The idea being that we can kick off discussions & I can go and find experts to come in on given topics!

1 issue I’m pondering about this month is how to get back to prioritizing brand marketing. Our UGC pipeline is so strong now that they eat the entire META budget. Which means the 4 athlete campaigns we launched this summer all tanked and hence were hugely unprofitable.

I would love to see the insides of a META account where brand-lifting content also gets play, even though they cannot hit the same ROAS as the hardcore performance ads

1 issue currently is the opportunity in the US (a pro and a con)- we have a strong community in the US and I really want to expand this customer base, however without having feed on the ground in the US this can be a challenge. I am basically looking to see if anyone has any recommendations for support regarding US expansion plans/ the logistics of doing this.

US is also our big dream, we just don’t have the balls to pursue it yet 🫣

Did you start with FBA via Amazon? Can be a nice way to test without getting destroyed by logistics.

We also had a US performance agency back in the day. I must admit performance marketing seemed impossible back then though, because the US brands accept crazy CAC:LTV ratios that I’m just not willing to live with

@Daisy Kelly we work with OpenBorder on US - I can intro if you need. They take care of everything ops, and you can do marketing yourself and own the experience / website.

Our #1 issue / priority is def. prioritisation of projects within the org. We like new ideas and cool stuff thst can leapfrog growth, but we can’t throw time & money after all of it. As we are growing, this is becoming even more apparent as there is a lot of “hidden” work when new initiatives are launched that take focus away from core stuff

1 problem at the moment is time allocation for our different brands, we are scaling 4 brands at the same time and on different revenue levels. We have a feeling that we allocate more time to the smallest brand at a given point in time because we see the opportunity of increase revenues at faster rate than our highest revenue one(100% x 20%). So main point is trying to setup fixed routines for all teams to make sure they don’t allocate time on the lowest effort projects.

1 issue here is getting our content and marketing machine firing again after a black period. We're transitioning from MVP to full product launch and invested most ££ back into stock, leaving little for paid media. Focusing on our own DIY creative + the PR, influencer, gifting, partnerships route in the short term to get channels pumping again.

1 issue is driving sales for us. This year seems like we're struck in treacle, we are around 5% down on last years sales, which I am told is a very good place to be in the current environment and our industry.

I feel like the the main bottleneck for us is always one of these 3:

1. Inventory (right now we are sold out of our top 2 product categories)
2. Leads (usually due to lack of scalable content)
3. Money (liquidity defines how much we can afford to grow the inventory level and how long-term a view we can have for CAC:LTV ratio. We haven’t been able to get a bank loan yet, so it’s still based on cashflow.)

1# issue we need to get rid of shoe stock (US) from now to September so we can move to a new 3PL because ShipBob it's not working for us. We only sell trough FAIRE by now, so it's mainly B2B in the US. I feel the same as @Isabel Malbois the brand is stablished in Spain, and to start from scratch in the US it's been tough.... 🫠

1 issue is how to exit. We're gearing up to sell in the next 12 months and it feels like it might be a challenge to find a buyer who wants to take on the mix of in store/online retail.

@Jess Bardanca we sold a ton of inventory through Touch of Modern some years ago. I heard they have financial troubles and always pay late, but maybe still worth a try

We are seeing very little growth this year even though our website sessions have doubled since last year. Our conversion rate is our biggest issue - I think it’s a combination of needing to increase our prices this year and stock control. April and May looked great from a revenue point of view but June was terrible for us and July is also looking slow so far 😓

Thanks @Kasper - LABFRESH!!