How do you manage that?

We started a little bit more than just underwear.

We had like underwear, socks, t-shirts, undershirts, and a handful of variants within those, silhouette variants, but it was still very limited.

And the idea was let's only play in categories with very minimal inventory risk.

One, so like fully produced product, you know, would never have to be off price and liquidated and that, cause that's a bad thing and it cheapens your brand and the way consumers think about it.

And then also you could create some cost advantages cause you're, you know, able to mass produce.

grayish which is like fabric that isn't all the way dyed or cut and so you can position that based on what products are working and we still a high percentage of our volume comes from things that fall into that definition but we have meaningfully diversified the product assortment and to your point about like capital allocation yeah you're making bets like the first was a bet like we bought I don't forget how much it was, but it was not an insignificant amount of inventory for a brand that never existed and had zero track record.

Can you talk a little about that that I think most brands aren't familiar with?

So was that like a risky bet? Was that a big decision? Would you do that again?

It was a big decision.

I was unique in a sense of I'm not like the, I dropped out of college and started this thing out of my basement and ate ramen.

You know, I was pretty well into my career at the point of which I did this, but it was kind of always part of the plan.

I'm the kind of person that likes to...

The confidence comes through the experience and the education.

And so it was really all about building blocks.

And I guess, how was that transition? Any guidance you would give? Do it, don't do it too early, do it as soon as you can? How should brands think about omni-channel, and is there a right time for it?

Okay.

I grew up in early internet, you know, tech media businesses.

Um, you know, really business models that were rooted in, you know, advertising and sponsorship around content, right, and distributed through the internet.

So I had, like, real knowledge about using the internet, digital marketing data to reach people and reach consumers, but I was always personally very passionate about brands that solved a problem for consumers, whether it be, you know, just, you know, better process, better retail experience, better product.

And so in my sort of, like, personal journey, I had always, uh, believed that the kind of end state would me ... for me would be to apply my sort of origin in, you know, consumer internet and technology to a more consumer, physical consumer type business.

... maybe something you would do differently today?

Yeah, well, I think in terms of what I got right or what we got right, um, was definitely staying, trying to stay really focused.

Um, it's very easy to get distracted, and, you know, you're dealing with limited resources, so there is like a real opportunity cost of getting distracted, by getting distracted, um, and chasing trends.