Get Big Fast and Do More Good

1. Embrace the Entrepreneurial Mindset: Get Big Fast and Do More Good.

Get Big Fast and Do More Good is our philosophy toward business and life.

Accelerated success. The authors advocate for an entrepreneurial path that prioritizes rapid growth and positive societal impact over traditional, slow-burn career trajectories. This "Yes To way" is less straightforward, filled with risks and uncertain bank accounts, but offers immense rewards and enjoyment. It's about creating something meaningful from nothing, driven by a desire to make the world better, not just accumulate wealth.

Risk tolerance. Successful entrepreneurs are inherently gamblers, possessing faith in themselves and their ideas to tolerate significant risks for big rewards. This mindset, often forged through early life experiences like family setbacks or living in start-up economies, cultivates determination and a fearless approach to challenges. It's about seeing opportunities where others see obstacles and being willing to bet big on oneself.

Core values. The "Get Big Fast and Do More Good" philosophy means operating ethically, with equal regard for consumers, partners, the environment, and employee well-being. It challenges the notion that businesses must compromise values for profit, arguing that incorporating "good" into a brand's DNA from the start is essential for deserving success. This foundational belief ensures that growth is not just about scale, but about positive influence.

2. Cultivate a Balanced Partnership: Allies Over Friends.

When choosing a partner, remember that being friends is sometimes less relevant than being allies.

Complementary skills. A strong partnership thrives on complementary strengths, like Ido's "pictures" (sales, marketing, vision) and Lance's "numbers" (finance, operations, pragmatism). This balance allows each partner to excel in their natural aptitude while compensating for the other's weaknesses, creating a more robust and effective business unit. It's about building each other up and presenting a united front, even when internal disagreements arise.

Shared values. While friendship isn't a prerequisite, shared core values are crucial for a lasting business partnership. Treat the partnership like a marriage, ensuring mutual trust and respect, even when gut instincts differ. Open communication, especially with life partners, about business ups and downs is vital to maintain support and prevent misunderstandings that could jeopardize both personal and professional relationships.

Strategic separation. Maintaining some separation in personal lives and social circles can enhance a partnership's longevity and effectiveness. This allows each partner to pursue individual interests and develop different perspectives, which can then enrich their collaborative work. The authors emphasize that a great partnership feels like being "in on something fantastic that no one else will ever fully understand," fostering a unique bond and shared language for success.

3. Master the Art of the Sale: Make Friends, Not Just Deals.

You’re not going out there to make a sale; you’re going out there to make a friend.

Relationship-first approach. The most effective sales strategy is to prioritize building genuine relationships over immediate transactions. By treating clients as friends and looking out for their interests, even when seemingly at odds with your own, you foster trust and loyalty that leads to long-term business. This approach ensures clients want to do business with you again, rather than feeling pressured or manipulated.

Key sales principles:

• Earn trust first: Consistently prove you have their interests at heart.
• Connect authentically: Find common ground and be passionate.
• Tell a compelling story: Make your brand memorable and intriguing.
• Meet in person: Forge meaningful connections face-to-face.
• Be polite and confident: Project urgency for them, not for you.
• Never leave voicemail: Be persistent and charm gatekeepers.
• Sell with passion: Fully commit to what you believe in.
• Dress the part: Make an effort with your appearance.
• Censor yourself: Avoid controversial topics.
• Don't be the drunken fool: Follow your guest's lead.
• Stage interactions: Choose restaurants over offices, control the environment.
• Play off your partner: Present a united front, communicate non-verbally.
• Build each other up: Praise your partner publicly.
• Be funny: Make doing business enjoyable.
• Maximize contacts: Ask "Who else could I meet here?"
• Follow up promptly: Always suggest a next step.
• Avoid angry emails: Use a filter for emotional responses.
• Maintain personal infrastructure: Stay healthy and connected.
• Backup your data: Don't be foolish with critical information.

The "one-day window" technique. To secure meetings with hard-to-reach decision-makers, imply urgency by stating you're "in town for only twenty-four hours." This creates a sense of missed opportunity for the gatekeeper, increasing the likelihood of securing an immediate appointment. Coupled with extreme politeness and confidence, this technique makes the meeting seem more beneficial to them than to you.

4. Navigate Challenges with Integrity: Your Reputation is Priceless.

Once again it came down to might, possibly, and conceivably. It’s possible that nothing bad would have happened if Lance and I had kept the bad news to ourselves and never said anything to Sephora.

Honesty in crisis. When faced with a potential product quality issue, the authors chose full transparency with their major retailer, Sephora, despite the risk of massive financial losses and empty shelves. This decision, though terrifying and costly (trashing $2 million worth of product), reinforced their integrity and solidified a priceless relationship built on trust. It proved their commitment to doing the right thing, even when it hurt.

Learning from screw-ups. Mistakes are inevitable, especially for fast-growing companies. The key is to learn from them, adapt, and improve processes. The Sephora recall, for instance, led to improved product-testing systems and new protocols for all of Sephora's products. This resilience and willingness to openly discuss failures, both internally and with partners, transforms setbacks into opportunities for growth and stronger relationships.

Relationships over numbers. While performance and numbers are crucial, the relationships with vendors, customers, and retailers are paramount, especially during difficult times. These strong bonds can provide second opportunities that wouldn't otherwise exist. The unwavering support from Sephora's CEO, Jacques Levy, during the recall demonstrated that personal commitment and trust can transcend immediate business losses, ultimately saving the brand.

5. Build a Brand with Purpose: Relentless Optimism and Authenticity.

Yes is a powerful word. It’s enthusiasm, optimism, hope, and passion.

Beyond the product. A truly great brand transcends its physical product, embodying a philosophy that resonates deeply with consumers. For Yes To, this meant shifting from merely selling "carrot" products to promoting "relentless optimism," "happy-go-lucky views," and a "deliciously nourishing, wholesome feeling." This positive, "hell, yes!" attitude countered the negative messaging prevalent in the beauty industry, encouraging self-love and refreshment over anti-aging or "fixing" oneself.

The "Four Love Points." To understand and solidify their emotional connection with customers, the authors developed a simple framework:

• Will she love how the product works?
• Will she love how the product looks?
• Will she love the price?
• Will she love to tell her friends about it?

This focus on creating a two-way street of love and genuine care ensures that every aspect of the brand, from formulation to packaging, contributes to a positive customer experience and fosters loyalty.

Simplicity and visual appeal. A memorable brand name is crucial. "Yes To Carrots" initially seemed "stupid" to Lance due to its simplicity, but its quirky, positive, and highly visual nature made it unforgettable and easily adaptable (e.g., "Yes To Tomatoes"). The brand's big, bright orange logo and fun aesthetic were deliberate choices to stand out in a serious industry, reflecting the brand's core values of positivity and approachability.

6. Outmaneuver, Don't Outspend: Creativity Against Goliaths.

Your best chance of beating the big guys is at the store level.

Strategic positioning. Small companies cannot outspend multinational competitors in traditional advertising. Instead, they must outmaneuver them, especially at the store level. This involves piggybacking on larger brands' efforts to drive customers into the aisle, then using superior on-shelf tactics, pricing, and packaging to "steal the sale" at the last minute. It's about being a "little speedboat zooming around aircraft carriers, trying not to get hit."

Effective marketing channels. Traditional print advertising proved ineffective for Yes To, yielding minimal sales despite significant investment. The authors learned that direct customer engagement and in-store promotions were far more impactful.

• Online competitions: The "Face of Yes To" contest on MySpace generated buzz, collected email addresses, and drove traffic to Walgreens.com.
• In-store circulars: Tiny pictures in retailer catalogs (Walgreens, Target) could increase sales by 200% a week.
• Freebates/coupons: Offering full-size, free products (like the body butter) was an expensive but highly effective way to acquire new customers and encourage trial of other products.

Innovation and niche carving. Instead of trying to be ridiculously unique, focus on improving existing successful products or filling clear market gaps. Yes To observed the success of Garnier's eye-roller treatments and introduced a natural version, which became a bestseller. This "fast follow" innovation strategy leverages established customer understanding, reducing the risk and cost of introducing entirely new concepts.

7. Leverage Trade Shows: Be Unforgettable and Strategic.

The number one trick at a trade show is to stand out and be different.

Impactful presence. Trade shows are critical for small companies to make a disproportionate impact on potential buyers and competitors. The goal is to be the "party booth," creating an immersive, branded experience that is fun, memorable, and visually striking. This means investing in a unique, over-the-top booth design (like Yes To's "orange Taj Mahal"), offering free samples and engaging activities, and ensuring energetic staff.

Strategic engagement. Don't just show up; have clear goals and identify your "whales"—the most important people you need to meet. Train your team to recognize and prioritize these key contacts. After-hours events are crucial for building deeper relationships, so plan social interactions in advance and embrace the opportunity to connect with industry leaders in a relaxed setting.

Maximizing value:

• Walking billboards: Distribute large, bright, branded tote bags filled with samples to turn attendees into mobile advertisements.
• Strategic lodging: Stay in the same hotels as key industry players to maximize informal interactions.
• Team uniform: Dress in distinctive, comfortable, and fun branded attire to stand out.
• Information capture: Immediately record details about contacts for personalized follow-up.
• Persistence: Don't miss opportunities to engage, even if it means "crashing" exclusive parties.
• Post-show follow-up: Send action-based emails and debrief with your team to delegate contacts.
• Booth rotation: Change your booth design annually to keep things fresh and surprising for returning attendees.

8. Understand Your Customer Deeply: The "Four Love Points."

We needed to understand the fine points of what made our brand tick, so we would know how to correctly allocate our marketing budget and in what direction to take Yes To in the future.

Subconscious insights. After initial success, the authors invested in a comprehensive brand study to understand the subconscious motivations behind customer loyalty. This involved in-depth consumer research, including shadowing shoppers and conducting "bathroom studies," to uncover what truly resonated with their audience beyond surface-level preferences. This deep dive revealed that while the "veggies" were cute, the "Yes" was the core appeal.

Brand evolution. The study highlighted the need to shift marketing emphasis from individual vegetables to the overarching "Yes" philosophy, which embodied relentless optimism and a wholesome feeling. This subtle but significant tweak in brand value, from "veggie" to "Yes," informed a new visual identity that was an "evolution, not a revolution," maintaining brand recognition while enhancing its core message. It ensured the brand remained recognizable but felt fresh and modern.

Smart spending. A consumer study, though a "Big Spend," is invaluable for understanding why a brand works and how to allocate marketing budgets effectively. It can identify seemingly minor misunderstandings that, once corrected, lead to significant improvements in business performance (10-20% for Yes To). Conversely, a "Small Spend" like trademarking your name and buying domain names immediately is crucial to prevent costly future disputes and protect your brand's identity.

9. Know When to Let Go: Prioritize Life and Delegate Roles.

I didn’t want to be the CEO. I’m OK at it but not by any means brilliant.

Redefining success. True success encompasses personal well-being and family happiness, not just professional achievements. The authors realized that their relentless focus on the company had led to personal misery and an imbalance in their lives, despite Yes To's growth. This pivotal realization, triggered by a heartfelt letter from an employee and a daughter's tears, prompted a re-evaluation of their roles and priorities.

Outsourcing founders. As Yes To grew, the founders found themselves bogged down in administrative tasks, HR issues, and operational minutiae—roles they had no passion or natural aptitude for. Recognizing that being "hands-on" in every aspect was detrimental to both their happiness and the company's efficiency, they made the bold decision to "outsource themselves" by hiring an experienced CEO and COO. This allowed them to return to their strengths: sales, marketing, and brand ambassadorship.

Strategic delegation. The "lean and flexible" philosophy meant outsourcing functions where they lacked expertise (e.g., manufacturing, logistics) to better-qualified people. This principle extended to their own roles, demonstrating that entrepreneurs should focus on what they do best and hire others to manage the rest. This strategic delegation ensures the company benefits from specialized skills while founders remain energized and passionate about their core contributions.

10. Give Back Authentically: Weave Good into Your DNA.

Giving back has to be part of your company’s mission statement, no matter what your personal beliefs, your politics, or your passions.

Integrated mission. Giving back should be an integral part of a company's mission from its inception, not an afterthought. The Yes To Seed Fund, initially focused on self-sustaining food sources, evolved to plant organic fruit and vegetable gardens in schools, partnering with organizations like the Environmental Media Association and Mama Hope. This commitment to positive impact is woven into the corporate DNA, reflecting a genuine desire to make a difference beyond profit.

Focused impact. While initial charitable efforts were broad, the authors learned the importance of focusing on a specific mission to maximize effectiveness. By consulting their "Very Important Carrots" (VICs) community, they identified children's nutrition as a key area, leading to impactful micro-farm projects in schools in Los Angeles and Africa. This targeted approach ensures resources are used efficiently to create meaningful change.

Authenticity and employee engagement. Charitable programs must be authentic and genuinely supported by employees. Forced volunteering or initiatives driven by ulterior motives (like "platinum donor" status) are counterproductive. Instead, fostering a corporate culture where employees want to participate in giving back, viewing it as a fun, bonding experience with friends, is crucial for success. This genuine enthusiasm makes the program infectious and inspires others.

11. Ride the Momentum: Trust Your Gut and Keep Paddling.

Surfing is timing, instinct, experience, and blind faith all mashed up together in a split-second reaction.

Catching the wave. Building a business is akin to surfing: it requires impeccable timing, strong instinct, and unwavering commitment. Recognizing the "imperceptible shifts in the water" and committing to paddle forward just as the wave pulls back is crucial. The decision to commit to Yes To was their "wave," and they resolved to ride it no matter what, pushing through instincts to slow down and maintaining relentless momentum.

Patience is bullshit. The authors challenge the conventional wisdom of "patience" in entrepreneurship, arguing that it often masks procrastination or fear. While patience is necessary for processes like product formulation, it should never hinder action, hustling for meetings, or seizing opportunities. The goal is to move at full velocity, constantly striving and swimming forward, rather than waiting for the "next one."

The power of ten. Success in any endeavor often hinges on the support of a surprisingly small group of key individuals. Identifying these "ten people" who truly "get" and care about your vision, then nurturing those relationships, is paramount. By focusing on convincing these critical individuals, they will become advocates within their organizations, building support and propelling your brand to the next stage.

Last updated: September 18, 2025