Why the Hardest Part Starts After Launch: Operators Build (E5)
OPERATORS · with Matt Bertulli, Mike Beckham, Sean Frank, Curtis Christopherson, Cody Plofker · September 21, 2026 · 84 min
Summary
The real challenge for physical product businesses begins *after* launch, requiring founders to transition from product development to operational excellence, especially when facing supply chain disruptions. This episode emphasizes the critical need to optimize customer acquisition costs, continuously evaluate product-market fit, and strategically plan for long-term growth and potential exit from the outset. Founders must be prepared to build sustainable systems and adapt to market realities post-launch.
Key takeaways
Anticipate and prepare for significant supply chain delays, as co-manufacturer issues can set back launch timelines by nearly a year, severely impacting early sales and requiring agile operational pivots.
Proactively question your product's format and market relevance post-launch; what was right at concept might not be right a year later, necessitating continuous product evaluation and potential adaptation.
Set aggressive but realistic customer acquisition cost (CAC) targets (e.g., $200 initially, then $100) and develop data-driven strategies for rapid optimization to ensure profitable scaling.
Focus on unit economics and customer lifetime value (CLTV) from day one, understanding how customer acquisition ties into long-term financial milestones and exit strategy.
Recognize that "building" a business is an ongoing operational effort post-launch, beyond the initial excitement of getting a product to market.
“The amount of effort that we put in to start does not have any meaningful correlation with the success at the end.” When you get delayed and deprioritized by your co-manufacturer, your timeline slips by almost a year, and you still have zero sales, what do you have to show for 18 months of work? Matt Bertulli (CEO, Pela & Lomi), Mike Beckham (CEO, Simple Modern), Sean Frank (CEO, Ridge), Curtis Christopherson (Chief Growth Officer, Ammortal), and Cody Plofker (Advisor & fmr. CEO, Jones Road) reunite one month from launch to close the loop on everything that went wrong. Physical product is in hand. Five thousand units for their very first purchase order. Now, the hard part. Sean raises the question nobody wants to answer: is powder still the right format in 2026? Mike does the math on what 14,000 families means for a nine-figure exit. Cody challenges the team to hit $200 CAC in month one. Then drop it to $100. Powered by TBAR Partners https://9ops.co/tbarpartners Aftersell https://9ops.co/4i3bb5 Skio https://9ops.co/skio-9operators Runneth https://9ops.co/motion-runneth Omnisend https://9ops.co/omnisend Richpanel https://9ops.co/richpanel Operators Portal https://portal.9operators.com/dashboard Operators Newsletter https://9operators.com/
What does this episode say about supply chain & operations?
Anticipate and prepare for significant supply chain delays, as co-manufacturer issues can set back launch timelines by nearly a year, severely impacting early sales and requiring agile operational pivots.
What does this episode say about dtc strategy?
Proactively question your product's format and market relevance post-launch; what was right at concept might not be right a year later, necessitating continuous product evaluation and potential adaptation.
What does this episode say about paid acquisition?
Set aggressive but realistic customer acquisition cost (CAC) targets (e.g., $200 initially, then $100) and develop data-driven strategies for rapid optimization to ensure profitable scaling.
What does this episode say about founder & leadership?
Focus on unit economics and customer lifetime value (CLTV) from day one, understanding how customer acquisition ties into long-term financial milestones and exit strategy.
What does this episode say about supply chain & operations?
Recognize that "building" a business is an ongoing operational effort post-launch, beyond the initial excitement of getting a product to market.
