DTC Customer Acquisition: How O Positiv Scaled TikTok Shop to $70K a Day

both things. We had a mission that we really believed in and we really just had this passion for building a great business. You can talk about your product strategy all the time. Getting a product at 80% getting it in the hands of consumer and then tweaking it to 100 is to be the best use of time.

“The secret of 2026 for us and why we've been able to push the pedal to the metal this year was”

what's beautiful about a piece of content going viral on Tiktok as it does three things. It gets you impressions if they buy or they don't buy. Two it works as a sales engine that they buy the product. Three it's a recruiting engine for your affiliate program. For us it's people, it's product and it's focused and that's kind of what we're in for. This episode is brought to you by Triple Whale, the AI operating system for e-commerce.

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week hits. The best part, it's completely free and there's no log in required. Go to triplewhale.com forward slash BFCM 26 and start building towards your most profitable Black Friday Cyber Monday today. Bobby, welcome to the D to C podcast. Been really looking forward to this one. The supplement space right now is just absolutely on fire and you guys have been doing it

for a while now. Talk to me about Opositive. Why did you build it? Yeah, Eric. First of all,

thank you so much for having me. I'm so excited to be here. Love getting in the weeds. I'm excited to get in the weeds and talk about the specifics. So Opositive kind of leader and women's health supplements focusing on really kind of all areas of her life. These areas that have been overlooked wrongfully tabooed. We want to make products for education for an community around. It was built from my sister's personal experience. She was in her mid-20s really frustrated that

everything around women's health was so reactionary, right? Like if it's recurring UTI's BV, menstrual health, whatever it is, it was previously like let's all the problem efforts already happened. And the mission of Opositive is saying no, we actually want to stop the problems from ever happening. And there was this white space between, you know, hey, here's a prescription and hey,

“you know, suck it up and deal with it. That's just part of being a woman. We don't accept that, right?”

We're playing in that space in between. And it's been incredible to grow this business over the

last eight years. We started kind of with the first product ever for PMS relief in 2018. Now, today we're on the shelves of Target Walmart Costco now and north of 35 skews kind of spanning all these areas of her life. Primarily focused, our biggest part of our business and where we're doubling down is vaginal and intimate health. That's kind of what we're known for. And you've really pioneered that area. I know we'll dive into some of some of the pioneering

you've done on TikTok. I think that's a really interesting line where you're really, you know, in order to crack TikTok you had, you know, you got banned almost immediately just talking about your product. Talk to me about how that went down. Yeah, I think being in women's health you know, there was a lot of trailblazers before us. But for us, it was still living in the dark ages. When it came to what we were able to market, what we were able to say on a lot of platforms,

it could be meta, it could be TikTok, it could be Amazon, Google. It wasn't uphill battle. So talking about things like vaginal health, talking about things like even periods in menstrual health, would get you a straight ad denial and rejection. And as a lot of us know, you have too many add rejections and announce stacked up. Your account gets shut down, right? So for us, when we launched our vaginal probiotic, which was one of the first vaginal probiotics on the market,

we launched that product immediately got a shutdown on an ad account level on meta. And we had to appeal and we had to work with them. It took months. And it took us building a case around, you know, on my feet, I'm getting ED medication, I'm getting sexual performance stuff, all men's health, all okay. You know, we had to build this case that vaginal health is not sexual

correct terminology to talk about it. And again, hats off to these platforms for changing because

almost every single one of them, because of Oposite, it was able to build a case and change that TikTok included. And now, you know, that terminology is open and there's lots of women's health companies thriving on those platforms. So you, yeah, you guys pioneered that in a way, but they've kind of opened the door to competitors and to other, you know, other supplements kind of using that term. Have you found a big increase in, like, just just the supplements base right

now is just so crazy with what whether it's IM8 or groans on their crazy story. How do you

“contextualize Oposite in this, like, supplement boom that we're kind of currently in? I think the”

boom has happened for a really good reason, which is people and for specific for us women taking health in their own hand. And I think it goes hand-in-hand with the rise of content and the rise

of education that people can get at the touch of their fingertips. So for us, we're very

pro-this rise, because it's proactive health, it's people taking health in their hands, feeling the results of products, and inevitably helping them live longer healthier, better lives, before they have to go, you know, either to the doctor and get prescription. It's right, if you need to do that, of course, but for us, it's how can you take health in your own hands. And the boom, I think, has been exactly that. It's people telling their stories. It's the rise in science

and research to be honest in these categories, specifically women's health, like, people aren't doing research in women's health before, you know, the 90s, and it's increased dramatically over the last couple years. So these are genuinely new products and innovation that we can bring to market, which is really exciting, but competition is real, right? When you're looking at and market industry, like ours, barriers to entry are low, but I would say to counter that,

a lot of people can launch brands to earn a consumer's trust, that barrier to entry is very high. And that is where the people that are around for one year and go away for the companies that are here for eight plus years, like us and the companies, some of the companies you mentioned,

foreign, for instance, incredible. Instead of just training, trading on an issue, or selling

on an issue that they want to solve, great, that'll get you a customer. How you keep a customer a long time is you're trading on trust, meaning results that they can feel, right? Science, they can read, and then a long-term strategy of something that they want to stay with and for us,

“that's through these stages of life. So definitely competitive. I think there's this barrier”

that people have a hard time getting past over those first couple years. So, guys, it's not just about having a good cac, it's about having a great LTV, and having a great LTV means you have the trust in a consumer. And I think you're really thinking about this business long term. When I, there's, you know, Greens, I think it's like their third year in their like that, that this billion mark or whatever. How do you think about this business in terms of longevity? Are you looking

to escalate it quick, make a sailor, you're looking to build it out over like a long period of time? Yeah, I think all separate maybe personal ambitions for the company versus what I want for opositive, right? What opositive, the mission of opositive, what I wanted to create is that if someone took a survey of opositive and said, is opositive going to be here in 50 years? I want 90% of people to answer yes, and that is what we're building, right? We're building something that has longevity,

something that is going to be when women in 20 years think about any kind of intimate health issue, they're thinking about opositive, and they're going to the intimate health care aisle, and they're picking up our products, and that is like the trust that we're trying to build. I think from a company perspective and an exit perspective for us, it's all about that key term strategic partner, which has to be strategic, has to be a partner that says, okay, I'm going to partner

with you because I believe that we want to make this company here for 50 years, not just, hey, let's invest flip it and do it again in three. It's like, no, I want longevity because I love

“running this business, and I think always building a brand for longevity is really important,”

and the brands that maybe you do that same survey, and say, oh, you do think this is going to be here in 50 years. I think a lot of people would answer no to some of those brands that are very feel like very quick grow flashing the pan companies. Yeah. Okay, take me back to the early days. I think it was around 2018, you started this as a self-funded venture on credit cards. Tell me about what that felt like with your sister over the kitchen table in those early days.

Yeah, so it was me and Brianna. We originally thought this business was going to be a side hustle, right? We were solving one of Brianna's core needs, which was menstrual health and PMS relief. We didn't come from science backgrounds. We crashed every little BGYN appointment, pretending it was appointment for Brianna, my sister, and we said, actually, we have this product idea. So we'll listen to it, and when you please give us critiques on it, and we piece together

what this product would be, and honestly, I have to just give so much credit to my parents. The reason we made the jump was I was 23 Brianna was 26, and we were on family vacation,

right? It's very much a family affair. And my parents sit us down and say, we don't think this is a side hustle. We think you guys are young. We think you guys should go do this full time, and we will help you buy your first 8,000 bottles. And that was the agreement we had of my parents and my parents are equity holders, my dad's on the board. It was the best investment they ever paid, which is fantastic, and feels really good to be there, son. But having parents

that believed in you and actually pushed you to make that, because I know a lot of people aren't lucky enough to have that, right? They have to take the risk themselves with parents saying, hey, let's take the lawyer job, take the doctor job, but they saw that we were young. They said,

“you have a safety in it, don't be ashamed of it, go use it, and go make something of it, right?”

That was incredible. And, you know, we didn't really know what we were doing. I came from a

little bit of a performance marketing background. My first job was in doing a baby care company running their direct response marketing. So I knew a little bit. Honestly, Eric, we got the product, we got our 8,000 bottles, we had a Shopify store, and I turned on Facebook ads one day, and that was the launch, right? And yeah, we made, I think, I think I made 15 sales that day, which was incredible, and we're like, oh my god, this feels like something. I didn't understand LTV,

so I think we spent $2,000 in like made a thousand, and I was like, oh my god, I just lost $1,000. And I was like, did not understand that subscribers come back or people come back and it was okay, because I don't think we've ever had a first order profitable day ever since then, but, you know, I was learning on the job. I didn't know what LTV was when I started the business. And when you mentioned the intimate health aisle, was there an intimate health aisle in 2018,

“or were you kind of like creating this category to start?”

Yeah, so there's an intimate health aisle in most retailers, but before we came to retail, what was intimate health care aisle was tampons, pads, and like OTCs for yeast infections, and things like that, right? It was not an exciting category. So for us, when our first retailer was part of our target, we went to retail in 2023, and we made it a city to choose intimate care, and to try to grow that category, because we wanted to be next

to the pads and tampons. We wanted to be where she was thinking about these things that she's going through. And it was an opportunity for us kind of an arbitrage of to get a lot of opportunity out of aisle placements and things like that. If you're going in vitamins and nutrition, I'm competing against the grooms and the blooms and the thing like, those are great businesses, doing really big numbers for us being in a category with more sleepy pads and tampons,

but still a major foot traffic. Of exactly our core demo, we quickly, within the first year, became the biggest growth driver in that entire category. And that meant they loved us, which means they gave us opportunity. So thinking about arbitrage of where you're placed in store,

foot traffic is always the most important. And where people are looking for you is always

most important, but if there's a slight arbitrage of where you can be, where you can be actually a bigger fish and help that buyer on that desk get promoted. Like, that's all I want them to be like, I found positive. And that's created my business and grew it year over year, which means your relationship just gets so much stronger and opportunity comes to you before it

“goes to anyone else. I think that's a really great point to really thinking about on that personal”

level. Like, how do I make this person who's making this decision look like a hero? And then they'll, yeah, I think that's great insight. Take me back. So your first thought, it's a couple thousand orders in 2018, you've got, you know, you realize you have something with those first 15 sales essentially. What was your next move when you, when you basically, like, after, like, how long did you realize that you, like, or when did you start thinking,

okay, we're going to need some outside capital to really get this to the next level? Yeah, so for the first year, it was just me and Brianna self-funded. So I grew the business,

just us to about 1.3 million in our first year. And we got to that point where I was spending

two hours a day answering customer service tickets at the end of the year. The numbers were big. I was like, okay, we got to think about product. Every dollar we're making, we're just buying more inventory. So, like, we're actually inhibited by how much we can pump meta and Google, because I'm spending it all on inventory, right? So for me, it was really, at that moment, about a year-in when we were thinking, how do we grow the business and get people around us,

less important than capital, more important about the people to really supercharge the business. Also, we were just thinking, okay, well, what's the broader vision here? This product worked, what do we want to actually create? And for us, it was taking a step back and saying, okay, we want to create the number one brand in vaginal and intimate health, focusing on these different stages of life that have been overlooked. And we want to find a partner more importantly than money

that can help guide us, right? That can almost put us in a little bit of a boot camp to learn,

you know, we could get more credit cards and debt and things like that, but like, we wanted guidance.

So that's where in late 2019, we raised our first round of funding with our one and only VC

partner, we only have one venture capital partner and investor, guild capital. So they've done Dr. Squatch and Ruggable and incredible businesses. And they were the boot camp that we needed. Very cool. What do you think sold them? Was it the trajectory that you'd already laid out with the business? Or was it, was it you guys as founders that they were really investing in? Well, I guess it's a bit of both, but what, what do you think they really saw in

“what you, what you were building? Yeah, I think their thesis, always, and we've talked about it a bunch,”

is first category, they're just like, we love this category, we love women's health, we like supplements and see how much it's growing, and the access to health that this offers to consumers

to was a product with really good NPS. I never heard about NPS net promoter score. I had to do it

in their due diligence for the first time, you know, in 2019, and it's what we talk about all the time. It's, would you recommend this to a friend or colleague, right? It's like one question. It's on a scale of one to ten, and that is what we gauge is, is this a good product? Do people like this, are they going to stay with it? And then third, yeah, a little like, you know, not to, not to, you know, have any ego, but like, yeah, they resonated with me and Brianna's values,

and what we were trying to build, and the ambition that we had, and that like, we just weren't going to sleep without trying everything to go make this bigger, because we had both things. We had a mission that we really believed in, and we really just had this passion for building a great

“business, right? Like, I think you need both. I love what we do. I love the impact. It's what drives”

me on a hard day, but I also just have this fire in me that get me, get me in a room with my team on a whiteboard, and whatever problem it is, oh, that's my best day, right? And I love business is that you're going to have both, and we're lucky enough to have to be in one. So how did that capital get used? It sounds mainly on the growth side of things. Did you make, what point did you start making key hires, and which was, which was a higher that maybe stands out in those early days

as one that became super important for you? We made a first higher right away. It was actually in the term she, uh, with our, with our venture capital saying, hey, we have a recruiting arm and we're going to introduce you to people and we really want you to use this capital higher great people because their big part of their thesis was talent talent talent, which is, I even sleep talent is, is, is why this business is what it is. So for me, um, within two months of, of

getting the capital, uh, we hired our CMO, he's still the CMO today, uh, Martinie, uh, he came from the Kinsey, uh, did marketing a big company's Fortune 500 companies, and took a big cotton salary to work on my kitchen table. Um, and it was this really important thing that was higher for your weaknesses, and find someone that's so much better at the things that you're not great at, right?

“Martin is a statistician by training. That's what he went to school for. He worked at McKinsey, like,”

I'm like a creative brand of product. Martin was numbers and looking at things and understanding where to scale, and within six months of, of Martin joining me, we, we 10X, right, are running right,

you know, and from one million, one right to a 10 million, right, and six months, and I give Martin

a lot of credit, and the next hire was Alicia, who's who's still today, my CFO. She came in as VP of, of operations and finance at, oh my god, like, she's my rock, like, she came in and just helps me fundamentally prepare the organization for scale, figure out key hires and how to, like, we didn't have health insurance, we didn't have any, like, I didn't, you know, we didn't know what we're doing, and just like, build the infrastructure of the business, so Martin can go and grow it,

and I could be creative, and those having, like, us three that dream team, we're still together today, like, that dream team is like, like, that's why we're here, right, those two people. When did you realize you wanted to, I guess you probably knew you wanted to expand the product right from the beginning, but when did you launch your second or your other products in your line? Really good question, because we stayed a one product company for two and a half years.

We had one product, it was PMS relief, and we grew that business and focused on it, because we wanted to learn how the business operated on one skew and keep it very simple. So for us, it was really that focus, and then we started expanding out very selectively, and there's, like, a really important lesson we learned, right, which was, you know, we launched two products that followed that third year. One was an immune health gummy, and one was a fiber gummy.

One succeeded and one was a total flop, and the reason, you know, the fiber gummy really worked,

we make, you need to feel working in your body, and we're not a business that's going to compete

“on price, we're not a business that's going to compete on anything other than it working in you feeling it.”

So the immune gummy was double the price of any immune gummy, tasted fantastic, but really was not something you take every day, you kind of take it when you're sick, you couldn't really feel if it was working or not working, and we, but way too much inventory ended up having to scrap a bunch of inventory, right? When the fiber gummy was still kind of in the more equity of women's health, right? It was like bowel movement and not enough fiber in your diet. This is

way before everyone kind of was doing fiber, now everyone was doing fiber. This product was something you could feel, you're going to take it and you're going to go to the bathroom, right? And it fit within our equity, and those first products like, we're fiber still in our portfolio today,

our fiber gummy, and it was these learnings that were the most important thing. Like, it helped us

come together with our product strategy, you can talk about your product strategy all the time, getting a product to 80% getting in in the hands of consumer, and then tweaking it to 100 is to be the best use of time. You could spend years making a product, and then you launch and nobody wants it, or nobody resonates with it, or it doesn't work as well. Like getting a product as long as it's safe and has a great customer experience and aligns with what you're doing,

“in the hands of consumers early, is the best thing that we were done. And then once you launched”

your your complimentary products, how much of the biz, I guess, retention just becomes such a and getting your existing customers to expand their, their use cases to your other products, how big has retention been, and how much of an effort are you putting on to get your customers

into more than one of your products, I guess. I think retention should be equal as important

as customer acquisition, and very honestly, Eric, it wasn't in the early days, right? For us, I was in performance marketer, and I was like, what's my cat? How do I get as many customers as possible? We had good products with good LTV, so like, that's why the company worked, right? That's why we could grow. But putting as much effort into retention as you do acquisition to us is like, you know, we started thinking that way these three years ago,

and really focusing on yes, the product has to be great, and it can do a lot of work for you, but also how we're thinking about our marketing org needs to be designed around keeping customers and forming customers, making the part of our community, so they stay a long time. And that when they're going through these different life stages, they're going to trust you with that product, right? So if someone's on our PMS relief product, but then they get pregnant,

like we want them to take our pregnancy product, and then when they're going through Metapaus, we want them to take our Metapaus product. So for us, changing our philosophy around how do we get a four year LTV to how are we keeping a customer for 40 years, right? They might come off, they might come on, they might do this, but like that trust is ingrained in them, where they're going to come to us when they need us for whatever stage of life they're going to, really critically

“important. And again, I think it's the death of supplement companies. I think there's a lot of”

flashy supplement companies that come up, really cool, they're selling an issue, they maybe are making a little crazy acclaims, they get a lot of customers, and a product either doesn't deliver, or they're so focused on customer acquisition that they're forgetting that it's the benefit is double that customer's LTV and your business works better than lowering your cap, right? Like that is like, I thought that way in the early days, and I'm excited to preach that to anyone

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Now as a performance marketer to drill in, what are some things that you've done throughout the course of this business to that have worked really well to lower your cac. Is there anything you can kind of point to whether it's a certain style of ad, a certain platform, a certain approach, a certain tech. Is there anything that you can kind of point to that really move the needle when it came to lowering cac? It changes every year and it's rolling with the punches. I think for

us having a creative engine is really important both internally and more like not more importantly, equally as important now as externally. So for us internally, we do all of our creative in-house. We have the best creative strategists in the business that understand how to test ads. You know, I think we make over 100 ads a week that we're running through the engines to test, understand the data, testing copy. It's much more different now than it used to be. We used to

“take one static image that was the same static image and test 10 different copies on it and that's how”

we used to test. Now creative diversity is very important and if you do that like

all 10 are never going to get spent. So creative diversity, having your team really focus on

the quality and storytelling of what you can do while having that same team. I think it's important to us the same team, work with external creator creators for volume. And a big lesson for us is we used to over breathe. We used to write, cheers to scripts. Here's what we want you to say. Please hit this and lately we're like our brief is here's the product. Here's what it does here's what you can't say. Here's what you can't say. Please be creative. And the impetus of that really came from

the TikTok shop growth. So the biggest thing in our business of lowering our cac overall was TikTok shop. Truthfully, right? Like meta is a hard beast and you know, we kind of maintain our cac and modulate spend. It's kind of how we manage our cac. So in some months we're spending a lot because our creators are really good and sometimes we don't but we maintain our cac because that's our

“allowable. We have our allowable. That's what we're going to spend to. We'll spend a maximum to that”

allowable on any product. TikTok was a different ecosystem because like, you know, the cac is, what are you paying your affiliate? And that is, you know, say 20% 30% of your product costs, that's the lowest cac I've ever seen, right? So for us really doubling down that engine and then taking learnings from that engine and porting it over to meta. If that be literally the creative, right, and compensating the creators for that and giving them extra incentives, there's platforms

like tribe and you gun and we've built internal tools that are like that, which are really good. Those are new. Or it's just having your team act that way, which is like less briefs, give a bunch of samples, let people make content, get it in front of people and wrap it in creative testing. That's been I think the secret of 2026 for us and why we've been able to really push the pedal to the metal this year. Was taking your learning from TikTok shopping and applying them

to meta literally and just figuratively and then doubling down on TikTok shop because the amount of impressions you're getting for the amount you're spending is so far unmatched. I was on a call a few weeks ago with a bunch, it was a bunch of supplement people and there were some big, some big spenders and they were just talking about TikTok shop about like what an

amazing platform it is, but also like just what a regular role it is. Like just how much work

goes into scaling on TikTok shop when it comes to managing your affiliates, incentivizing your affiliates, keeping them interested, creating contest for your affiliates, essentially like as opposed to the creative meta game where you're just pumping in creative and working with your

“audiences and things like that. When it came to TikTok shop, was it an instant success for you guys?”

Did you know the amount of work that TikTok shop was going to be when you embarked on it? Yeah, no, we did not. It was a personal project of mine. The whole company was pretty busy at the time. This was late 2023. I think when they launched it, it was out for like a month. I was like guys, this is really important and I'm really excited by it. The live shopping aspect, the influencer side of it and then like Bobby, we're busy and I'm like, well, you know what, I haven't done

something myself in a while. So let me take on this side project. So me and our director of market and kind of raised her hand and said, okay, I'll help you, Bobby, let's do it. So we set it up and

launched two months later in like November of 2023. We're one of the first companies on TikTok,

definitely in health, right? Very early. It was like Guru Nanda. It was like, maybe the first, we were a pretty close, close follower and it was, it was, I mean, yeah, pretty quickly and instant success. We were growing in within two weeks. We kind of had our first $2,000 a day. I was spending

couch and I would just click, click, click, copy, paste, copy, paste. This is before bots, right? They

“didn't have bots. You just copy and paste your message to affiliates. You have their leader board”

that you'd reach out to. And it was like December and they were like, you know, my team was like, oh, Bobby, wow, you're your channel did $2,000 a day. And they're like, oh, that's so cute. Like, congratulations. That's wonderful. And I'm like, yeah, it's going to keep growing within 30 days. That was from like mid December to mid January. We hit $70,000 a day in mid January on one skew. And I was like, and we had to turn it off. Because nobody forecasted $70,000 of sales daily

incremental. And it actually then boosted our Amazon sales. And I was like, guys, you can't, you can't let me turn this off. And like, Bobby, you got to turn it off. We don't have inventory. So we turned it off for like two months. Because we had to get inventory. I haven't had inventory issues since like the early days, right? So it blew everyone away. It was a game of don't be precious with your samples sent as many samples and have as many women tell their their stories in their

bedroom and in their bathroom with an iPhone. And there was definitely an early mover advantage. TikTok had back then. It was basically a beta, right? It was it was breaking all the time in this. But that built the relationship with a TikTok shop team that not many other companies have. Because I've been there since the early days. I know leadership. We helped build some of their things together. And we got an up and running two months later. And it's been, you know, a

huge platform for us ever since. At $70,000 a day, approximately how many affiliates were you

“working with at that time? That's a good question. I don't know at that time. I think there was”

it couldn't have been that many because we're only doing reach out for a couple months. I think now, like maybe is a better list test for now. And we do a little bit more revenue than that a day every every day now. I would say it's probably people are posting about like 1,000 to 1,200 pieces of content every single week. And that is usually quite unique. So I'd say

it's a 1,000-ish a week are posting for our products now. That's amazing. And are you still

constantly seeking out affiliates or affiliates now reaching out to you more? It's both. It's both. I think what's beautiful about a piece of content going viral on TikTok is it does three things. One, it gets you impressions if they buy or they don't buy. Two, it works as a sales engine that they buy the product. And three, it's a recruiting engine for your affiliate program. So we see the inbound modulate with viral content, which is wonderful because that's kind of

the thing that gets the ball rolling. And then we do reach out every single day, every single week, thousands of messages. And it's both a number of game of saying, okay, how can we get as many affiliates to try the product like the product to make content. But also very much nurture and nurture your community. And it's the 80 to 20% create 80% of the return. And you want to treat those people like extensions of your team. And it's the most, it's really a beautiful thing. You like these

people have quit their jobs and able to pay their mortgage. And like it's such a fun ecosystem. Because you're not just throwing money into an ether of a huge tech company. You are actually changing people's lives that are helping you get your message out there. Like I just love it.

Yeah. Is it too late for TikTok shop? The answer is obviously no. There's always a way. It's always

“growing. It's always growing the attention share. It gets from individuals. I think just TikTok”

as a whole. But do you think has the landscape changed since when you first started there? Like if a brand starting today is it still is the playbook still build up affiliates, get them posting, has anything changed really today? It's changed. But today is earlier than next month. And you're going to wish in three months that you got on the platform two months ago. So it's never too late to get on TikTok shop. It's growing. It's growing from the sense of there's more affiliates. Right?

There's more people buying on it. They don't feel like a lot of consumers felt uncomfortable buying on the platform. Maybe a couple of years ago. Now it's more normal. Some more people are buying

on the platform with it. I think it's huge. So everything's growing in a direction. So it's never,

it's never too early to join TikTok. The landscape has changed. It's definitely harder. The top affiliates are now like celebrities. And getting to them is very hard. I think how you start today is finding the people who are also starting out with a brand who is also starting out who are going to double down and make content for you and believe. But it's affiliates. And it's finding people to make great content. The amazing thing about TikTok is it's content first.

More than followers, more than likes, more than this. Every piece of content has the chance to go into the ether and go viral. And that doesn't mean the person who has $500,000 in GMB versus

So it's definitely a little harder. But it's going to be harder next month. And it's going to be

harder in three months. So start now. And affiliate is the first place to start. Right? Like everyone talks about the GMV Max and the spending and the campaigns and the contest. It's just just going to feel it's to start posting and send out a bunch of samples. And then learn and then you're going to be able to do the more exciting tactics. But like you want to keep everything simple to be in. And you mentioned incrementality, which is exciting. You're unlocking this

“really truly incremental platform. How are you thinking about brand awareness at this point?”

What's been the most effective venture maybe in the past year or so for really getting brand awareness out there for you? It's going to be the same answer that we just talked about, which is

TikTok shop. I think TikTok. Yeah. It is. Yeah. It's just such a powerful engine. I think, you know,

it still serves a different purpose. I think, you know, for us, the thing that's worked for us recently on the brand side is the linear TV has really worked for us. But like if I'm saying impressions and people recognizing my bottle and knowing where we sell and how we sell and what we do, TikTok can't beat the amount of impressions in the dollar you're getting it for. And the unique storytelling and the unique angles that people come up with that I in my team and, you know,

in the head of brand can't just sit in a room and come up with because you have a thousand people a week thinking about it is really special. But to ladder up to your one thing that you want people to think about every single day when they think you're a brand, that has to be from the brand. And TikTok is not that because there's a lot of different messages. Those are things like, you know, even as we still do out of home or we definitely do out of home, we do TV. Those things

have been really big for us, especially when you have a retail business. Those things don't really make sense when you don't have the distribution. When you have distribution and people can buy you almost anywhere, then it unlocks the ability to do these harder to measure, you know, bigger,

“more expensive channels. Like linear, I talk about CCTV on this podcast all the time. I think so many,”

so many brands are are dabbling and testing and seeing great results from that. But, but fewer I think are going all whole hog on linear TV. Talk to me about how, how has linear TV for instance compared to CCTV for you? Yes, streaming. Yes, streaming for us. We've got a bunch of tests. We spend on on on on streaming currently, but our bigger budgets on linear. Linear for us has been more successful for a couple of different reasons. One of the costs we have found to be cheaper.

The targeting is a little less exact, but we've seen more in incrementality. We do geotesting on both

linear and we do geotesting on streaming. And for us, linear has always come back kind of the champion.

But when we want targeted specific messaging that we can look at the data more and understand it, nothing can be streaming because linear just doesn't have that data and they don't really give it to you and there's still a little bit old school. But I like a nice mix of it. Although our budget is primarily linear, mainly for bang for your buck on CPMs. It's just cheaper. And for us, like, we want to find our audience that meta is not reaching. And that's probably, you know,

meta is probably reaching the people that are watching streaming. You know, TikTok might not be reaching and meta-noting by not reaching the people still watching linear. So it is to us still very different audiences. How many doors are you in now? That's a really good question. We're in all doors at Target, all doors at Walmart. And we will be in all doors at Costco. And those are our big ones and all doors at CVS. I don't know the total number. But if you add all those up, those are our total doors.

Thousands and thousands of doors. Thousands and thousands. Yeah. When did you what year in your trajectory did you guys kind of go all in on retail? It's a good question because all we started in retail and late 2023 with target small tests, a couple hundred doors on NCAP when incredibly well expanded to about half chain in 2023. And then I would say 2024 was really again focusing on Target. And then last year was I would say all in on retail is last year. That's when we're

a full chain at Target. We went full chain at Walmart, full chain at CVS and selectively some some great brochures. And that was when we went big last year, which was both a wonderful thing and changed our business. But both a very challenging thing for our marketing model. Because all of a sudden we just lost visibility of a lot of people purchasing. And you're looking at your caff and you're like, "Why is my caff going up at the business is doing really well?"

It's going up because people are seeing a meta-ad and not buying on Shopify. And they're buying

“somewhere else. And all of a sudden you have to create this world of omnichannel measurement,”

which again, Martin Marciamo's the perfect guy to do and has led us through the woods a little bit there. But it's both one of the most challenging things we've ever had to deal with as a business. Right? It's just like, "Where do you spend that next dollar when you can't track every single purchase anymore?" And then how have you invested in retail? To really, obviously, like, you

invested in retail, whether it's displays or just just to really build that relationship. Because the bigger you get with retail, the bigger asks you can kind of make from the partners. Maybe

“talk to me about how you really invested in retail as a channel. What's worked best?”

Yeah, for us, it's space in store to tell our narrative and educate the consumer. So out of I'll display. So if that be a tray that you put in I'll, if it be an end cap, which is ideal,

always push for an end cap, those have been ways of launching new products, ways of launching

the brand for the first time you went to the brand. And, you know, we waited a while to go retail. We were a big business. We were a hundred million dollar business before we went into retail. And we waited that very intentionally because we wanted to make sure that we had the velocities that went away and we wanted the lever just kind of a hard work. But we wanted to go in and say, hey, guys, we're going to do really good things. We want this from you. And they said, okay,

we're going to take a chance. We're going to give you this end cap. You're an intimate care. Maybe it wasn't as competitive as going into vitamins right away. We're in vitamins now, but it was very competitive back in the day for a smaller brand. And that proof point on the so much credit on the relationship that, you know, we get an end cap, you know, for months every single year. That is our opportunity to one perform and show them, but also launch new products.

So out of all else, huge, but not sexy answers. Have a big D to see business before you go retail.

“Right? Some categories that's hard in beverage, maybe supplements. You should have a big D to see”

business before you go retail, right? Like that is how you went in retail and how you get things that you ask for is by hitting it strong right away. So that's how we started. And then relationship

forward always fly out for the meeting, always show up, always fly to Minnesota, always fly to Bettenville,

build that relationship and ask for the world because the worst they can say is no. You're, you're not, you're going up against people like David Beckham and Chloe Kardashian. How, what are your thoughts on that sort of like celebrity level of influence that maybe some of your competitors have? Is this something that you guys seek out or is it something that you sort of actively avoid? It's something we don't seek out because we are operating under the assumption

of we want to be a company that people know is going to be here in 50 years. And I think trading on trend is dangerous. I think from a brand respecting being of the moment and being of culture. Yes, during a campaign with a celebrity that resonates a lot with what we're trying to solve and creators and things yes, absolutely. We want to be modern of the moment. I don't want to be stale, right? But long term like company associating on one person for me makes it harder to answer

yes to the question of is this company going to be here in 50 years because we want to trade on

“trust not trend. And I think that is like a big thing we think a lot about. So those are, again,”

they look like great businesses now and they're doing well for us like I'm playing on playing a longer game. I'm playing chess, right? Not checkers. Yeah. You say it was you know hit that nine figure mark a few years back now you're in the in the nine figures potentially at a 10 figure valuation. I feel like this space is so hot. Everyone in PE and Global Strategic is interested in women's health. How do you see the next few years like in your dream scenario? How do you see the next

few years playing out? Yeah. I think you know for us it's the goal of being number one in the U.S. and vaginal and intimate health. That's our mission. We're going to go be that company. We're

going to grow or well on our way. And for us it's always being open to the opportunity of finding

a partner that's going to help grow that and expand that vision. So for us like we're I love this company I love running and we're going to keep running it forever. Right? And I think the when the moment comes of a partner that can add a lot of value that's the partner. The same thing we do with our first investor wasn't about the money. It's about the boot camp to get to the next level. And I imagine that taking the number one vaginal health and intimate care brand in the U.S. and making

it the number one globally might take another round of boot camp that I would be looking for and really excited to do. But for us it's people, it's product and it's focus. And that's kind of what we're in for. Are there other I just did a podcast yesterday with Lauren from Flex which is you know innovative period product essentially that the Flex disk. Have you guys ever experimented with with partnerships you know that are sort of beside you rather than competition in intimate

health space. We have not but I'm very excited to explore it. I think with our kind of renewed focus of you know the last couple years being a little bit more broad women's self to our new real focus being like we're vaginal and intimate health and that's kind of what we're going after. It makes it more clear of the value that we add to partnerships. So how do we bring our value of this incredibly

a little bit of having fun. I want to have fun. I want to find a partnership that's talkable

“that's fun that's maybe a little out of the box of 100%. So I think more partnerships to come”

in 2027. It's a core mission of ours to one like yeah shake it up a little bit and be a little cheeky with some of these and actually be value and add value that isn't just in our core consumer base right like if like okay if it's not a vitamin or supplement that's not what we do think about all day or topical what is someone think about all day but yet would be really valuable for the intimate health consumer that like those two things a little bit of fun a little bit of innovation

I'm going to bring to the to the playground next year. Last question if you had to do it all over again is there anything or even if you had to do it all over again today versus 2018 is there is there

anything you change or like so say we in there's a new there's a new body part that everyone's like

oh my god everyone needs to focus on their upper arm health or something and you were to launch something game changing in that space and in a new sort of blue space what is there anything you do different about about how you've kind of built this business? Yes I think the one that I talk about

“a lot internally and I think is a really important lesson that I would do differently is”

really understanding your brain architecture and thinking enough steps ahead we have a very complicated brain architecture there's a positive then there's euro then there's flow and there's all these things and moving forward we're actually consolidating some of that really to focus on euro which is or which is our core product line and drives the majority of the business and I think you want to be really careful of how many brands that you are creating there's some you know understanding what

you are you a house or brands or you're a branded house having that conversation understanding where it goes thinking more than one product in advance like planning for what do you want the brand to be what do you want it to stand for what do you want people to know as the household name has been like it's got us where we are today we're very proud of what we are but it is very messy Eric and I'm very happy in the next couple of years to clean it up and understand

okay what does the consumer know us as what do they know us for and really simplify it because we're a quite complex business but again it got us to where we are but I would have done that differently. Yeah I think it was one of the comments in the pre-interview you're probably one of the smallest logos on your own product like for your main overall brand o-positive health kind of goes at the bottom but I think that's that's served a great purpose for use well because you're very

your products are very problem focused problem aware solution aware kind of thing and the brand is a little bit secondary that and then you have the the fun brand on the side the euro flow things like that but yeah it's interesting that it creates come especially as you expand it just it expands the complexity. A lot of complexity I would I would error on the side of simplicity and I like the I like what you said because yeah being telling the consumer what you what it is and

what it solves for is always important that should be primary but yeah we had these two brands

almost on the front of the bottle still to to this day more to come on that next year like competing for the number one spot and then also add to that we had another fun brand selling a different product with the same tiny logo on the bottom like it seems innovative guys don't copy it okay

“it's very confusing. I love it all right well you have to come back on once you once you”

wrangle it I would love to see how you do that Bobby thank you for taking the time to come on the TTC podcast today look forward to staying in touch with you people want to follow your journey do you recommend they maybe reach out on LinkedIn yeah people going to reach out to me on LinkedIn of course follow a whole positive on Instagram a positive on LinkedIn and kind of watch the journey where we're just getting started baby. Well done sir thanks for coming on

and this is a lot of fun. Thanks there that was great. Thanks so much for listening to today's episode. If you're not a subscriber to our newsletter you can do that right now at direct to consumer all oneword.co. I'm Eric Dick and this has been the D to C podcast we'll see you next time. Holiday starts early on Walmart Marketplace apply to sell and get your inventory to Walmart fulfillment services to prepare for millions of holiday shoppers build your seasonal

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