Latest / Imagine If with Doone Roisin | Health, Wealth & Wisdom for Women (formerly Female Startup Club Podcast) / The subscription eyecare company that generated 50,000 subscribers in 2 years, with WALDO Founder Ashleigh Hinde (featuring hacks we’ve never heard before)

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The subscription eyecare company that generated 50,000 subscribers in 2 years, with WALDO Founder Ashleigh Hinde (featuring hacks we’ve never heard before) · Imagine If with Doone Roisin | Health, Wealth & Wisdom for Women (formerly Female Startup Club Podcast)

• 0:00
  This is Ashley Hind for Female Startup Club. Hello and welcome back to the show. If you're new here, I'm Dune, your host and hype girl. Today on the show, we're learning from Ashley Hind, the founder of a company called Waldo. Waldo.
• 0:25
  Now, let me just tell you quickly, this episode is so damn good. We get into some really nifty tips on how to look at market research and validate your idea, a super hack for outdoor advertising, and things to think about if you're going down the track of subscriptions.
• 0:43
  If you haven't heard of Waldo yet, they are an innovative and accessible D2C eye care company that believes in the power of positive vision. They sell high quality daily contact lenses and other eye care products through a bespoke subscription service that is more affordable than the bigger brands on the market.
• 1:01
  Spearheading industry change and innovation, they're committed to making eye care an essential part of everyday life through accessible, high-quality products, trustworthy expert service, and a platform to elevate the vision of their customers. Let's get into this episode. This is Ashley for Female Startup Club. Ashley, hello, and welcome to the Female Startup Club podcast. Hi, nice to see you.
• 1:27
  I'm super excited to learn from you today as a customer, as someone actually received a text from Waldo yesterday going in on that SMS marketing. Thanks for having me.
• 1:42
  What I love about what you're doing is you're building this brand that breathes more life and cool vibes into a category that's typically, in my experience, pretty boring, not very sexy. Can you introduce yourself and give us what the elevator pitch is for your brand or your business rather?
• 2:05
  So hi, I'm Ashley. I'm the founder of Waldo. We are a modern day eye care company on a mission to make eye care more accessible and enjoyable for people across the world. We are underpinned by a social mission that's powered through our relationship with Sight Savers, where for every product that you buy, we donate products and services to end avoidable blindness, which we're super passionate about.
• 2:34
  As a whole, I feel that the eye care industry could be doing a lot better to bring consumers in and start the conversation around eye health. That's something that Waldo wants to be at the forefront of.
• 2:52
  Oh my God, I love it. I didn't know that you were doing that mission piece. And that is just so cool. I mean, you know, I'm a customer. I love what you guys do. And I love the experience, like the software and the subscription side of it. And we'll get into all of that. But first of all, first question, how on earth did you get into contact lenses? What led you to starting this business?
• 3:15
  Yeah, I guess it's a strange sort of category. As you said, not the sexiest. It's not really sort of top of mind when you're thinking what business to start. But actually, it was started out of a personal pain point. So I moved to the U.S. in 2016 and ran out of contact lenses and was really struck by the pricing discrepancy between Europe, South Africa, where I'm from, and the U.S.
• 3:46
  I went online, I was looking at what my brand was. I really wanted to buy dailies, but they were out of my price range. And I started to think, here's this product that I've been wearing for north of 20 years, and I actually have no idea what the ingredients are, why they're so expensive,
• 4:08
  And so I was studying at the time and just started to investigate the industry and the big players and got really frustrated as a consumer. And I guess in parallel to my own experience around contact lens friction, my mom is also blind in one eye. And so vision has played a pretty big role, I'd say, in my life or rather lack of vision.
• 4:34
  But yeah, as a whole, I think, you know, eyes and vision have always been something that have really interested me. And I think as far as senses go, it's the sense that I am most appreciative of. And as I started to discover how broken the industry was, and increasingly getting frustrated as a consumer, I set out to solve it for myself. I didn't actually set out to create a business. I
• 5:04
  find a way to get to the source of contact lenses so that I could wear high quality lenses for less. And then it sort of snowballed into a brand, an idea, a business, a fundraise.
• 5:17
  And here we are four years later. All the good things. A question that I have for you in that early piece is around customer, like, market research. Because it's one of those things that, like you said, so many people wear contact lenses. So the obvious thing is to be like, oh, there's obviously a huge market because so many people need them. But, like, how do you actually go about...
• 5:42
  like approaching market research for your idea specifically and then validating that idea to like move forward with it yeah so in it's a great question in our space there's a lot of public players so you know if there's a public company in your space like look up their s1 look up their filing details like read read the documents that
• 6:11
  you know, about that company. That's a really great place to start and get a sense for what their challenges are. What are they investing in? How have sales trended over time? Which regions are they growing in? Like all of that is public information for a public company. So that's a sort of really good place to start. And then, you know, the second place I think is like do some testing. It's pretty,
• 6:39
  inexpensive to run a small click campaign to get a sense of whether or not this is something that people might be interested in. And that can prove some kind of validation. So whether that's a survey or even a
• 6:58
  sort of early sign up click campaign on social media. There's a number of pretty cost effective ways just to sense check and validate your idea. And I think that that's a pretty good practice as well. If you're thinking, you know, if you're trying to decide between two names or two brands, brand identities, want to test two colors, you know, there's some, there's some good ways to go about that.
• 7:23
  Wow, that's so insightful. I've never heard your, like, I've never heard that answer before to go and look at the public company's information. And that's, you know, genius, obviously. I just want to dig a layer deeper. When you're actually looking through that information on public companies, like, what were you actually looking for? Like, what was saying to you, like, it's a
• 7:48
  Like, were you looking for things they weren't doing? Or were you looking for things like, oh, they are doing this, so I should do the same thing? Or like, what do you mean specifically? So Waldo was really born out of like a personal pain point. So I knew that the problem existed. I didn't really use like public company research as a validator for the problem necessarily. But I used it for a validator of the scale. So, you know, when I looked at
• 8:15
  Johnson & Johnson's revenue from contact lenses, I was absolutely blown away. And so that's what I was looking at. So like size of the market kind of thing. Yeah, exactly. Size of the market. Exactly. Wow. That's so interesting.
• 8:30
  Okay, so still in that early piece, something you mentioned before we started recording is that there can be, you know, hundreds of SKUs that you need to develop these kind of products. I think you said 800 SKUs for one particular kind of contact lens, which blew my mind because obviously that makes so much sense because so many people have different eye prescriptions, but I just didn't think of it that way.
• 8:55
  How did you approach your kind of like funding path? And what were you thinking when it came to bootstrapping, investing your own capital, funding it that way? Or were you thinking, hey, I need to raise from day one. This is a huge project. Yeah. So I think this is something I've learned along the way. It's not something that I knew in the beginning at all. And actually, I wish that it was something that I had a better grasp of when I started Waldo.
• 9:22
  I wanted to bootstrap it because I come from a family of entrepreneurs and that's kind of the only way sort of been taught to build a business. The whole fundraising thing was very new to me. And so for me, it was actually like, okay, what are the minimum order quantities? What is the cost of that first order? Let me add a percentage on top of that to give myself a little bit of headroom. And that's,
• 9:49
  the number I'm going to arrive at. Obviously, like a very rudimentary approach to, you know, funding a company. But anyway, I sent that business plan around to a couple of friends in the finance space after, you know, asking for feedback on the plan and essentially ended up raising like six times what I initially wanted to raise. And...
• 10:16
  In hindsight, honestly, we should have raised more, but that is particular to my industry. So contact lenses are, it's a very regulatory heavy industry, or it's a product where you need significant cash outlay, like the minimum order quantities are high.
• 10:38
  And it's also a huge space, like the players in this space are multi, multi billion dollar global behemoths. And so when you're operating in that space, capital can be a moat and.
• 10:59
  you know, can be a way for you to build protections around the business quite a lot faster. So for my industry, absolutely was the right call to go after external capital early on. And in hindsight, we probably should have raised more. But that said, in a different category, if I was starting another business where it wasn't so regulatory heavy, the minimum order quantities weren't so big,
• 11:27
  And, you know, I was looking to maybe run a good lifestyle business, for instance. I wouldn't take external capital. If there was no rush, like bootstrap it yourself, get as many customer learnings as you can in those early days and own as much of the businesses as you can.
• 11:47
  Are you able to share kind of what were the minimum orders and kind of ballpark pricing you did need to get started? And I have a follow-up question why I'm asking you. It's in relation to myself because basically like I'm in this position where I'm asking people's opinion who have a better idea because I obviously am new to this. But for example, my minimum order, which is 6,000 bottles, is about 42,000 per SKU and
• 12:16
  We're in that point of being like, you know, we want to make this a big business. We know there are big players that, you know, to get market share, it's going to be, it's going to cost capital. We need working capital. But is that an amount that's actually low enough to, you know, try and bootstrap, try and grow slowly? Or should we be looking at raising? You know, it depends on your personal circumstances. I had spent at the time, so for...
• 12:45
  Waldo, that number was in the hundreds of thousands of pounds. And I had spent the year studying. So I had literally taken savings out of every last little pocket available. And I was at ground zero of my own sort of financial situation. So there was no way that that was an option for me. If I was you, and obviously, you know, I'm not. I don't have all the information. If it's an amount that you...
• 13:14
  I would fund it myself if I could, you know, at least just in the beginning, get the learnings, and then be really thoughtful about who you want to bring on board because capital is like, you know, I won't say it's like a marriage, but it's definitely on that path when it comes to relationships and you're partnering with people who give you money for the lifespan of the company. And so you want to be making those decisions really thoughtfully.
• 13:42
  Mm hmm. Yeah, that comes up a lot on the show that it's really like a marriage and you're stuck with them forever. So be very clear about the kind of people you want to talk to on the phone every single day. Exactly. Exactly. Let's talk about those first couple of years for you building Waldo in the early days. I read that you had something crazy like 50,000 subscribers within two years.
• 14:08
  How did you actually do that? Like when you actually break down acquiring those customers at that scale, what does that look like? Or like key moments in those two years? Yeah. So key moments, I think, you know, for me, the key moments always come down to like one customer. Like, so it's like the first customer. It's the first, like, in those early days, I was on customer service on weekends and evenings. Like,
• 14:37
  speaking to customers, like trying to understand the pain points. Give you an example. We made the shipping boxes slightly higher than they needed to be so that if we wanted to put any gifts or like marketing materials in there, it would fit in the box. Sounds like a reasonable, you know, thing to decide. And then I'm sitting on chat with a customer and they're like, it doesn't fit in the mailbox.
• 15:08
  And we go through this, like, I'm like, it does fit in the mailbox. Anyway, we basically, it was like point two, like millimeters, whatever. It was this tiny difference between fitting in the mailbox and not. And so we got the breakdown of like, what are the different sizes of mailboxes in the UK? And it's like,
• 15:35
  60% of mailboxes are X size, 10% are Y. And in hindsight, we should have checked that. But that for me is like, when you say like, what are the steps? That to me is like, okay, step one, like the first learning that actually the packaging is wrong.
• 15:56
  like step two, like the first few positive reviews, like making sure we built in a feedback loop, like from day one. So with the customer's order, they would always get like, how was your experience today? And we really like listened to those and
• 16:15
  over-index on those. And that's been a practice since the beginning of time, which I think is a really good one. I saw you have like a kajillion reviews as well. You've obviously got a good system in place. There's like 15,000 on Trustpilot. I was like, wow, my God. We run a tight little review ship.
• 16:34
  which I would highly recommend doing. But really getting close to that feedback and getting very granular on that feedback is, is critical. And then also listening to the kind of language that consumers are using to talk about your products and then feeding that back into marketing. So, you know, very early on like quality. So although Waldo is a cheaper product, actually it's like quality and convenience that customers value most is
• 17:01
  above price. And so as a result, our, you know, we changed our marketing to not be so price led, like, you know, free trial, 10 days of contacts for 295. We still have those kinds of ads for sure. But we amended our marketing to be a lot more like, you know, high quality contacts delivered when you need them.
• 17:26
  addressing the pain points around delivery and convenience, which through reviews and through customer feedback, seemed to be like a product pain point that was actually more important than price. And so just getting like very granular on the listening front, I think is super important. And then actually like when it comes to the tangible acquisition of customers, most of that for us has been social media. So Google, Facebook, Google,
• 17:55
  you know, SEO, like all of that's been really important to us. But we brought in an agency to help with that in the early days. Now we run that in-house. And then we sort of ran the analysis and like how much does it cost to acquire a customer? How long are they staying? How many purchases do we need to make in order to break even on that customer acquisition cost? And I think that that's a, like those numbers you've got to be running from day one. Otherwise you're just,
• 18:23
  potentially going to be bleeding cash. And especially if that, you know, if you've taken money from other people or if it's your own, but either way you've just got to be really keep a close eye on that. Were you someone before you started the business that was like super numbers driven and you're able to build your own financial model or did you need to learn on the go, find a consultant kind of thing? So yeah,
• 18:50
  A little bit of both, I'd say. I could get by. Like I had an idea on, and I learned the language and the sort of structure. So that was more sort of self-taught. But I had enough sort of background on it to be able to do it. You know, I meet a lot of founders that say that's just like not my area. And that's fine. But honestly, like make it your area. Like business is business.
• 19:20
  you need to know the numbers. Even if it's not something that excites you. A business is built in the financial model. Yeah, even if somebody else builds the financial model for you, that's great, that's fine. But sit with them and understand line by line how those numbers interact because actually numbers are storytelling. So even if you're looking at the public companies, financials,
• 19:48
  through where they're putting their money, it tells you a story about their strategy and around the way that they're thinking about the industry. And I think that that's a really important concept to wrap your head around as a business, you know, and as a founder, even if you can't build the model, you need to be able to tell the story and why. And so if you can't get excited
• 20:19
  I love that. That's so cool. Thank you. Before I switch topics, I love the kind of thing that you're doing on TikTok now as your channel, probably an acquisition tool over there. It's very cool in line with the modern brand. TikTok's working well for us. I must be honest, I find it quite a hard platform to use. So I go on there to try and see like some of the stuff that we're doing and it makes me feel so ancient.
• 20:45
  Yeah, I know. It's such a tough one. I feel like in the beginning, I've gotten a lot better with understanding TikTok, but in the beginning, when it was early days, I was like, oh, mama, this is a tough one. I'm not going to be on there doing dancing. I want to talk about subscriptions and models. Obviously, this is a huge part of your business. It's a subscription offering. I mean, maybe you can buy just individual packs, but for me, my understanding is that it's a subscription model. Yeah.
• 21:14
  For those listening who have a product suited to subscriptions, what are some of the key insights or lessons you can share around making them successful and how to improve customer retention, all that kind of stuff? Yeah, so I will say that not every product should be a subscription. Subscription fatigue is real and increasing, honestly. I don't think customers really...
• 21:44
  want or like subscriptions as much as maybe they like used to in the beginning so just try and take an unbiased view like is your product actually a replenishment subscription product or not if it is a subscription the things that you need to sort of weigh up is you know what's good about subscription is obviously you've got those follow-on orders and so you can make
• 22:09
  more defined decisions around acquisition costs because you have an idea of how customers behave through retention and there's like some sort of stability on follow-on revenue there but the flip side of subscriptions is that you know conversion rates on site are generally like a lot lower than they are on one-off product businesses so honestly i would test it like
• 22:35
  you know, if you're not sure whether your product is subscription or not, like either give customers the option to do both and try and sort of weight subscription heavier on site or incentivize it through pricing, but test it and see how customers behave. And then, you know, through the two cohorts of customers, the ones that come through retention and then the ones that buy
• 22:58
  one off, like make sure you're just running the analysis on what is a more valuable customer and like what are the drop-off points for subscribers and then what are the repeat purchase points for one-time purchase customers and then seeing how you can prevent drop-off and increase, you know, repeat purchases. But also ask customers like, you know, try and get a sense of
• 23:29
  I don't know, Saturday morning or Monday night or whatever. Try and just get a sense of when customers need to buy your product and then try and sort of over-index your marketing activities on those. But on the subscription versus not piece, I mean, contact lenses truly are a subscription product because people wear them every day. They need to be replenished. But I'm not even sure necessarily that razors are...
• 23:58
  like an ideal subscription product, like, you know, add choice if you can, and then just try and incentivize behavior with pricing. That's what I would do.
• 24:09
  And I feel like one of the worst things you can do if you're going to introduce a subscription model is, like, not offer flexibility. My biggest, like, pain point from the consumer perspective is having a subscription that I can't pause, change the day, change the, you know, those kinds of things that, like...
• 24:28
  If you're traveling for three months and they're like, sorry, nothing we can do. And you're like, okay, well, obviously I want to cancel because this sucks. Right. Exactly. So we've spent a lot of time building that. And honestly, there's still like a lot of work for us to do on that front. Like, but you can pause, you can push out the next month. You can change the date. You can change the plan. Yeah.
• 24:52
  probably you can change too many things. Like we've probably gone, you know, almost too far on, on giving customers options. Like I was on my account the other day, changing my plan, actually trying to pull it forward because believe it or not, I changed addresses and I ran out of contact lenses. And so I was trying to change my date, but then it was like, you know, do you want to change your plan? How often do you want them delivered on what date? And I was like, I don't know. Like,
• 25:23
  And so you need to offer like maximum flexibility, but also make it simple. Like don't give the customer work to sort of figure that out. But yeah, flexibility is key. And what I also love here is it's like, you know, go through and test all of your own stuff. Like go through and buy, go through and figure out like if you're enjoying the experience, because it'll be the same for everyone else. Love that. Yeah.
• 25:50
  Go through the steps, go through the journey. And then there's a platform called Hotjar that allows you to, like it does screen recordings of how people are using the site. And so it's a little tedious, but you can go into Hotjar and like watch those recordings and actually get a sense for where are people fumbling on your site? Like where do they seem to be getting confused? Where are the pauses? And just try and address those.
• 26:17
  Wow, that's so interesting. Haven't heard of that before. Thanks. Love it. What do you think is your top piece of advice for entrepreneurs coming into 2022? What do we need to know? You know, entrepreneurship is a wild ride. Like, focus on the details. That's important. You know, I think a lot of people say, like, don't sweat the small stuff. Actually, sweat the small stuff. Like, the small stuff becomes big stuff.
• 26:44
  So that's my sort of first piece of advice. And I think also just something that I've had to do on it. And I guess this is why I'm, you know, why I'll give the advice, but something that I've really had to do is like take a bit of a breath around like stress and, you know, allowing entrepreneurship to be totally all consuming and, you know,
• 27:12
  you know, to the point where it actually like affects your health. So I really think, especially coming into 22, like on the back end of COVID and so many sort of global changes, like make sure that you're taking care of yourself and just, you know, try and be pragmatic, I think, because being an entrepreneur can be quite emotional.
• 27:40
  Mm-hmm. Very true. Lots of ups, lots of downs daily. Yeah, lots of ups, lots of downs, but that's the road. So just accept it and buckle up, you know? Accept it and buckle up. Will do. Thank you. At the end of every episode, I ask a series of six quick questions, some of which we might've covered, some of which we might not have, but I ask them all the same. Question number one is what's your why? Why are you doing what you're doing?
• 28:11
  My why is like, I really love putting something tangible out into the world. And with scale, we can really make a difference in people's lives through this partnership with Sight Savers and nothing excites me more than that. Like Waldo feels like a form of communication to me. Like if we can have a, I remember for instance, when we launched in Italy,
• 28:41
  And a customer sent through a photo of a box of Waldo's on their Fiat dashboard. And for me, I was like, wow, here's this person in Italy that I have no relationship with.
• 28:57
  but it feels like I have a micro relationship with them because they are using my product. And so Waldo feels like sort of a little bit of communication for me out into the world. And then the impact that we can have through charity partnerships like Sight Savers makes me really excited. Yeah, I mean, totally. You're literally changing people's lives. That's crazy stuff. Impact driven, mission driven. I feel like...
• 29:26
  making sure that your business has that impact part to it so you can truly feel fulfillment in what you're doing and knowing that versus just doing it without that piece of the puzzle. I think so. And I also think that the world is in a place where companies that aren't doing that, companies that aren't being thoughtful about the entire mission and the whole purpose for existing,
• 29:56
  I just think that that's, that's changing. There's not really space for companies that aren't being broader in the way that they're thinking about impact. Absolutely. Question number two, what has been the number one marketing moment that made the business pop? We haven't had one, honestly, like,
• 30:18
  It's been fairly steady state. We haven't had one viral moment or one something. But what I will say is we got a really good deal on outdoor advertising in the UK. And we got those huge posters on the underground.
• 30:36
  And that really did an amazing job with traffic. And there is a hack around outdoor media because generally, you know, it's like super expensive. But if you get the artwork ready and build a relationship with those outdoor media companies and just say to them, look, if somebody's artwork isn't ready and they can't fill the space,
• 30:59
  I'll take like a last minute because then they really cut prices. Like if you can get your artwork ready for them by like Monday. And so that's one. Yeah. If we did have a marketing moment, it would be that. That's amazing. By like what percentage do they drop the fee from? A lot. Like probably I'd say 30%. Wow. That's crazy. Great hack. If any of them are listening, they're probably like, ah, I don't know. But.
• 31:27
  Lol. It's been told. The secret's out. The secret has been spilled now. Question number three is where do you hang out to get smarter? What are you reading or listening to or subscribing to that's good stuff? There's a lot of great business books out there and I spend a decent amount of time reading business books. I have since added a mentor, like
• 31:57
  to the mix. And so I have a hour or two session with her on a weekly basis and she's like absolutely unbelievable. So trying to find mentors that have been through similar journeys before and can sort of add another perspective on some of the things that you're going through is, is really important.
• 32:18
  So I'd say that's actually my focus right now, more on like mentorship and coaching, also doing a coaching sort of course. Great. Thanks. Question number four is how do you win the day? What are your AM or PM rituals and habits that keep you feeling happy and successful and motivated? So yeah.
• 32:40
  I'm sure everybody says this, but meditation is an absolute game changer. So I meditate about twice a day. So generally before bed and then sometimes like a short meditation in the middle of the day, which really helps. And then another sort of tactic is, so I don't read email when I wake up. I actually look at my calendar regularly.
• 33:04
  get a sense for what the activities for the day are. And then what's actually pretty helpful is to come up with three words or three sort of attributes that I need to embody in order to be successful in that day. So whether it's, you know, today I'm going to be a great listener, empathetic and courageous or,
• 33:32
  depending on what's needed from you out of the day, like that's been quite a good way for me to like anchor around how I need to be and show up. I love that. I'm so bad at the moment with my phone in the mornings. I need to get back to starting my day with meditation.
• 33:54
  I go through like ebbs and flows of being in like a really good rhythm and feeling it and then being in a terrible rhythm and not feeling it. Yeah, for sure. Completely agree. I think one of the challenges with starting your day on social media or with email is that you're allowing like external content to dictate the mood that you start your day in. And yeah, it's just sucks.
• 34:24
  Yeah, it literally sucks. Question number five is, if you were given $1,000 of no strings attached grant money, where would you spend that in the business? Obviously, it's not a lot of money, but what's the most important spend of a dollar for you? Spend at acquiring customers. Any particular channel at the moment? It would probably still be like direct response. If it was earlier, you know, probably I'd do 500 sort of test budget and then 500...
• 34:52
  after that test sort of knowing which ads and messaging resonates. Great. And last question, question number six, how do you deal with failure? What's your mindset and approach when things inevitably don't go to plan? Like pause, dust it off, like give it a bit of a moment, depending on how big the failure was. Like, you know, some, sometimes it's big. Like if you get a big investor rejection,
• 35:23
  working on multiple meetings, you know, you're like semi-invested in the relationship or whatever, like that can, that can hurt. So take a moment, like give it a bit of space and then brush it off. What could we have done better and how do we fix it? Like don't create some room for it and then get out. Like don't like then get into solution mode. I think,
• 35:50
  Something that I've tried to be quite conscious of is allowing too much, you know, whether it's failure or something that just didn't go according to plan or like carrying too many of those things with you. It just gets like burdensome. So give them the space to acknowledge them, but then resolve them and clear them off as quickly as you can. Mm hmm.
• 36:15
  I hear you. It's not personal. Yes. You have to really separate self from business and put that clear line down there. Yeah.
• 36:26
  Ashley, thank you so much for taking the time to be on Female Startup Club and share so many great tips, so many great insights. I feel like this was a really tactical episode. I learned things that I did not know, and I love that. Good. So thank you so much. I'm really grateful. So nice to meet you, and thanks for having me on the show. I love it.
• 36:50
  Hey, it's June here. Thanks for listening to this amazing episode of the Female Startup Club podcast. If you're a fan of the show and want even more of the good stuff, I'd recommend checking out femalestartupclub.com where you can subscribe to our free newsletter. We send it out weekly covering female founder business news, insights and learnings in D2C, and interesting business resources.
• 37:15
  And if you're a founder building an e-commerce brand, you can join our private network of entrepreneurs called Hype Club at femalestartupclub.com forward slash Hype Club. We have guests from the show joining us for intimate Ask Me Anythings, expert workshops, and a group of totally amazing, like-minded women building the future of D2C brands.
• 37:37
  As always, please do subscribe, rate and review the show and post your favorite episodes to Instagram stories. I am beyond grateful when you do that.
• 37:54
  Hey, it's June here. Thanks for listening to this amazing episode of the Female Startup Club podcast. If you're a fan of the show and want even more of the good stuff, I'd recommend checking out femalestartupclub.com where you can subscribe to our free newsletter. We send it out weekly covering female founder business news, insights and learnings in D2C, and interesting business resources.
• 38:18
  And if you're a founder building an e-commerce brand, you can join our private network of entrepreneurs called Hype Club at femalestartupclub.com forward slash Hype Club. We have guests from the show joining us for intimate Ask Me Anythings, expert workshops, and a group of totally amazing, like-minded women building the future of D2C brands.
• 38:41
  As always, please do subscribe, rate and review the show and post your favorite episodes to Instagram stories. I am beyond grateful when you do that.