Gwyneth Paltrow

We had certain products and wellness that were not our strongest products because, you know, also in retrospect, like I'm not a doctor, I'm not a nutritionist. Like I may think I am, but like... And I may have researched things to that point of being a nutritionist, but I'm not, right? So why is somebody maybe going to buy an ingestible from us more than from a doctor, right?

We had certain products and wellness that were not our strongest products because, you know, also in retrospect, like I'm not a doctor, I'm not a nutritionist. Like I may think I am, but like... And I may have researched things to that point of being a nutritionist, but I'm not, right? So why is somebody maybe going to buy an ingestible from us more than from a doctor, right?

So certain categories, they had their really loyal people, but it was hard to really acquire customers. Also, the margins and wellness were terrible, so we couldn't really promote them properly. You know how that goes, right? But I felt really strongly that the vibrator was not only a wellness product, it was a movement.

So certain categories, they had their really loyal people, but it was hard to really acquire customers. Also, the margins and wellness were terrible, so we couldn't really promote them properly. You know how that goes, right? But I felt really strongly that the vibrator was not only a wellness product, it was a movement.

And that until we did our vibrator, sexual wellness products were not on shelves from reputable sources, right? It was like the sex shop on the corner, some gross, right? And it was like, to me, it was like, this is a real statement around the fact that women deserve to not feel shame about their sexuality. Like pleasure is great.

And that until we did our vibrator, sexual wellness products were not on shelves from reputable sources, right? It was like the sex shop on the corner, some gross, right? And it was like, to me, it was like, this is a real statement around the fact that women deserve to not feel shame about their sexuality. Like pleasure is great.

You know, especially if you're like a hard charging corporate woman, like you have to need that. Right. So it was like, should we, you know, I don't know, you know, the sort of customer data shows that maybe that's not the right, you know, and we did it and it was super successful. And it was, I think,

You know, especially if you're like a hard charging corporate woman, like you have to need that. Right. So it was like, should we, you know, I don't know, you know, the sort of customer data shows that maybe that's not the right, you know, and we did it and it was super successful. And it was, I think,

we started a really important conversation and now like there are vibrators in Bloomingdale's and that merchant says, thank you to me for that, you know? Yeah.

we started a really important conversation and now like there are vibrators in Bloomingdale's and that merchant says, thank you to me for that, you know? Yeah.

Yeah, so I think like for the first few years, it was very exploratory. It was kind of like, do we have the latitude to go into this vertical and do it? And certain things worked better than other things. And I think kind of over time- you know, even, even just understanding, like really looking at the data and understanding, like our customer really wants to read what we write.

Yeah, so I think like for the first few years, it was very exploratory. It was kind of like, do we have the latitude to go into this vertical and do it? And certain things worked better than other things. And I think kind of over time- you know, even, even just understanding, like really looking at the data and understanding, like our customer really wants to read what we write.

They really love our fashion point of view and they really love our beauty point of view. And so until we have so much cash on the balance sheet that we can experiment again, like let's really focus on those three things and on our food vertical, which has been an incredible success for us. This is a food off Oh, good. Oh, I'm telling you.

They really love our fashion point of view and they really love our beauty point of view. And so until we have so much cash on the balance sheet that we can experiment again, like let's really focus on those three things and on our food vertical, which has been an incredible success for us. This is a food off Oh, good. Oh, I'm telling you.

Yeah. So very strong in beauty and fashion. That and the food, of course. So we're really like strengthening our strengths. Our beauty business grew 40% last year. Well, it won't grow that as much this year. So don't worry. The economy is not working in my favor. That is the new growth.

Yeah. So very strong in beauty and fashion. That and the food, of course. So we're really like strengthening our strengths. Our beauty business grew 40% last year. Well, it won't grow that as much this year. So don't worry. The economy is not working in my favor. That is the new growth.

Okay. You tell them MSH. I'm going to write that down. And our G-label business grew 50% last year. That's incredible. So we really just want to focus on those things. And also I'm always refining, you know, it's like we've had this great multifashion business, but, you know, as we continue to invest, it's like those, that's a hard business, that marketplace, you know? It's It's so hard.

Okay. You tell them MSH. I'm going to write that down. And our G-label business grew 50% last year. That's incredible. So we really just want to focus on those things. And also I'm always refining, you know, it's like we've had this great multifashion business, but, you know, as we continue to invest, it's like those, that's a hard business, that marketplace, you know? It's It's so hard.

I mean, I... own it and I pivot. Like, you know, take the multi-brand fashion business, for example. Like, that's how we started. And it's sort of like, you look at a business like that and you're like, okay, well, we're not losing money on the business. Like, there is EBITDA in the business, but is that really the goop of the future? Like...

I mean, I... own it and I pivot. Like, you know, take the multi-brand fashion business, for example. Like, that's how we started. And it's sort of like, you look at a business like that and you're like, okay, well, we're not losing money on the business. Like, there is EBITDA in the business, but is that really the goop of the future? Like...