Episode 9

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Epi 9: Tips for Start-Ups Competing with The Industry’s Biggest Companies – Sneh Parmar, CEO of Lucky Labs

Learn more about Lucky Labs at: https://luckylabs.io/

Find Sneh Parmar on LinkedIn here: https://www.linkedin.com/in/snehparmar/

JC: Well, welcome everybody to another episode of the Future of BizTech. I have here with me, the CEO of Lucky at luckylabs.io, Sneh Parmar. Sneh, thank you so much for being on the show. Tell everyone in the audience here a little bit about yourself and Lucky.

Sneh: Yeah, thanks so much, JC for having me. It’s a pleasure to meet everyone. I’ll tell you a little bit more about myself and the company. Yeah, so like JC said, my name is Sneh Parmar, I’m the CEO/co-founder of Lucky. We founded the company about a year and a half ago. We were working on it for a few more years before that, before we officially started full-time. I’m originally from Atlanta actually but I’m now living up in New York City right now through an accelerator program that we’re a part of. So basically I’m like co-residencies in both cities.

The company called Lucky, we basically, what we do is we help brands scale their supply chain infinitely using retailers as distribution networks. The way it would work is like as a consumer, you’d buy from a brand directly and the product would come to you from the closest location the product is available. So, depending on if they’re in retailers, then you can either go pick it up at any retailer near you or get it delivered in real-time. So, you can get it within a few hours or a day no matter where you’re buying it from. That’s a little bit about myself and the company, we’ll go from there.

JC: Well, that sounds very Amazon competitive.

Sneh: Mm-hmm (affirmative) and definitely it is, yeah, it’s good you mentioned that. So, one thing about Amazon which is super interesting is like, obviously Amazon is great. Everyone loves, they set the standard for two-day delivery, that’s always been their thing. But what’s interesting is a lot of brands now are actually moving away from Amazon because of the data side. Amazon doesn’t tell you what consumers are buying, what product. So, brands don’t have that data, they don’t control how the product is listed on the platform. And obviously, there’s a different model of pricing and fulfillment that Amazon takes care of.

So, what we’re doing is we’re moving that where now, the brands can actually control the whole purchasing experience because people are tending to go to more of the brand site to buy. So, they want to control the user experience, the user journey, all that. So, we’re letting them have that but also have the same model where now you can distribute it through these different channels which are the retail stores that you already sell through to have the same level of delivery speed that you would get through Amazon without having to use Amazon.

JC: That’s pretty incredible. I mean, how has that been received so far? I mean, how long have you been doing this? You said with-

Sneh: About a year and a half. So, it was like when we started, we went through some pivots until we found this specific model but I mean, it’s been interesting, it’s been a very interesting journey, I would say. I think when we first pivoted to this specific model where there were a lot of questions like, “Hey, how can this compete with the Amazons of the world, and bigger logistical companies out there and what are we doing differently?” I mean, I think what we realized was the way we were tackling it was from the brand side, consumer trend and behavior is going to buy directly from a brand.

And what’s interesting is all these DTC e-comm brands are starting up because in a shop you’ll find everything. They’re amazing, it’s like start-up e-commerce was aligned but there’s a lot of infrastructures that are so involved that they don’t have control over because they haven’t been there for years, they just started out. But the retailers actually have all that infrastructure in place. They have the distributions taken care of, they know the logistics, all that.

So, what we’re doing is we’re marrying both sides, we’re marrying this new generation of e-commerce brands with the old generation of retail stores and retail e-commerce sites to create an e-commerce system where all incentives are aligned. And it was interesting before Covid, it was actually very hard to convince these retailers to test out these new revenue channels and models. But ever since that, because of the new dynamic that countries in the world is in I would say, there’s been more interest and now we’re getting more traction because of that, because now we’re starting to see there are new innovations coming to play. Businesses, both e-commerce brands and retailers are looking for different ways to differentiate themselves from their customers but also find strategic advantages to keep them growing.

JC: That’s incredible. Well, what motivated you to start this company? I mean, you said that you kind of went through some pivots before but what day did you go, “You know what? We’ve got to start this, we’ve got to help out retailers,” I mean, what was that moment and what kind of motivated you along that path?

Sneh: Yeah. So, I mean, before this, we were always working with brands and that was always interesting to me, it just comes like growing up-

JC: What, retail brands, mostly?

Sneh: So, mostly e-commerce brands.

JC: E-commerce brands.

Sneh: DTC e-commerce actually. Those are usually the core of our platform. They are the customers, they are the ones that we would find a lot of value too. But I mean, as just because I grew up in this era, I grew up in an era where e-commerce is booming, it’s going extremely quick every single day and retailers are starting to pick that up. You saw these legacy retailers that never really put a focus on an e-commerce channel. Now, putting more emphasis like e-commerce channels than the physical stores. And then, with Covid and everything that had happened, we just saw this massive, massive transition of everyone just going virtual-only or online only.

And there’s all this retail structure that basically just shut down for time being and we’re starting to see all of that open back up now. But for a period of time, it was nothing, you couldn’t do anything about it. You’re stuck paying rent every month, that’s about it. So, we realized there’s this great asset out there which is these retail infrastructures that exist, that aren’t being leveraged to their almost capacity. And it was really interesting because we realized outside of just being a retail store where consumers can go in and purchase products, which I don’t think is ever going to go away, I think retail will always exist, it’ll just change from the way we have known about it for the past few decades.

And realizing, “Hey, this is a great asset. It provides a great logistical opportunity and also it’s close to consumers and brands sell wholesale eventually.” All these e-commerce brands, DTC, direct to consumer brands that are out there, once they get to a certain stage, you see them opening up their own stores, you see them distribute it across different retailers, it’s just a natural way to continue scaling. And we realized like, “Wait, we can do that at a much earlier stage. We don’t have to wait until an e-commerce brand that was out there for over five, 10 plus years doing billings in all the revenue and then eventually get to retail. We can help small emerging brands get into retail stores and then distribute it exactly from those retail stores while selling on a shelf.”

So now, it’s leveraging both the online channel which is consistently growing and helping these retailers generate foot traffic or do fulfillment from the stores and the retailers are benefiting because they now get customers that they never would have access to prior using the brands’ physical or digital touchpoints.

JC: Okay. And then, what was that turning point where you guys really started to take off? Because it’s hard starting any kind of SaaS or anything like that, a software thing, but at what point was it like, “Crap only two people care,” and all of a sudden like, “Oh crap, a whole bunch of people care.”

Sneh: Yeah, it was super interesting. I mean, as a super early-stage startup, we were just digging through our network trying to find the first few retailers of brands that will trust us, “Okay, cool. We’ll give this a shot. We trust you guys, you convinced us, we’ll give it a shot, we’ll give you a pilot.” So, we were able to sign up a few pilots. And then, once we were able to showcase value there and then what we started doing is it’s all about repetition, once you start understanding the pain points of retailers and brands, you understand a better way to storytell what you’re doing.

And I think that’s what really it comes down to. I think there’s a lot of great products out there, a lot of good B2B SaaS products out there that just don’t storytell well. So, they might solve a problem that your customer will be having but it’s probably not articulated in a way where the customer knows what problem you’re solving and that becomes a really big problem. So for us, I think we realized exactly how to articulate it to our core customers in a way where they understand, “Okay, this is the problem you’re solving. Okay, this is a large enough problem that we need to solve immediately.”

So, we were able to storytell much better over time with repetition. And once we started getting into a few brands, retailers, they started introducing us to their connections. And it was a huge network effect from there where we now just started scaling over time. And at that point, we realized, “Okay, cool.” The minute we noticed a retail brand that we worked with introduced us to another retailer brand that they knew we’re like, “Okay, cool. We have something there.” Because at that point, they’re putting their name on the line to introduce you to someone. It’s like when you make an attraction for someone that you’re like, “I trust this person enough to add value to both this person and then vice-versa.”

So, the fact that the retailers would rather want to do that, validate us and what we were doing, we’re just like, “Okay, cool. They trust us enough now,” and we’ve had enough of an impact for them, they want us to either scale internally with their own platforms or they’re introducing us to their friends that run other brands and retailers that they’re interested in using our platform technology.

JC: That’s amazing, the audience is a lot of tech people as well and some of them might have their own startup SaaS companies or whatnot. So, what I have to ask is, what kind of things are you doing for your own growth that you can advise people who are maybe just starting theirs up? So for example, what kind things are you doing for marketing or sales or things like that to really expand?

Sneh: Yeah. So, I think you do different things at different phases. So very early on, I think the only thing you should do and I think as a founder and specifically as a CEO, you should be very, very consumer-centric, customer-centric. You should focus everything you do to make sure your understanding of why your customers are using you versus a competitor, what interests them to buy your product and why do they continue using you after a feed pilot or beta? And then, continue building around them.

Because I think at the earliest days, that’s the only feedback you have. Up until then, everything is your own mind and you just have an idea like, this makes sense to you but does it actually make sense to that customer, will they actually hate this? Is it a big enough problem for them? They’re like, “I’ll pay you X amount of dollars per month, per year, whatever it may be to use your technology.” And I think at that point, I think you do things that don’t scale.

So, one of the biggest things I learned and I wish I’d learned this earlier was in the beginning, don’t do things at scale, you don’t need to do that. You don’t need to go out and create an email campaign list for over thousands of brands and companies and customers that you could think of and start creating drip campaigns and getting salespeople on it to generate a lead list, stuff like that, you don’t need to do that. It’s a waste of money, it’s a waste of time in the beginning.

In the beginning, you have to do things that don’t scale. Literally, go on Twitter and scram, DM your customers, DM the people, LinkedIn messages, whatever you have to do, stay a persistent bother them if you need until they say no but keep bothering them until they respond. And you’d get your first two, five, 10 customers that way. And it’s not going to scale, you know you can’t scale it but it’s the best way to get the early adopters. And then from there, they’ll help you move forward.

And then, now from a growth perspective, we’re at a point where now we’re scaling email campaign lists. We know the exact customer demographic, we know exactly how much revenue our customers make, what niche they’re in, what vertical they’re in, what stage of their growth they’re in that we know we can target them the best out of the highest likelihood of converting them into a customer. So now, we’re doing things at scale and I think the biggest thing that we’ve done is formed channel partnerships. So, we formed channel partnerships with some of the best largest marketing agencies out there to funnel brands to us and some of the most well-reputed retail associations to get retailers to get direct interactions from retailers.

JC: Well, that’s a good part, yeah, those partnerships can be big.

Sneh: Mm-hmm (affirmative). And especially as a young company, when you’re raising capital, have limited amount of capital, it’s like you don’t have unlimited capital to just spend everywhere. So because of that, you have to find ways where you can grow where it doesn’t start extremely costly for you as a company. You don’t want to go hire a full sales team, you want to do channel partnerships where yeah, you might blow up some of the revenue in the beginning but it’s much better because you know you’ll get a direct flow of businesses and customers and it’s a great way to scale in the beginning.

JC: So, how many retail or brands do you have on now and then how many do you think you’ll have on in 12 months? I think we had talked about that a little bit in the pre-show.

Sneh: Yeah. I know we were talking about that. So right now, we have 25 brands that are live, we have 65 in the pipeline but we’re adding more in our pipeline every week as we get better and better at our marketing email campaigns, et cetera. From the retail side, we have two retailers on board right now but based on I mean, they’re national, both of them are national, but they’re regionally launched right now. And then, we have another three in the pipeline.

12 months from now we’re hoping to, I mean, I would say we have a pretty aggressive growth strategy. Brands for us are much easier to onboard because we’re adding a direct value to them. So, we’re hoping to have about 750 to 1000 brands in a year, I would say that are using our technology. And then from the retail side, we are hoping for around 10 to 25 major retailers that we could work with.

JC: That’s amazing. I’m going to just do a personal question here. What was the best piece of business advice you ever got that you could share with the audience, something you learned the hard way?

Sneh: Yeah. I know. I think the best advice, I think for me at different phases of my journey and building a company, there are different pieces of advice that really stuck with me. One that I can think of right now, from the top of my head is to take all the advice you get with a grain of salt. And the reason being is, I’ll tell you, there are people we have on our advisory team, there are people that we know that are mentors of ours that are way more experienced than us, that have way more expertise than us for sure in the industry. But the way I look at it is from a founder’s perspective and what you’re building. No one has built a company that you’re building with the same circumstances that you’re going through at that time.

So, everyone has great advice. No one’s not want to give you advice, the good people out there, like our mentors, they’re going to want to help you of course, 100%. But I think at the end of the day, it’s up to your decision I’m like, “Hey, what’s the best decision to make?” Because one thing that happens, you talk to enough people, they’re going to give you conflicting advice. Some people would say, “Take road A,” some people would say, “Take road B,” but you as the founder have to decide which one to take based on the circumstances that you’re in, your expertise, what you know from your understanding the market and go with that like a gut feeling.

So, we take all of our advice very seriously and then we boil it down to saying, “Okay, what can we do now?” And then do that. And the advice that we can say like, “This is great but we’ll have to push it back to a time when we can actually utilize that or actually execute on it because we can’t right now, we don’t have the bandwidth to do that.”

JC: Well, that’s a good point. I mean, again like you said, everyone’s advice comes from some sort of experience but it’s not the same circumstances, it’s not the same company, it’s not the same goals. So, you got to kind of figure out where that advice fits into your plan. And sometimes that creates a conflict because let’s say, you didn’t take the advice exactly the way they said it and then say something didn’t work out like, “Oh see, I told you so,” and it’s like, “Okay well, yeah, Monday morning quarterback,” you make the best decision with the information you have at the time.

And sometimes, if you’re an entrepreneur, you got to roll the dice, not everything is going to work out. But you’re looking for that one in 10 risk that pays off and then everything else is paid for kind of thing.

Sneh: Yeah. And the way I look at it is, as you’re first-time founders, I think everything is calculated risks, everything you do, there’s no guarantee in anything. As a first-time founder, you can never be 100% certain something’s going to work. So, it was always like you have to take the best guess or calculated risk that you can, you know it like this has the most likelihood of succeeding. And if you mess up, that’s fine. I mean, everyone makes mistakes. Our team, we have a rule that we’re like, “We don’t care if you make a mistake, we encourage that because it actually means you’re trying new things. Otherwise, you’d be doing the same thing over and over again, you’re not growing or it’s not building substantial growth. Just don’t make the same mistake twice, just learn from them.”

So it’s like, “Yeah okay, I didn’t think that advice the first time, maybe I messed up and lost a week of time. Okay. Well now, okay let’s move, let’s go, let’s do it the way you think is right, let’s see if that works.” That way like, “You know Eric, I learned something and I just move on and keep going.” I think that’s the biggest thing and the persistence, I’ve seen a lot of companies quit because they didn’t see things work the first time around or the second time around. But it’s just every time you fall or every time something doesn’t go right, just get back up and try it in a different way.

JC: That is great advice. I want to go back real quick though, I want to go back from the point of view of the brand or the retailer. Walk me through from their point of view of what they were doing, how their system worked yesterday and then today, when they sign onto your service, for example, how do things change? How does their life get better? Yesterday, this is what they were doing and then after they got our system in flux, now this is what it looks like.

Sneh: Yep. So let’s see, I’ll start with today as what their system looks like now. Right now, as a consumer, you have two options of buying products from and you can go to the e-comm brands e-commerce site or you can go to the retailer store or the retailer’s e-commerce site. So, they’re both competing for the same customer which is fine but it causes a conflict of interest, there are no incentives that are aligned and the customer that day loses because they don’t have the best experience. What we’re doing is we’re changing the model where now, if you buy it and we’re working with the brands directly because consumer trend is pushing to buying directly from brands like e-commerce brands because that’s where you can be part of the consumer journey and you can understand the story and people want to feel part of the story now.

JC: Yeah, they want to buy directly from Nike, not a retailer that sells Nike.

Sneh: Lots are realizing, “Oh, they’re sustainable, I want to buy from them because they make me feel like I’m a sustainable consumer,” it makes you feel good. So, the way people were doing that is that you’d buy and all that, you’d go to the checkout process, you tell them your address and then you’d say, standard delivery or express delivery, it’d take about a week to come, week and a half because it’d be coming from a few States away.

What we’re doing is different, it’s like you as a consumer is so good at branding a website, you still buy directly from them. When you enter your address in, now when the shipping options pop up, it shows you, “Hey, do you want to pick it up from X store near you which is five blocks away or do you want to get it delivered within a few hours or a day next door?” And you just pick whichever option you want. And once the order occurs, because we have an integration with the brands and we have with the retailers, the order gets routed directly to the retailer’s store that’s closest to the consumer that has that product with.

JC: Yeah, so it comes with this little distribution, jump-off points basically.

Sneh: Exactly. So then, what the retailer does, it goes to their automated system. They basically put it on a shelf where you can pick it up or say like, “Here, you already paid for it, come to pick it up?” Or it’s like, “Alright cool, we’ll deliver it,” and they’ll deliver it within a few hours or a day max.

JC: But doesn’t a brand make less money in that sense? The main brand, when they make a little less because the retailer is the one that’s getting that, how does that work? So for example-

Sneh: Yeah, I understand what you’re saying, this is really interesting. So, this is why we let the brands let you buy directly from their online channel because it means their margins are much higher and you understand that. Because the action occurs on the brand’s site where they make the higher margins. And what occurs is when their retail fulfills it, they obviously let’s say, Bob got wholesale for this price. They buy let’s say 100 units per se. The brand sells 10, the retailer fulfills 10. So now, they have 90 products.

The retailer doesn’t make money off the product, they make money off the upsells of the consumer because they cannot upsell that consumer other products whether they come in-store or it’s getting delivered and then make incremental revenue in the fulfillment of the actual product because it’s actually cheaper for the brand so they make some money. But now at the end of the month or whenever the regular schedule is, the brand actually gets re-fulfilled by the brand, however many products that the brand sold off their site. So, the retailer still has that 100 units that they can sell that they bought wholesale so there’s something…

JC: That’s what I was looking for.

Sneh: To before. Yeah.

JC: Got it. Yeah. So, if you gave me 100 of your Nike boxes to sell but then someone used your system, for example, and they bought 20, you as my supplier would give me another 20 to replace this at 20, so this way I’m not out anything.

Sneh: And I got the people to come in store if they come to pick up.

JC: Exactly.

Sneh: And if they don’t, if I ship it to them, I can insert coupons or something like that.

JC: Yeah, upsell it.

Sneh: And you always, when you get to the retailer, obviously have an email confirmation if they’re delivering it. You can be like, “Hey, we’re bringing you these shoes. Do you want these socks with it or do you want these other purchases or t-shirts?”

JC: Yeah, that’s cool. See, that’s where all sides win. I was trying to figure out what the benefit was, but that makes total sense. I love that. Okay. So, again, in the spirit of the name of the podcast, The Future of BizTech, where do you see the technology you’re implementing? How do you see it affecting the retail and the brand industry in the next five to 10 years? If you do that kind of thought experiment, where could this really go?

Sneh: Yeah. And so, that’s one of the things I think we’re most excited about. And so, the investors that we’re talking to, the investors that invested in us, it’s like the future of commerce ’til now everything was done the same, that retail existed just the way it did for decades, e-commerce is growing but I mean, then it’s still just e-commerce, you just buy from an online store. There isn’t really much deep change there. There’s always been this thing by omnichannel, you can buy online or physically, it doesn’t really matter, it’s the same experience. We don’t think it really existed until now. What we’re trying to build as a true omnichannel commerce system, ecosystem, where we believe that the retail stores will in the future become stores where you can test products out like in-store experiences and distribution centers and the online solutions where you’ll buy products from.

I mean, you’ll be able to pick it up instantly anywhere near you. So, you’ll be able to, our future is like you buy online, literally let’s say you’re walking back from your office, you can just pick it up at any store near you that has a pod and you’ll know exactly which one to go to that’s closest to you. That’d be like the end goal for us, make the solution so much better where now, brands are so much closer to their customers and let customers know that. Because before, not even the brands had any insight, they didn’t have a 360-degree insight to where all the products were in the retail stores, how much was left and we’re providing all that data.

And the brands have that data now, they could push on to the consumer, which is much more valuable because now as a consumer, you can make an educated decision as like, “Oh, I can get this product within two hours. Let me buy this now,” or “Wait look, I think I’ll pick this up, that’s more sustainable. I’m saving the environment if I go pick it up in-store because I actually know that it’s available in store now.” So, that’s the future of commerce that we see, is being able to buy anywhere online but getting it delivered from the closest location to product is in real-time.

JC: That’s really cool. And as a consumer, obviously that’s a big deal because now, and here’s the thing too, what I think is big. Regardless of which side of this debate you fall on, there are concerns of one company having too much power with retail and Amazon being such a big company and they’re always advancing and trying to make things faster and better for the consumers, obviously. But to give those mom and pops, to give those smaller businesses a shot at competing, it sounds like your software helps them get there, helps them compete with the speed of delivery, it helps work out the relationship between them and the main brand that they’re reselling or whatnot, which is cool for the retailer side.
And then, the brand obviously benefits as well because Amazon takes a big chunk and they don’t give you the insights and there’s a good chance they’ll copy your product.

JC: That’s another one. Again, I’m not speaking bad of Amazon, that’s just the nature of what it is. They’ve just advanced so fast that it’s left brands and retailers scrambling to catch up and what I think is really cool about your software and your system is that it allows those brands and retailers to work together to kind of help balance those scales a little bit. And the consumer doesn’t lose out at all because a consumer can still get it fast and they can have a better buyer’s journey if they want as well. So, I commend you. I think what you’re doing is awesome.

When I saw this, when it came across my plate I was like, “Got to get this guy on the show. I love where this is going and I see the future of that.” And I think my opinion as part of the future of this is that it’ll help again, balance those scales, it’ll help retailers compete with the juggernaut of Amazon and it keeps everybody invested in it, it keeps everybody creating more innovation and whatnot. And if anything gets too one-sided, well then people would just kind of get lazy. You know what I mean? And then, the consumer suffers.

Sneh: They’ll quit. And that’s really our core, we always thought about it from the consumer end. It’s like, “How do we make it the best experience for the consumer?” Because at the end of the day, the brands are our customers and initially, that’s who we work with from the beginning. And we realized like if you go to any brand website right now like the e-commerce site, it’ll always be like, “Hey, there’s a delay right now because we don’t have the shipping structure,” because everyone’s doing so much online shopping, they just can’t fulfill it.

JC: But it’s forcing people to get innovative with infrastructure, for shipping for later now too.

Sneh: Exactly, exactly. And I guess, that’s always been super interesting for us. And as a brand, the way we thought about it is like, if a customer’s on your site or trying to buy your product, all you should care about is that they buy your product. And you should make it as easy as possible for a consumer to buy it if they’re interested. And the more difficult layers you add, the less likely they’re going to buy and everyone knows that. So, we try to make them pay if they’re on your brand’s website, they’ll know instantly when they’re checking out like, “Hey, you can buy this in real-time a few blocks away from you.” And they’ll be like, “Oh, that’s awesome, I’ll buy it right now and I just pick it up and test it out. And if I don’t like it, I can return it right there and then.”

JC: Well, and if they don’t want to go out of their house, it’s so close that it would get done the next day anyway so it doesn’t even matter or even same day. I think what’s cool is your system allows the possibility of same-day delivery because it’s already so close anyway, that’s where that could be. And right now, you have this infrastructure of contractors, of driver contractors. So, there’s already people available where someone would probably …

The next step in the evolution is probably some company coming up with this independent driver delivery. Again, we have DoorDash, there are companies that do that but I feel like somebody might make a company that only delivers retail stuff that your system is helping to supply in these local areas. Right. I feel like there’s a gap there that someone would end up filling when your stuff, when your system really takes hold of the market. I think it’s really cool. Is there anything that I haven’t asked you that you think would be a benefit to the audience to hear about either yourself or the company or where it’s going?

Sneh: Yeah. I mean, I’m trying to think. I mean, we basically discussed the company, the future, where we think we’re going to be going. And I mean, I think for us it’s getting more brands, retailers on board and sailing up the market. I think for me, I think I didn’t explain this in the beginning but my background is in consumer purchasing behavior so I spent a few years at Thinktank really learning about when, where, how and why people buy specific products. And that’s really the idea for the interest in this space came from commerce and especially with e-commerce blowing up, retail changing and all that.

So, that’s really where I started learning about like, “Oh, this could actually work, this makes sense because it’s how commerce is going to evolve.” And I think at the end of the day, everything boils down to just the customer experience, what they feel like and how they buy and does it make sense for them? So, that’s really where the Genesis of idea and the drive behind the product comes from because we believe that it can truly help people at the end of the day, have a better experience and by a result of helping the end consumer buy more products or how that better experience, the brands win. And because the brands win, the retailers win.

So, the way I look at it is it’s such a cyclical cycle where each part of the cycle helps each other continue to grow. And that’s really what we want to see. We don’t think retail, I always say like, we’re bullish on the retail, the chain of future retail changing obviously, but not going away entirely. I don’t think it will ever go away. I think there’ll always be retail that exists. So, we want to be there to help and want to help brands as well because they don’t have the infrastructure in place. And that the consumers want a better experience at the end of the day.

So, you want to help all three segments of the industry that we’re working with, enable a much better experience overall and work congruently where they both, by working with one part of the network, it actually incentivize and helps the other parts of the network, which is really cool.

JC: That’s amazing. Well, listen, I’m glad you were on the show here, this has been a fantastic interview. I learned a lot, I think the audience learned a lot. How can people reach you, reach out to you if they’re interested in buying?

Sneh: Yeah. I mean, yeah definitely you want to learn more, just chat or I’m always happy to have conversations. Feel free to email me at sneh@luckylabs.io and I mean, that’s probably the best way you can reach me, to get in touch with me.

JC: Awesome. Well listen, thank you so much for being on the show. I appreciate it and I hope to talk to you soon myself again.

Sneh: Yeah, likewise, JC. Thanks so much for your time and letting us be on your podcast and show. It was great speaking to your guests and to everyone. I looking forward to talking to you guys more.

JC: Awesome. Thanks a lot of Sneh.

Sneh: Awesome, thank you guys. Have a good rest of your day. Bye.

infinityadminEpi 9: Tips for Start-Ups Competing with The Industry’s Biggest Companies – Sneh Parmar, CEO of Lucky Labs