredient that suddenly changes the taste of the product. People notice that and then they stop giving you money. And this happens with fashion all the time, while it fashionable, where the moment your product is less quality. Yeah, they’re not going to buy from you anymore. So you have to maintain that initial impression. Like some people asked me to say, Well, I’ll say on this, some subscription customers, she’s given me subscription companies, they put their best product forward, say we’re gonna give you on your first order, the highest quality version of the product, the most curated the most value that you open the box, you’re like, oh, my gosh, I got all this stuff for $50 This is unbelievable. Then the next time you pay $50 And you open it, you’re like, yeah, it looks like there’s a few less things in here. And this thing is already broken. What is this, if you don’t keep that quality up, and in fact improve it over time, customers will notice your churn will go up. And then you know, your forward looking revenue goes down significantly with churn going up
Joshua Chin 33:19
with churn. There’s there’s the idea around being upfront and transparent with when a rebill or an auto ship is going to happen next. And I I see this happening a lot with with companies selling consumables whereas, for instance, coffee companies coffee, sun, coffee beans, people often end up with I, I’ve been seeing consumers end up with like a huge supply of coffee beans, just because they’re way too lazy, or way too occupied to make any changes to their subscription, the cadence of subscription, or to even unsubscribe it, and it ends up creating kind of like a little sour taste in your mouth. All the beans go bad, and you don’t get to use them and you’ve wasted all your money. But it’s not the brand’s fault because it’s been told, what are some ways to counteract something like that?
Evan Padgett 34:31
So I personally Yeah, I am personally a pretty big fan of allowing people to control their subscriptions. After doing this for a long time. I have seen time and time again a few things one, the cost of fighting the customer’s true desire which most of the time is to pause or sometimes it is to cancel costs more than trying to keep them between customer service interactions between The the customer that leaves and says, Yeah, I, you know, and then they talk to their friend and their friend says, Hey, have you ever tried blah, blah, blah? And they’re like, yeah, it was pretty good. I liked it for a few months, and then I got too much coffee. And, you know, I had to stop my subscription. But it was no problem. That’s gonna take that future customer, but somebody that was like, Yeah, I got on their subscription. And it took me three months to cancel it, they kept saying I was cancelled, and I wasn’t cancelled, until I finally called back a sixth time and got somebody on the phone, and I charged back my credit card in order to get my previous money. All of that cost you so much because that mad customer not only cost you part costs in say 10 tickets, maybe a two to $3 per ticket cost to resolve. And they’ve done it six to 10 times. So you’re already talking about, you know, 15 to $30, somewhere in just customer service costs. Now, they’re also going to be a detractor for your brand. So when that neutral, instead of being neutral and saying that it wasn’t for me, but it was easy to cancel, they’re saying, No, don’t ever use this brand, I put something on the BBB I wrote, every time I see their ads on Facebook, I leave a negative comment. And they’re telling like that it costs you so much more than just making it easy for the customer. And yeah, customers wield a lot of power through social media through the Better Business Bureau. So to me, it the empirical data shows me that it is not worth it to truly fight customers. And in fact, you will more often than not win them back over time with evolving your offering. Or at least leave them with a neutral taste in their mouth, in this case, is using that coffee analogy like yeah, don’t don’t give them a reason to hate you. Because that will come back and bite you in your future success in in ways that are tangible and measurable, but also intangible like them talking horrible stuff about you on social media. And, um, you know, blasting your place.
Joshua Chin 37:17
Couldn’t agree more apps software’s. What’s your take? Do you build subscription programs from scratch? Or do you use it to like recharge? Yeah, sure.
Evan Padgett 37:27
So you know, if you’re, if you’re heavily tech influence from a founding level, building your own subscription technology is well within the hands of a lot of serious technologists. And you can use Shopify subscription API to build your own app to run a subscription model. Interesting way to go it’s a bigger upfront investment kind of reserved for the sort of like CTO type founders that exist that are real technologist by trade. Great way to go if you can afford it. But that is also one of the things is kind of reserved for, for brands that are well capitalized or have a, you know, chief architect level founder. Yeah, otherwise, a huge fan of what Shopify has to offer with recharge, and other subscription platforms. I feel like recharge covers, about a good 90% of the use cases are personally my bias is using that. But there are caveats. I don’t think any single subscription tech I’ve seen covers 100%, the use cases. So there’s usually some amount of custom work if you have a relatively unique subscription. And like sometimes subscriptions are very unique, which is part of your if I want to say unique isn’t bad, but you need to be a real challenge. If you’re like reship every 57 days based on what the moon is doing. And like there’s got to give, like, all of a sudden you’re like, Okay, recharged can’t can’t necessarily build on moon cycles. Um, but but, you know, outside of that, if you’re just trying to get a recurring set of revenue, you can do that most of the time with the apps that are built into Shopify, so even bold commerce and things like that, but my personal bias if I had to pick one could be recharged.
Joshua Chin 39:14
Gotcha. Evan, it’s been so much fun for people already. This it is time. I definitely would love to have you on a second episode sometime down the road. I’ll unpack your experience even further. For those of you guys listening. Evan has a wealth of experience. 20 years is a really long time by any measure, but even more so in the internet space. That’s like basically
Evan Padgett 39:44
I don’t we did internet advertising on paper and fax machine like it so that is where I was. Yeah. Oh, yeah. Back the insertion orders with like, all that stuff. Yeah. Oh, yeah. Paper like early 2000s. We still had to do it on paper. You didn’t have the tools of like clicking media.
Joshua Chin 40:01
That is crazy. That’s crazy. I don’t I don’t even think I had access to the Internet back back in 2000.
Evan Padgett 40:10
That’s like a wild place, you know, segmentation on ad buying. It was a It was wild internet times.
Joshua Chin 40:17
And ad bidding was literally a bidding process. Oh, yeah.
Evan Padgett 40:21
No, you got on the phone with somebody, if you’re trying to buy inventory from say, a Yahoo or an MSN or an AOL, you would you would get on the phone. You had media buyers in your company that would get on the phone with a media agent or a seller at the at the publisher, and they would work out a deal on the phone. And it was a literal bidding war, where the person that was selling the media, if I was if I worked at MSN, I’m sitting there trying to monetize my impressions the most. And that’s like, that’s how it was. bagudu does do dazzle three, like that’s exactly how it was.
Joshua Chin 40:56
That is crazy. Alright, guys, that’s a sneak peek for our next episode. I love to dive deeper into that, Evan, what’s the best way to get in touch with you? And learn more about what you do?
Evan Padgett 41:07
Yeah, so you reach out to me on LinkedIn. Evan Padgett. Evan@stealthventurelabs.com is my email address. You can also check us out at stealthventurelabs.com. You have a way to contact us through there. Just click around you can find the form. But yeah, I love talking about this stuff. Just always happy to connect and meet more people in the industry. So reach out.
Joshua Chin 41:29
That’s brilliant. Thank you, Evan. And thank you, thank you for coming on the show.
Evan Padgett 41:33
Thank you for having me, Josh. I appreciate it.
Outro 41:39
Thanks for listening to the eCommerce Profits Podcast. We’ll see you again next time and be sure to click Subscribe to get notified of future episodes.
