Ty Haney
speaker
123 appearances
1 recordings
1 series
first heard May 2025
last heard May 2025
Ty Haney’s voice in public audio — every appearance, attributed to the second.
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Appearances
There was an article that came out and I that night saw it and literally looked up how to resign. For me, it was no option to like come off this wave of painfulness, losing essentially the company that I started and being caught up in this female founder takedown thing. But I had no choice but to get back on the horse. It's amazing to be able to start again.
And being able to do so a second time with all of this experience under my belt, I'm a much more refined and savvy brand and businesswoman.
Thank you.
Yeah, I love that. I think it's a group of people rallied around a central mission or reason for being purpose. And the evidence that comes from that when it's activated appropriately, where there's tangible enthusiasm, engagement and passion for that reason for being that whether it be a product or a brand. this clear north star in terms of why we rally around something.
And I think coming with that is the sense of belonging. But I love community. I very much believe in it as something that's central to how we build brands and businesses that last. And making it something that's tangible, measurable, and there's evidence of it is part of what I've really focused on in my new business.
It was interesting with Outdoor Voices. Our mission was to get the world moving. And so really, the positioning of the brand was all about freeing fitness from performance. So the Nikes, Under Armour, Lulu's of the world love them. But they, in a lot of ways, prioritized being most athletic, strongest, and fastest. And
OV really found success by flipping that positioning and instead prioritizing, how do we inspire people to be active for the fun of it with friends? Do it every day. Is it with your dog? Is it with your kids? Doesn't matter. It's just about getting out there and connecting the dots from a day-to-day standpoint.
And so as we think about OV and what the magic moments were, it was really almost flipping the playbook of direct-to-consumer at the time, where everybody was going online and spending money to acquire customers through Instagram and Facebook. And really the playbook that worked for us was I called it Activate IRL and then Amplify through digital and social.
And so we really created and set up these rituals for activation through movement, dog walking clubs, Iker's clubs, yoga in the park, very much prioritized that activation and connection IRL, like in person where you can high five somebody. And then, of course, people would, you know, capture that content and then share it on social. And it really did become an effective growth.
mechanism but one one memory in particular was we had an office on canal street in new york our second office ever i think we had 14 people on the team at the time and one of our values at the company was it starts with us and so every friday we would go for lunch to the basketball court down on canal street and the team made up of good and bad players would play together like recess effectively
And so it kind of merged this activate IRL, amplify through digital and social in terms of a growth strategy with it starting with us, like authentically as the team building a company with this important mission.
And I think back very fondly, it actually is funny because the New York Times, our first New York Times feature ever was a portrait of us in our Canal Street office, like having just played basketball, the 14 of us. And I think that's such a special and kind of unique souvenir of what really the success came from.
At that point in time, when I was starting After Voices, when Emily was starting Glossier, it wasn't all that common to see women in these founder, CEO, leadership positions, especially starting companies from scratch.
Of course, in history, there have been those, but it was a moment in time where barrier to entry to start a company and then funding next to that really allowed for these great visionaries and people who were obsessed with product and could see by our own personal pain points, what was missing in the market for young women in particular, that caught fire and was accelerated quickly with D2C.
I think at the same time, whether this was intentional or not, we became stories like connected to these brands and people fell in love with it, but it ultimately also became an Achilles heel. And so we had this really beautiful rise of exciting founders and brands and people really emotionally connected to these companies.
And then I think at the end of this, and we felt this similarly, that exposure being the face of the brand became an Achilles heel. I remember at the end of my chapter at Outdoor Voices, there was a BuzzFeed article that had allegations around, I think it was someone on my team having to clean up my dog's poop at some point in time in the office.
And I thought my life was over when that story was about to break with these crazy allegations. But for whatever reason, there had been this trend for journalists to go interview ex-employees of a company, potentially people who had been fired or let go. And that became this sensationalized clickbait story, which really made these journalists and these outlets make money.
And so we had set ourselves up to be these brands that people really cared about, but then it flipped on us. I think I'm very grateful, and I'm curious your thoughts here. I think people are becoming a little less sensitive. So there's potentially less importance in... takedowns, particularly with female founders, and what's been most important to me having gone through that.
And 90% of my time building Outdoor Voices and being a young founder, having started Outdoor Voices at 23, was amazing. And I can look back at that and tie a bow on a masterclass. Thank you. I know much better how to run a business today and what I will do again and what I won't do again and who I'll play ball with. But the most important thing for me is just starting again.
So for me, it was no option to come off this wave of awesomeness and then painfulness, losing essentially the company that I started and being caught up in this female founder takedown thing. But I had no choice but to get back on the horse. And I think for me, like modeling that behavior has become very much kind of part of what's so important with TYB and Joggy. We can start again.
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