Ben Fisher✨

Founder @ Rodeo and Fractional CTO to 8-figure DTC brands, sharing learnings as a Full-stack Coder, Designer and Shopify Expert

My friend Paul says I'm a "Human Zapier." That checks out. 

I'm a solid programmer and a decent designer, but they're really a means to an end: I love to build things and solve business problems. 

I'm a product person, a technologist, and an entrepreneur at heart. 

My superpower is at the intersection of tech + design + automation/optimization. And I love dtc ecomm.

I get a DISGUSTING amount of satisfaction by eliminating inefficiency. And I do it through building software tools.

I am obsessed with Systems Thinking and love to experiment with new ways to connect disparate systems.

I won't stop until we've got a deceptively simple solution that's damn fun to use.

**

For the past 10 years, I've built "commerce enablement" tools in the Shopify ecosystem that help DTC brands make more $$$.

With CartHook, we brought post-purchase upsells to the Shopify ecosystem and worked directly w/ Shopify to add it natively. 

CartHook processed > $1B GMV and added $250MM/year in revenue through its post-purchase upsell tech. It was acquired by Pantastic in 2022.

At Rodeo, we released one of the first native Shopify subscription apps (acquired by Recharge) and pivoted to a LTV Growth platform that originated as a small feature. Ultimately, wound it down as Shopify actively started building a solution themselves.

I'm on a mission to build damn good tools that help you make more money and have fun doing it.

Co-founder, Technical CEO

Ben Fisher 🏴‍☠️

Playing w/ AI + Automation | Prev @Rodeo, @CartHook (trusted by AG1, Four Sigmatic)

Deeply researched product, growth, and career advice

My biggest takeaways from Stewart Butterfield:

1. Product design is about creating understanding, not removing friction. Teams obsess over reducing friction and removing steps, but 70% to 80% of product design challenges are actually about helping people *understand* what your product does and what to do next. Users arrive barely interested and confused about what you offer. If they can’t quickly grasp what they’re looking at, they’ll leave. Making it easier to do confusing things just gets users to the exit quicker. The mantra should be “Don’t make me think,” not “reduce friction.”

2. You’re not selling features—you’re selling outcomes. Nobody wants a saddle; they want to go horseback riding. Nobody wants a hammer; they want something built. People understand cars and beer without explanation, but new software needs an explanation of both what it is and why they should want it. Slack wasn’t selling messaging features—it was selling better team coordination and reduced email chaos. If you can’t articulate the transformation your product creates in people’s lives, you’re just listing features.

3. Organizations naturally fill with fake work that looks exactly like real work, what Stewart calls “hyper-realistic work-like activities.” Meetings to preview deck slides, analysis of tiny feature differences, elaborate processes around insignificant decisions. People aren’t lazy; they’re responding to having more time than valuable work to do. Leaders must continuously ensure there’s enough valuable work and explicitly say no to projects that can’t possibly generate meaningful impact.

4. Small conveniences create emotional connections that drive word-of-mouth growth. No one switches products because of a good time-zone picker or smooth password recovery, but these details make users love or hate your product. Slack grew largely because people who used it at one company would join a new company and advocate strongly for adopting it. That advocacy came from accumulated small delights, not major features.

5. The “owner’s delusion” explains why bad experiences persist everywhere. Restaurant owners create terrible websites even though they’ve experienced the frustration of visiting other terrible restaurant websites. Business owners assume visitors care deeply about their product, when in reality people arrive distracted, in a hurry, just above the threshold of caring at all. The solution is to regularly step back, be a normal person with limited time and patience, and honestly evaluate if your product makes sense.

6. Only pivot after exhausting all reasonable ideas. The right time to pivot isn’t when things get hard—it’s when you’ve genuinely tried every non-ridiculous approach and can coldly, rationally assess that the expected value has dropped below alternatives. Pivoting is humiliating because you’ve convinced investors, employees, and users of a vision you’re now abandoning. That emotional cost means most people pivot too quickly or too late.

Bianca Johnston Customer Research

Independent Customer Research Consultant

Shopify

Integrated Campaigns Lead

Senior Market Researcher

LoyaltyOne

Market Research Manager, AIR MILES Reward Program

Market Research Consultant, AIR MILES Reward Program

Market Research Specialist, AIR MILES Reward Program

Espresso

Espresso is  an integrated brand agency that drives media-agnostic thinking in brand strategy, marcom, advertising, and custom technology products.

Account Supervisor

I help you do research right and become a more customer-centric marketer | 🇺🇦 🇨🇦

🤔 Making decisions based on gut rather than data? 
😕 Marketing efforts not giving you the ROI you’d hoped for? 
🤪 Trying to do your own customer research and feeling out of your element? 

Ask any successful marketer and they’ll tell you the key to growth is to know your customers. But from there the advice gets a little…well, fluffy.

I share tactical, no-fluff tips on how to do customer research right, so you can: 

- Uncover customer truths 💡
- Optimize your marketing and content ⚙️
- Drive business growth 📈

I have 13 years’ experience in market research and marketing roles, across industries and customer segments. I’m a big believer in no-BS marketing and love sharing actionable advice on how to do research right so you can quit winging it and start winning! 🚀

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The Battle

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Bianca Johnston 🔮✨

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