Latest / Founder Mode / The Future of Commerce: Product Design & Logistics with Samantha Rose

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The Future of Commerce: Product Design & Logistics with Samantha Rose · Founder Mode

0:00
No plan survives the collision with the customer.
0:02
Launching our Kickstarter was a pre market collision with the
0:06
customer because I used to, I mean see pre selling spatulas,
0:09
but I had effectively customers that I owed time and attention
0:13
and ultimately products to. And we're back with another
0:23
episode of Founder Mode. Hey, Jason.
0:24
Hey Kevin, we're going to peek under the hood of today's
0:27
commerce revolution where ingenious design meets
0:30
bulletproof logistics. So Kevin, when a founder
0:32
sketches the next must have product, what stalls momentum
0:35
more perfecting the form factor or taming the supply chain?
0:39
Yeah, they're kind of like twins.
0:40
I mean, beautiful design without the ability to sort of deliver
0:43
and ship. But I mean, I know I've seen a
0:44
ton of things online where I've kind of saw a pre release or
0:47
ordered something and then it just, you know, after that it
0:49
just stumbled, right. No updates, never got there.
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And so logistics really is a kind of a key part of it.
0:55
And you know, the danger is like, you chase these viral
0:57
aesthetics before you've really stress tested that sort of
1:00
fulfillment. Yeah, margins will disappear,
1:02
customers will vent on X and all the social networks, and the
1:06
TikTok hype train derails at the warehouse door.
1:10
Today, I mean, we're diving kind of into the future of commerce,
1:12
like what are these trends in product design and logistics?
1:15
And really how do you craft products that people obsess over
1:18
and then ship them in this sort of like there's nothing better
1:21
than ordering something and seeing like, you know, it's
1:23
shipped and then out for delivery the next day.
1:25
And you're like, wow, that's just the the beautiful sense I
1:27
love. The Amazon Prime, it'll be here
1:30
today in a couple hours. Like, why would I ever go to a
1:33
store again? That's maybe a bad thing.
1:35
So we're talking to someone who's lived every node of that
1:39
journey from Kickstarter to acquisition, and now building
1:42
the tools that power modern brands.
1:43
Yeah, we're talking to Samantha Rose, multi exit founder,
1:46
investor, operator in the consumer space.
1:48
She's currently leads Endless Commerce, a commerce enablement
1:50
platform for high growth brands, and Hologram Capital, where she
1:54
directs investment strategy for turnarounds in Special
1:57
Situations. Yeah, she's she's a rock star.
2:00
She's buying and reviving these overlooked consumer brands.
2:03
She's taking hand carved prototypes and architecting AI
2:07
driven fulfillment. Samantha really proves that
2:10
design love and logistics rigor can and must coexist.
2:14
So let's hear how Samantha designs for Delight, Engineers
2:17
for Scale, and why the next Commerce Edge is invisibly fast
2:21
logistics. Welcome to founder mode, Sam.
2:28
Thank you. Thanks for having me guys.
2:29
Yeah, we're we're so happy to have you.
2:31
You have famously hand carved the prototype to GI Rs one piece
2:35
silicone spatula in 2012. Looking back, what single
2:39
decision in those early days most shaped your design to scale
2:42
philosophy? And I think the Spatula's on
2:43
that desk right there isn't. It yeah, single decision.
2:49
Well, I think the decision was that we were going to be a brand
2:54
and a business and not just a product.
2:57
And that framed my mindset for basically every decision around
3:01
the product, but also around the rest of what our website look
3:04
like, what our content marketing look like, what my relationships
3:08
with factories look like and basically what my learning curve
3:11
look like. And looking back, I, I have no
3:15
regrets, but, but definitely that was the moment where I was
3:18
like, OK, I'm not making a product, I'm making a business.
3:20
And then the rest will follow. So Kickstarter kind of, you
3:23
know, kind of accelerated you from this like 10 unit kind of
3:26
test run to like 10,000 units and, and crazy like, you know,
3:29
almost overnight. Like how did that sort of demand
3:31
shock like kind of rewrite the way your playbook for that?
3:34
I went from planning, but also just like you said, how how did
3:36
those relationship with factories and stuff change that
3:38
quickly? So, OK, so the way I like to
3:41
remember this is and I have this phrase that I I didn't coin, but
3:45
that I come back to all the time, which is the collision
3:47
with the customer. And like no plan survives the
3:50
collision with the customer. Launching our Kickstarter was a
3:53
pre market collision with the customer because obviously I
3:57
mean pre selling spatulas, but I had effectively customers that I
4:00
owed time and attention and ultimately products to.
4:03
And so I think that crowdfunding is such a fascinating tool for
4:08
that reason. Like you get to learn from your
4:10
customers, but you also have to support them much earlier on
4:14
that you might have. And I could go on for an hour
4:16
about the weird implications of that, but one thing that it for
4:21
sure did that you know, anecdotally is worth reflecting
4:25
on is basically put me into the head of customer service seat
4:29
from day one. And so yes, my job was product
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and yes, my job was building our website and like, and also, yes,
4:35
my job was talking to factories, but my job was talking to
4:38
customers and making them happy, you know, before they had
4:41
anything. But they had, you know, they
4:43
hadn't even given me dollars actually.
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They just pledged to give me their dollars.
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I'm like, I have nothing, but I owe you a lot.
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And I stayed in the kind of customer service saddle almost
4:56
indefinitely actually. I mean, I eventually built
4:58
A-Team around myself, but I participated really heavily in
5:02
like customer service as part of the product that we were
5:05
delivering the whole time. It is ultimate founder mode
5:08
right there. Woof.
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GIR grew to 55 products and 500 skews before its 2021 sale to
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Pattern Brands. If you were starting GIR today,
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which skew rationalization rule would be non negotiable from day
5:23
one. I think I kind of nailed it, no?
5:26
What did you do? Then give a real answer.
5:28
I can give a real answer to this, which is OK.
5:31
So I started with this like hero product and the way that I made
5:34
it more than literally one thing was to make a lot of colors.
5:39
And that was a question that was like really, really questioned
5:43
basically. And the reason I felt that it
5:46
was so important was that I was trying to tell a brand story and
5:48
not just a product story. And it wasn't so utilitarian.
5:51
Everyone bought red and black. Those I knew that those would be
5:54
the colors I knew from day one. Those are the colors that were
5:57
in my kitchen. But I thought that's not enough
5:59
of a story. So I fought against skew
6:02
rationalization on colors, but eventually had to give up the
6:05
ghost on a few. So like when we later launched
6:08
certain kind of derivative collection, So we had sort of
6:11
like our main kitchen utensil line and and that was almost
6:15
always in 12 colors and then sometimes 7.
6:18
We have like a core 7 colors that were like the highest
6:21
selling, most popular. But when we went into another
6:23
area like like storage where we were doing like stretch lids
6:29
and, and these like little airtight lids that just sat on
6:33
bowls, we had to be really tight about the strategy.
6:38
And sometimes it as few as three colors because the Moqs were
6:42
just so high. And I just couldn't afford to
6:44
have all of that money sitting on the shelf.
6:47
So I think that the product launch strategy had to be what
6:50
it was because we were building collections and I've been, I was
6:54
bootstrapping. So I started with 1 and I, I
6:56
built 220 utensils and another 20 storage SKU's and so on and
7:00
so forth. I don't think I could have made
7:02
a different choice over time with that, although we did still
7:05
make some mistakes. It's just just like, but we had
7:07
to kind of make those mistakes to figure out there were
7:09
mistakes. And I don't think the strategy
7:11
was wrong. I just think that like the
7:12
outcome was unexpected sometimes.
7:14
But colors were a discipline and a fight.
7:17
So pattern was like a family of brands built on this kind of
7:20
shared infrastructure. Like what did that kind of
7:22
acquisition and sort of integration teach you about, you
7:25
know, just holding companies in DTC and like you know, you
7:27
mentioned kind of or highlighted like they fall short, like what,
7:30
what have you learned and, and what would you do differently?
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Well, I'll be careful in answering this because I, we now
7:36
run and own a family of brands and I'm like live trying not to
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repeat. Yeah, mistakes of aggregators
7:45
and also patterns. Such an incredible team and such
7:48
an incredible promise. I mean, all the aggregators at
7:51
the time that were sort of becoming my point of view was
7:54
that the, the, the danger zone that many fell into was over
7:58
indexing on a single channel as a strategy.
8:01
And there was a time when that really worked like Meta as a
8:04
strategy worked. That could be your only channel
8:07
and you'd build a business there.
8:08
Amazon as a strategy can work. You can just be an FBA brand and
8:12
like build a really, really big business there.
8:15
Given their reach. I always felt that that was
8:17
super risky. And as it turns out, there were
8:20
a lot of aggregators that suffered from that.
8:22
And, and the risk is real because you've got so much
8:25
counterparty risk and like you're not in charge, you don't
8:28
own the audience, you don't make the rules, you can't control
8:30
acquisition costs. So my kind of portfolio brands
8:34
acquisition strategy is very much pays mine to making sure
8:38
that we have a constantly balanced channel blend and that
8:43
at any given time if we acquire a business that's like over
8:46
indexed in one, we'll try to like balance it out, but we'll
8:49
also make acquisitions very intentionally into a
8:52
specialization like this business has like a really solid
8:55
Amazon team. Let's acquire them and acquire
8:58
the team, then we'll acquire that Channel expertise and we
9:01
can cross pollinate. And you know, the things that
9:04
make a single channel work are they're, they're so different
9:06
from each other. Like what makes a relationship
9:08
with Target and Costco work is not the thing that what it that
9:11
makes Shopify work and not what makes Amazon work and so on and
9:14
so forth. And it's a pretty, it's a pretty
9:17
big surface area to have like subject matter expertise in.
9:20
So like the name of the game is to continue to build expertise
9:25
through personnel and expose across all of those things as
9:28
consistently as possible. I love the acquisition across a
9:32
hold Co of not just brands and products, but expertise, peace
9:36
and knowledge. Like that's This is why you're
9:38
here, Sam, because this is very smart.
9:40
After the exit you, you launched Manifest, which is a design
9:44
studio and three PL. What pain point did you keep
9:48
seeing in other brands that convinced you vertical
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integration of design factory fulfillment was the right
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answer? The biggest 1 is just not
9:56
understanding what makes the work work right.
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Like if your business is making things and you don't understand
10:03
how things are made, then you can't pull on the right levers
10:07
of inefficiency for that thing. And this is true of like, so
10:10
this is the reason I vertically integrated was if I wanted my
10:14
unit economics on an X works basis to be better, I needed to
10:18
know the right questions to ask. You can't just say make it
10:21
cheaper or or at least you can, but that's not totally a fair
10:25
question to ask a trading partner.
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It's not very collaborative. But if instead you can say, hey,
10:31
for this material, is there an alternative that we can swap
10:36
that will sufficiently fulfill the product promise but will be
10:40
less expensive for us, but not create problems for you?
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Then you get a trading partner that's like, oh, totally, yeah,
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that's easy to swap out. It doesn't hit our bottom line.
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It will help your bottom line. Let's collaborate.
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That's true of fulfillment operations too.
10:54
I can't tell you how many times as a three PL. we'd have a
10:57
customer ask a question that like is well meaning but
11:01
uneducated. And our team would come to us
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and say, you guys, how are we going to do this?
11:06
I'll give you a perfect example, an urgent wholesale order that
11:10
surprise needs to ship yesterday, but needs these
11:13
special labels, which we don't have for you yet because our
11:15
Time Team hasn't had time to do it.
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But I'm going to e-mail them to you at the end of the day.
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And, and it's 12 pallets and what's great about this order
11:27
for, you know, for the brand hypothetically, is that it is
11:30
clearing out a bunch of back stock that they haven't had to
11:33
touch in months. So it's awesome, like
11:35
translating inventory into dollars.
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I mean, manifest site literally says learning curves are
11:39
expensive. Don't start at score one.
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Like what's the most expensive tuition check that you've ever
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paid? Like kind of on this list
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Justics journey and like you know, how do you help others
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avoid these? The most expensive?
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There's two. I'm going to give you 2.
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The first most expensive was having an inventory management
11:57
system that was disconnected from our shipping system.
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And the shipping system, when we sent the orders through it hit
12:06
an API call limit. I've told this story before, but
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I'll tell it really specifically.
12:09
It's rad. So we hit an API limit going
12:13
pushing orders from from it was Magento.
12:16
I'm so old. So then we were out of stock
12:18
when a huge wholesale order came in and we were like, Oh yeah, no
12:22
problem. So we accept the order and we go
12:25
to fill it and they're like the shelf.
12:27
There's nothing on the shelf. I'm like, what are you talking
12:29
about? There's nothing on the shelf.
12:30
500 units of that color. They're like, no, you don't.
12:33
So then we had to go back to the training partner and man, that
12:36
was a really, really expensive mistake.
12:39
Well, this is Magento fault. I think that's what we learned
12:41
from all of this. There's got to be somebody to
12:43
blame my. Favorite my favorite thing you
12:46
just said was about warehouses. close your eyes and go as fast
12:48
as you can, which could be an alternate title to this podcast,
12:51
this founder mode, just, you know, just go as fast as you
12:53
can. Just go just power through it.
12:55
So let's switch gears to endless commerce, which bills itself as
12:59
commerce OS that replaces the chaotic tech stack.
13:03
What convinced you that the market needed a another ERP?
13:06
A brand new ERP rather than incremental middleware?
13:09
Well, I convinced myself by building it and like in the most
13:14
cobbled together but highly functional way.
13:17
And by the time sold business, that sold business #1 and built
13:21
business #2 and it was brewing on this idea for business number
13:25
three or five or whatever we're at right now.
13:28
I was like, there is a better way because I just, I just did
13:30
it, but it's not shareable, which is a huge problem.
13:34
And it's not that scalable, which is it was scaled to the
13:36
scale of my business. So okay, it's, you know, scale
13:39
to 8 figures, but it wasn't scale to 9 or 10 figures, which
13:42
is where we wanted to go. So when I was building this
13:46
proto software thing, I didn't even know what Erps were.
13:50
I just knew what my problems were and what my friends
13:52
problems were. And then I was like inheriting
13:55
other people's problems by being an agency and trying to
13:58
understand how to solve through those.
13:59
And so I didn't start endless commerce because I saw a big
14:03
dollar sign above the door that was like, walk through this and
14:08
you'll, you'll make enterprise SAS that will like be venture
14:11
scale. I just saw like a problem to
14:13
solve. That was not just my problem,
14:16
although mine alone was like salient enough that I would have
14:20
built it anyway. But I'd seen so many other
14:22
people's similar problems. And, and I think the thing that
14:26
is making it really interesting to build right now is that the
14:29
way that we build software is transforming at, I mean,
14:32
thousands of miles a minute. The tools that I and my team are
14:36
using are transforming every week.
14:39
And when we go through the kind of 2010 to 2020 minute of
14:43
software development, there's a lot of predictableness to it.
14:47
And there there is a predictability to how you build
14:49
a team, to what tools you use. Of course there's like higher
14:52
scaled ways to do it and there's cheap tools and expensive tools,
14:56
but in general the kind of like the rhythm of software was
15:02
pretty stable in that vintage. And the rhythm of software
15:05
development is so unstable right now.
15:08
It's so volatile and it's so fun as a result, because we can use
15:12
these new tools to build in a new way and to build much
15:16
faster. And and we're sort of like
15:18
trying to be who I think we are on the cutting edge of
15:20
understanding how business owners and operators are going
15:25
to need to transition themselves.
15:26
Right? Like there's, and I'll just say
15:29
it out loud, it's AI. People can all of a sudden build
15:32
their own tools to help themselves operate their
15:34
businesses. Like building a basic order
15:36
management system, logging system is an afternoon for
15:39
someone who is like, you know, into vibe coding enough to get
15:43
the job done. That doesn't connect to
15:46
anything. So it can deliver value to the
15:49
operator and to their business. But the real value is to build
15:53
something quickly and then connect it to everything else.
15:57
Because the world of commerce and retail moves so much more
16:01
slowly. It must, right?
16:03
And it's physical. It's like, it's dusty and
16:05
sweaty. So the excitement for me is to
16:07
build using like these blazingly futuristic new tools in a way
16:12
that is still like grounded in in like the real world
16:17
operations of it all. And then to create this through
16:20
line connection of like those things talking to each other.
16:24
And that has been really hard, really fun.
16:28
No, it's cool. I mean, we've talked about some
16:29
other folks with the kind of AI and just how it, you know, in
16:31
our own businesses, like how it's just transitioning, like
16:33
how we build everything. And I one thing I'm curious,
16:36
like, you know, so obviously this solves a lot of operational
16:39
hurdles. And I'm wondering like when you
16:42
come at it and you sort of say, hey, we have AI to sort of build
16:44
solutions a lot quicker and we have this sort of dusty, slow
16:47
moving logistics problem. Like how much more custom are
16:51
the solutions now for your customers than they were maybe
16:53
like you said, in the old vintage of SAS where it's like,
16:55
hey, we try to build a product and then we sell our customers
16:58
customer product. We're in today's SAS.
17:00
It's like you can almost build a solution and then that thing can
17:03
almost be more highly customized.
17:04
Are you seeing that in sort of your clients where you're able
17:07
to be more bespoke or specific because the cost of being
17:11
bespoke now you can kind of vibe code your way if you were to
17:14
like giving them a custom solution that then connects into
17:17
the smarts of all the stuff that you guys have figured out and
17:19
already kind of pre built? So our job is to deliver kind of
17:23
predictable interfaces that allow people to interact with
17:26
them in in like reliable ways, but that are unique to the
17:31
operator. And that I think is the
17:34
wonderfulness of building in this time is that we can do that
17:38
scalably without like being bogged down.
17:40
Endless is using AI to flag inventory and routing errors
17:45
before they're costly mistakes like the example you gave us.
17:49
Where do you see the biggest near term AI win inside the
17:52
supply chain? Is it forecasting freight
17:54
optimization, returns triage or this kind of ERP personalization
17:58
you just described? Like where is the where is the
18:00
big opportunity right now? The biggest opportunity I see is
18:03
most easily distilled into the this idea of just in time
18:07
inventory. In other words, having the
18:09
product available to your customer in the right moment,
18:12
the buying moment for them, is a huge cost efficiency.
18:16
For businesses, there are two alternatives.
18:18
The order comes and you don't have inventory to fill it.
18:21
That's like money left on the table or you have inventory
18:24
sitting on the shelf gathering dust.
18:26
And that's really expensive because you can't deploy that
18:29
capital on something else like acquiring another customer.
18:33
So the net, net, and I'm boiling it down into 1, making it sound
18:37
so easy, just in time inventory, there's actually a lot that has
18:40
to go right and be connected in order to achieve that vision.
18:44
But that's what I'm trying to achieve on behalf of businesses
18:47
for whom, large or small, that is effectively the objective of
18:51
a consumer organization is to create the availability of a
18:55
product presented to the customer at the time of need.
18:59
That's the ball game. So in a nutshell, that's what
19:02
I'm trying to do. And I think that AI and these
19:05
new tools can influence that by allowing us to, well, a lot of
19:10
things. One, optimize the workflow of
19:12
getting the inventory there to help us better predict how much
19:15
is needed, how much will be too much.
19:17
And there's some really fun and easy examples of that.
19:20
Like I know that the the time that supply chain management
19:24
takes balloons like it accordions according to the time
19:27
of year. So let's just use the example of
19:31
a an overseas based supply chain that has about 30 days of
19:35
production lead time for and then another 30 days of transit.
19:40
Now put a holiday in the middle of it, whether that's AUS based
19:43
sales holiday or the overseas based labor holiday or whatever
19:47
it is. And then close the Suez Canal.
19:50
Now my life like pretty predictable 60 to 70 day lead
19:54
time. I mean it can accordion to.
19:56
Like a. 100 days. And if I can help customers be
20:00
more predictable, predictive about it, then they'll place
20:03
their purchase orders at a time when there's less port
20:05
congestion and Oh my gosh, prices are cheaper because
20:08
demand went down, supply went up.
20:11
And so there's all of these efficiencies that you can
20:14
extract out of. Being more predictive in what's
20:18
going to happen in the business and and that really excites me
20:21
because it'll help more businesses grow faster.
20:23
Yeah, you mentioned kind of the the freight, the Suez Canal.
20:25
And I think as you see like this, you know, freight
20:27
volatility has been this kind of craziness since post pandemic.
20:30
Like how do you decide like when to diversify like ports and
20:33
shipping versus negotiating with like an existing carrier?
20:36
Like how much of that you know, as you kind of look at this full
20:38
stack thing end to end. And then maybe with tariffs as
20:41
well, like, you know, changes where these things come in, if
20:43
you land, you know, north of a border or South of a border
20:46
these days, like that could radically change the cost of
20:48
something. You know, if we as a global
20:51
community want infinitely flexible supply chains, we can
20:55
Orient around that. I think there's some coolness in
20:57
it, you know, and, and, and a lot of diversification and
21:00
probably global commerce that would come out of it.
21:02
But it's a decades long job to be done.
21:04
And I think it's a global, it's a global choice ultimately, even
21:08
though there's a lot of national, international friction
21:11
around it all. Right.
21:12
Let's talk about the one commerce trend that you think is
21:16
overhyped and the one that is underappreciated heading into
21:20
this next year. What what would those be?
21:22
And and kind of why? Commerce trend that's overhyped,
21:25
probably. I'm going to give this, I'm
21:26
going to do the annoying thing. I'm going to make the weakness
21:28
of strength and give the same answer for both.
21:30
It's buying. It's buying through an LLM
21:33
interface. It's commerce and ChatGPT.
21:36
So I it's such a double edged sword.
21:38
I think that people like to be in the the aura of a brand,
21:44
interacting with the brand. Buying from a brand is so much
21:47
more than just I want this T-shirt at this time, I need a
21:51
plain white tee and serve it up to me now.
21:54
Brands are organisms that we identify with and extracting or
21:59
sort of like backing off of the brand ethos.
22:03
Being a part of commerce I think is really difficult for people.
22:07
And so I'm really excited for what it means for a bot that
22:12
knows me so, so well and knows all my taste and my purchase
22:15
history to be like, Sam, you need this.
22:18
Really. Yes, I do.
22:19
And you know, and they're, these models are so they're so
22:23
understanding and so good at rhetoric and convincing that I,
22:28
I bet there's an entire, I don't know how the industry is going
22:32
to going to like build itself around this.
22:34
But like, there is something to be said for being convinced by a
22:38
chatbot like you need this. I'm really excited and also
22:41
terrified. Persuasion.
22:44
But I think that the overhyped element of it is that people
22:46
still create or extract part of their own identity from
22:51
interacting with brands. You know, there's a reason,
22:55
there's a reason that our closets are sort of like filled
22:57
with, you know, jeans from the same place and jackets from the
23:00
same place and shoes from our favorite brand.
23:02
And I don't know how, I don't know how these bots are going to
23:05
deal with that. So it's not maybe, maybe it's
23:07
not that it's over height in my opinion, but but that there
23:11
there will be a loss of something in that.
23:13
And I don't know how we'll replace it, except you need
23:16
that. This was great, Sam, where can
23:20
folks find you online and any special offers or things that
23:22
you can share with folks listening or watching?
23:24
Yeah, absolutely. So Endless commerce.com and
23:28
that's like my my main site. I'm also on LinkedIn.
23:31
You can find me at Samantha Rose and super lapsed on Twitter, but
23:35
I'm there as sorry robots. And for anyone who wants to give
23:39
Endless Commerce a try, I'm offering two free months and
23:42
free onboarding, which I think is sort of like.
23:45
Awesome. Basically the, you know, the
23:48
Kevin and Jason special love. It love it.
23:51
Earlier, earlier you were referring to the to warehousing
23:54
is sweaty and dusty and I said that could be what people call
23:56
us too, probably so, so thanks. Thank you so much, Sam for being
24:01
with us on founder mode. It was so great to hear your
24:03
take on commerce and design in 2025.
24:06
Here at Gold Sam's mantra, you know no product can survive a
24:09
collision with the customer. Yeah, she dropped so much
24:12
knowledge like she dropped ships products.
24:14
Kevin, what were your big takeaways?
24:16
Yeah, a bunch, I mean think brand, not just product, right?
24:18
I mean the business mindset for for from Dave one drives that
24:21
scale, right. How are you influencing that
24:23
sort of broad sort of approach? And then, I mean, Kickstarter
24:26
sort of forced that customer obsession, right?
24:28
So from early, I mean, you haven't even really sold them
24:30
something, right? But you've sold them a promise.
24:32
And that promise, you know, sort of leads to that customer
24:34
satisfaction and just obsession over how do you take care of the
24:37
customer all the way until they get your product colors, build
24:40
stories, right? It's really skews build risk.
24:42
But strategically, if you can balance that variety with just
24:45
sort of inventory discipline of like, hey, what are the ones
24:47
that are actually going to sell? But how do you have the story
24:49
sort of that, you know, sort of rainbow approach and then never
24:52
bet on one channel. I think it was great.
24:53
I mean, she's acquiring companies and bringing things in
24:55
with strength to use that strength to build out, you know,
24:58
potential areas for opportunity and other businesses.
25:01
And I think that's really smart. And then really just know how
25:03
things get made. I mean, if you're going to go
25:04
back and push on a vendor or trading partner, you know,
25:06
having that vertical integration and then the AI to unlock, you
25:10
know, what are those supply chains efficiencies and how do
25:12
you sort of micro manage that across the whole picture all?
25:15
Right, so if your product is stuck on a slow boat or it's
25:18
still in a designer's head, share this episode with your
25:20
crew. Smash, subscribe, drop a quick
25:22
review and help more builders find the show.
25:24
Links to Samantha's website, endlesscommerce.com and her
25:27
socials will be in the description and show notes.
25:29
And next time we're going to leave the warehouse and the
25:32
supply chain and go from Hollywood to the high rise
25:35
designing robots with another Rockstar founder.
25:37
Remember, when margins are razor thin, the boldest move is to
25:40
make the box as smart as the product inside.