Growing ecommerce businesses through CRO, UX research, and data analytics.

We're a conversion rate optimization agency for eCommerce brands looking to grow to the next level, but know they need to a better job converting traffic. 

We talk to your potential customers, find out why they're not buying, and fix those issues through a/b testing, personalization, and data-informed UX/UI design.

We help you grow by leveraging: 
-> Full-website conversion optimization
-> Landing page optimization
-> Personalization and segmentation
-> Conversion-focused web design
-> User experience research
-> Website analytics and reporting

We’ve worked with brands you know, like JensonUSA, Osprey, PENN Fishing, and The Shade Store. We’re also fired up about helping growing brands reach the next level. Some brands we've helped make this jump include Hydro Flask, Made In, Mizzen and Main, and Peak Design.

Brian Schmitt

If your work involves you on a screen with a keyboard

Then you need to read this: https://lnkd.in/eRDs5Va3

Then follow it with this:
https://lnkd.in/epK3rz6M

CEO at Surefoot.me | Driving growth in digital companies w/ CRO, Analytics, UX Research, and Site Design

Open article: Michael (@michael_chomsky) on X by x.com

Being brutally honest with someone is not about telling them how you see their reality. 

It's about honestly sharing your reality. Not taking about how great everything is when in reality you're struggling. 

The universe rewards being brutally honest about your struggles. 

One of those rewards is finding out how many people are rooting for you.

Placing top overseas operators with pearltalent.com

Monty Ngan

Uber's CEO set a tough rule for his team: if they don't respond to his Saturday email, they should expect a follow-up on Sunday demanding an explanation.

Dara Khosrowshahi made waves recently on The Diary Of A CEO podcast when he laid out his leadership philosophy pretty bluntly. To him, it's work hard or get out- and part of that is responding on weekends if you don't want to be flagged.

On paper, you'd think his philosophy checks out: Uber turned around from burning $2.5B a year into generating over $9.8B in free cash flow.

At first it looks hard to argue with those numbers. And even I get his conviction - grit compounds and output follows obsession. I've lived that firsthand -- during our early days Isaac and I were deep in the trenches fighting for a mission to close the global opportunity gap with no VC safety net in sight. 

But where I disagree with Dara's approach is how his company builds a culture where his team never really gets to switch off.

There's a version of "work hard" that's about personal drive, internal fire, and the desire to build something real. Dara has that, and most founders I know also have that. And I do genuinely think it's non-negotiable.

But once you turn hard work into a system that expects you to be on all the time, that's when it turns into an unsustainable work ethic. Instead of building great teams, it creates burned-out ones who eventually perform worse and stop caring about the mission altogether.

I protect my team's weekends - not because I'm soft on standards, but because I've seen what happens when someone comes into Monday rested and fired up vs someone who spent Sunday anxious about an unanswered email. The latter rarely does their best thinking.

If your team needs a Sunday check-in to stay engaged, that's not an accountability system - it's a sign the people running it built the wrong culture to begin with. True accountability comes when your people are motivated to put their best every single day.

Co-Founder @ Pearl Talent | Helping US founders hire AI-trained global operators

Claude can now generate the kind of market analysis people pay McKinsey & Company $5k+ for in about 10 minutes.

I spent 10 months at McKinsey before leaving. Long enough to understand how work is done - and long enough to realize that a lot of what people pay consulting firms for is structured thinking under pressure.

When I look at what these prompts are producing - TAM analyses, competitive landscapes, unit economics built out in a single session - I recognize the scaffolding. Define the market, segment the customers, estimate growth, layer in assumptions. It somehow maps closely to how consulting work is done. 

But here’s the part that doesn’t show up in the prompts.

At McKinsey, the first draft is rarely the final answer. Teams spend a lot of time pressure-testing assumptions - questioning the market definition, the growth projections, and the logic behind the model. The clean slide a client sees usually comes after many rounds of debate and refinement.
That’s the part AI can’t really replicate yet: judgment. In high-stakes decisions, it can’t tell when assumptions are shaky or when the model is pointing the wrong way.

Part of why I ended up leaving was realizing that the frameworks are powerful, but the real fun for me was building things with them in the real world.

It’s also something I think about a lot while building Pearl Talent. We see founders using AI to generate first-pass strategy docs or research all the time now. The bottleneck isn’t the thinking anymore - it’s execution. Someone still needs to turn that strategy into outreach, systems, customer ops, recruiting, product work, all the messy real stuff.

AI is making structured thinking cheaper and faster. But turning thinking into reality? That part is still very human.

Curious how others are seeing this shift. How are other founders here using AI for early-stage strategy or research?

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