Ty Haney

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.

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.

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.

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.

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.

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.

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.

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.

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 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 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.

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.

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.