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
I had never worked somewhere else. I guess in college I did, but I hadn't left or been fired. And just kind of the buildup, there was tension between Mickey and I. We had very different views on how to grow the company. I had gone to the board and said, we're going to have to make a call here because we definitely have divergent views.
There was an article that came out that had been authored or co-authored by a Mickey and another journalist, and I... That night saw it come out and literally looked up how to resign. And so the message, I kept it because it's kind of funny. I hereby tender my resignation. Doing things, Ty, like the most formal ever. I didn't know if legally it needs to say that or not. So that's marked in time.
Very nice. Right after I had had Sunny. A lot going on. But I was so... And I read that article and was like, I saw this coming. I had brought the board into, you know, something coming. We need to make a call here. And then just felt so betrayed in a sense. And so I tendered my resignation, hereby tendered my resignation doing things Thai. Beautiful.
Yeah, full stop ownership matters. And this ties back to how you fund the company. But at the end of the day, we had raised a bunch of money. And as you looked at the cap table, I had diluted myself to a point where I didn't have control. So I didn't have enough ownership of the company to be able to control whether we moved someone out or not.
And so that's a pretty helpless position to be when you're the one who started it and are used to having kind of full agency, autonomy, et cetera. And so it's really impacted how I think about setting companies up and the cap table and how you fundraise and what amount of capital you're willing to bring in because at the end of the day, ownership matters or you lose control.
Yeah. And that's something I wish I had learned before doing it, but I do understand... I think in my first fundraising go, I had heard investors be like, I only invest in second time founders and that kind of tracks because there's certainly a lot you don't know the first go.
But really things like secondary and prep stack at 23, I just dove all the way in and trusted and ultimately a business at the end of the day doesn't work like that.
tapping into kind of what I am obsessed with, and that is building this recreation universe. Again, committed to that mission of movement. And I still, it's such a wide open lane. It's shocking to me.
And so coming off of OV, I started thinking about almost creating kind of these expert brands within the recreation world, but with a shared operating team and a shared backend to figure out if there was a way to make it a more efficient model by having kind of a shared team, resources, ops, et cetera. But then very specific and precise experts in shoes, energy, etc., etc.
Joggy was the first brand in the box. And I had started Joggy because I, at my time at Outdoor Voices, drank a lot of Red Bull. And as I clicked into the ingredients, it was like, this is not a recipe for energy in the long run. So I tapped a group of scientists in finding the most premium plant-based products. energy, caffeine source. And so that's what we have built Joggy around.
As I started thinking about going to market with a From Zero brand, I remembered with Outdoor Voices, we had obviously a very strong and evident community, and it became our most productive and profitable growth channel at the end of the day. That said... At Outdoor Voices, we had over 10,000 ambassadors called doers.
We would engage them in things like coming upstream in product development processes, picking colors from a line sheet, like helping us from an insights and preference standpoint, be smarter about our buy decisions. They'd host local events at their universities, etc. They'd submit UGC, all of these things as brand builders and business builders that we knew to be very valuable.
We could take that content and then put it on our channels and use it in paid, et cetera. That said, it was engagement that was valuable, but we didn't have a tool to make it measurable. And so I remember back at Outdoor Voices, sitting in a boardroom, a lot of D2C brands had found success spending money on Instagram and Facebook, like 30 to 40% of what they had raised to acquire customers.
Mm-hmm. Meanwhile, our community strategy, as we connected the dots from a data perspective, anyone who came through our community strategy and community playbook was four times more valuable over time. That, however, was really difficult program to manage across a variety of channels. So Slack, Google Docs, DMs, emails.
And then most importantly, it was hard to measure and essentially sit in that boardroom and be like, this is the ROI on community. Therefore, we should go put more dollars here versus to Instagram or Facebook, whereas we acquire customers through here. They don't stick with us. And so I really became obsessed with proving that community can become a growth channel.
And I had started Joggy and started thinking about going to market. And that's where the idea for TYB and creating this community tool came. That would allow a brand from zero to tap into creating and cultivating this community that could essentially become a more efficient way to grow than funneling dollars through discovery optimized ad platforms. So started Joggy.
TYB came to mind from a platform perspective as something that I wanted to use in this day and age to go to market. And then it was off to the races from there.
It was going to be these brands like Joggy with a shared backend team. But as we started to go to market, the idea for TYB, the app, the platform came to fruition. And so we started working on that in parallel with Joggy. So we started to raise money for TYB. The platform, essentially, TYB is a rewards app, and it really started to take off.
It was beneficial early innings to have Joggy as an owned brand. So TYB at the time owned Joggy because we could dog food or use Joggy to understand what was working or not with the platform and the tool. As we've grown, so a number of years in, we separated the two. In September, Joggy spun out of TYB into its own company. It has its own team, its own resources, and TYB similarly.
TYB is a software kind of SaaS company, and so it didn't make sense to have the two together, but there were benefits early on. And that is the walk-up in terms of how both have come to fruition.
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