I discuss lots on the podcast about enterprise, progress, and fixing issues, however sooner or later it’s value stepping again to ask why we’re doing any of this within the first place.
This recap is about Beardbrand (my firm) and our 2025 efficiency: What labored, what didn’t, what was painful, and what made all of it value it.
It’s additionally a reminder to take inventory of your personal priorities — the way you’re allocating your time, vitality, and a spotlight — and whether or not they align with the life you’re attempting to construct.
The Good
Longtime listeners know that 2023 and 2024 had been extraordinarily difficult for me personally and for Beardbrand. We misplaced some huge cash in 2023 and fewer, however nonetheless significant, in 2024. The excellent news is that in 2025, we turned worthwhile once more.
Wanting again, our conservative monetary technique earlier than issues turned unhealthy helped us survive. It allowed us to face up to speedy market modifications and help our employees for so long as doable. That self-discipline helped us climate the storm.
From a progress standpoint, subscriptions have been a significant win. At our lowest level, we had roughly 1,500 subscriptions. We made a centered effort to rebuild, and just lately we surpassed 11,000 lively subscriptions. Hitting 10,000-plus provides us predictable income and long-term stability. Churn has remained low, and we’re nonetheless including members weekly, which is encouraging.
One other large win was discovering the best achievement associate. After two strikes — together with one close to our producer that didn’t work out — we landed on a small Austin-based supplier. The employees affords white-glove service, takes accountability when points come up, and aligns with the client expertise we wish to ship. Plus, being native helps. We will go to, meet the staff, and fine-tune packaging and delivery prices.
Manufacturing has additionally improved. Discovering the best manufacturing associate is a Goldilocks drawback — not too large, not too small, excellent. One in all our supplier-partners found us by way of this podcast. They’ve allowed us to maintain stock lean, place smaller, extra frequent orders, and keep high quality. That’s decreased buyer complaints, lowered stress, and helped us keep away from unsellable stock — a significant contributor to losses in prior years.
Engagement with prospects has improved as we allow them to vote on which limited-edition perfume would grow to be everlasting.
One other win — we subleased our outsized workplace, a expensive remnant from when our staff measurement was at its peak, easing a major monetary burden till the lease ends in 2026.
The Dangerous
The most important hurdle is that the beard care business has shifted from a blue to a crimson ocean. A blue ocean is broad open — a number of alternative, little competitors. Immediately, beard care feels saturated and stagnant.
I see this in search information. Phrases like “the right way to develop a beard,” “beard oil,” and “beard balm” are flat or declining. In the meantime, different private care classes reminiscent of shampoo, bar cleaning soap, and cologne proceed to develop. After I have a look at Beardbrand and our high opponents, we’re all flat or down.
One strategy to resume progress is with natural content material. We’ve had content material hits and misses, however we haven’t reliably delivered the standard and quantity I would like. If we repair it, we will deepen relationships with our viewers and stand out once more.
Paid media has additionally been irritating. Like many manufacturers, we haven’t cracked Meta at scale. We’ll discover an advert that works, get excited, then watch it fall flat days later. We’ve hovered round $30,000 a month in spend with out breaking by way of. We just lately began integrating extra data-driven decision-making.
I anticipated income to develop in 2025 after fixing issues from 2023 and 2024. That didn’t occur. We doubtless gained’t beat final yr’s numbers, which pressured us to make painful staffing cuts — letting go of two long-tenured, unbelievable staff members. That was one of many hardest choices I’ve needed to make.
Amazon gross sales have additionally regressed. We’ve labored with the identical company for 3 years, and whereas they’ve executed good work, it looks like we’ve plateaued. We’re planning to modify companions.
The Ugly
Total, 2025 was pretty stress-free, which I’ll gladly take. The most important problem was that we obtained sued once more. This one got here from a patent troll.
Patent lawsuits are very totally different from the Individuals with Disabilities Act lawsuit, which we selected to struggle. We had invested closely in making our web site accessible for individuals with disabilities, together with these with imaginative and prescient impairments, and in the end, we had been in a position to get that case dismissed.
Patent circumstances are one other story. The monetary danger of preventing is far increased. Defending the ADA lawsuit value roughly the identical as a settlement. Given the place Beardbrand was after a number of years of losses, I swallowed my satisfaction and settled.
What made the choice simpler is that, as soon as settled, a patent holder can not sue once more for a similar alleged infringement. One other social gathering would want to carry the identical patent, which is unlikely. I really feel at peace with the selection. The direct-to-consumer group on X was additionally extremely useful, connecting us with a terrific legal professional, which made the method smoother.
Hopefully, that’s the final lawsuit for some time. We’re doing every thing we will to guard ourselves — up to date privateness insurance policies, cookie consent for pixel monitoring in relevant states, and ongoing ADA audits.
Private Wins and Losses
One in all my targets for 2026 is to return to a “revenue first” mindset — constructing a enterprise that’s worthwhile whereas additionally supporting my private life. Over the previous few years, I’ve pulled from financial savings to keep up our way of life. I’m grateful I had that cushion, however I don’t need it to be the norm.
The spotlight of 2025 was a visit to Japan with my 12-year-old daughter. Journey is one thing we each love, and it gave us a shared expertise throughout a fleeting stage of life. This journey felt significant for her and me as she grows into her personal independence. I’m extremely happy we did it.
Well being-wise, it’s been an excellent yr. I’m rowing once more, lifting constantly, and I prevented main accidents. My spouse and youngsters have been wholesome, which I by no means take with no consideration.
I’m additionally profoundly grateful for my associates — in Austin, on-line, and the broader D2C group — who’ve helped me navigate difficult moments.
There was a private loss, nonetheless. My spouse and I transferred our last IVF embryo, and it wasn’t profitable. That chapter is now closed after greater than a decade of infertility and loss. I share this as a result of many are going by way of related struggles. You’re not alone.
