Ty Haney

It's amazing to be able to start again And being able to do so a second time with so many learnings and all of this experience under my belt, I'm a much more refined and savvy brand and businesswoman.

It's amazing to be able to start again And being able to do so a second time with so many learnings and all of this experience under my belt, I'm a much more refined and savvy brand and businesswoman.

It's amazing to be able to start again And being able to do so a second time with so many learnings and all of this experience under my belt, I'm a much more refined and savvy brand and businesswoman.

Yeah, no, 100%. I'm appreciative of the current state of the environment because it feels like it's neutralized in a sense. And I think female founders or just founders in general, we're here to make money. And all eyes and the full team and the full force of our efforts are able to say that. We're almost like 10 years ago and maybe it was just my youth.

Yeah, no, 100%. I'm appreciative of the current state of the environment because it feels like it's neutralized in a sense. And I think female founders or just founders in general, we're here to make money. And all eyes and the full team and the full force of our efforts are able to say that. We're almost like 10 years ago and maybe it was just my youth.

Yeah, no, 100%. I'm appreciative of the current state of the environment because it feels like it's neutralized in a sense. And I think female founders or just founders in general, we're here to make money. And all eyes and the full team and the full force of our efforts are able to say that. We're almost like 10 years ago and maybe it was just my youth.

I didn't fully understand that as the mission because the brand felt so important. And so when you run a business, when you take the responsibility on of raising capital and taking investor money, Like you are fully 100 percent accountable to seeing that through and ultimately this being a for profit business.

I didn't fully understand that as the mission because the brand felt so important. And so when you run a business, when you take the responsibility on of raising capital and taking investor money, Like you are fully 100 percent accountable to seeing that through and ultimately this being a for profit business.

I didn't fully understand that as the mission because the brand felt so important. And so when you run a business, when you take the responsibility on of raising capital and taking investor money, Like you are fully 100 percent accountable to seeing that through and ultimately this being a for profit business.

And not that that wasn't clear to me before, but with my experience and I think a lot of us as first time founders, female in particular. were able culturally to show up and commit to that in a way that maybe didn't feel as okay in the past.

And not that that wasn't clear to me before, but with my experience and I think a lot of us as first time founders, female in particular. were able culturally to show up and commit to that in a way that maybe didn't feel as okay in the past.

And not that that wasn't clear to me before, but with my experience and I think a lot of us as first time founders, female in particular. were able culturally to show up and commit to that in a way that maybe didn't feel as okay in the past.

Totally. Yes, we had stories and products and fandom that were very investable. But in a lot of ways, as young founders, we were able to raise too much money too quickly. And then the stakes got so high, like growth at all costs and like, massively compounding quarters, quarter after quarter.

Totally. Yes, we had stories and products and fandom that were very investable. But in a lot of ways, as young founders, we were able to raise too much money too quickly. And then the stakes got so high, like growth at all costs and like, massively compounding quarters, quarter after quarter.

Totally. Yes, we had stories and products and fandom that were very investable. But in a lot of ways, as young founders, we were able to raise too much money too quickly. And then the stakes got so high, like growth at all costs and like, massively compounding quarters, quarter after quarter.

And when you're selling things in a physical, like physical widgets, so leggings in our case, things can go very wrong when it's an inventory business. And so those variables compressed and then this mandate to grow at all costs in a lot of ways made the wheels come off in situations that probably didn't have to go that way. So D2C is cool.

And when you're selling things in a physical, like physical widgets, so leggings in our case, things can go very wrong when it's an inventory business. And so those variables compressed and then this mandate to grow at all costs in a lot of ways made the wheels come off in situations that probably didn't have to go that way. So D2C is cool.

And when you're selling things in a physical, like physical widgets, so leggings in our case, things can go very wrong when it's an inventory business. And so those variables compressed and then this mandate to grow at all costs in a lot of ways made the wheels come off in situations that probably didn't have to go that way. So D2C is cool.

I think many of us found ourselves in that equation where we were able to raise a the stakes got very high and then maybe didn't have the infrastructure or certainly the experience to know how to navigate that in a way that the outcome and kind of the sustainability of the business would be in the best interest of all the stakeholders.

I think many of us found ourselves in that equation where we were able to raise a the stakes got very high and then maybe didn't have the infrastructure or certainly the experience to know how to navigate that in a way that the outcome and kind of the sustainability of the business would be in the best interest of all the stakeholders.