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.

StackedSP

We help tech startups achieve audacious goals by stacking their teams with champions.

Managing Partner

Head of Growth & Talent

Growth & Talent Acquisition Lead

Growth & Talent Acquisition

Ceridian

Completed numerous on-site and virtual proof-of-concept demonstrations for the Dayforce platform, demonstrating my adaptability and technical skills. I was involved in both commercial and mid-market deals, and acted as an integral component in the sales cycle, contributing to the overall success of the team.

Solutions Consultant

Provided substantial support to Canadian Solutions Consultants, bridging the gap between subject matter experts and sales individuals through the effective sharing of product knowledge. I took on the responsibility of developing training and configuration documentation, contributing significantly to the team's learning resources. I also had the opportunity to demonstrate my technical ability by successfully completing complex virtual demonstrations.

Application Consultant

Enhanced the sales cycle by building comprehensive documentation and provided robust product support. This role also saw me successfully complete numerous Requests for Proposals (RFPs). Additionally, I built a profound understanding of the Dayforce HCM platform, a skill that greatly contributed to my overall productivity and effectiveness.

Product Consultant

Canadian Young Judaea

In the summer of 2013, I held the position of Program Director, where I was responsible for a diverse array of duties. These included spearheading the hiring process for eleven new first-year staff members and ensuring the health and safety of 150 campers. I also managed day-to-day operations and scheduling of programs, an essential task that kept the camp running smoothly. As a leader, I oversaw and guided 45 staff members over an eight-week period. Finally, our team came together to create 85 educational and leadership programs, contributing to a vibrant and engaging camp experience for all.

Staff Member & Program Director

Campus Coupon

I successfully co-founded a group-buying website for students at McGill University. I used strong interpersonal skills to form deals with local restaurant merchants!

Co-Founder & CEO

Managing Partner at StackedSP

As the Managing Partner at StackedSP, my commitment is to empower tech startups to achieve their audacious goals by stacking their teams with champion talent. This journey requires a close partnership with early-stage founders and the orchestration of world-class recruitment processes. My principal focus is on building high-performing teams from the ground up, and as a strategic partner, I am dedicated to not just meeting, but going above and beyond to ensure the job gets done.

Jared Saks

One pattern keeps repeating across the top performers I place into early-stage teams:

They don’t wait for permission. 

Founders often call it “ownership,” but here’s what it actually looks like inside a 0–20 person company:

• Seeing a problem before anyone names it
• Fixing things that aren’t technically “your job”
• Making decisions with imperfect context
• Caring about the product like it’s yours

These traits end up mattering more than stack expertise or years of experience. In fact, half the founders I work with say some version of the same thing:

“Give me someone who behaves like a founder, not someone who needs managing.” 

If you’re a founder hiring right now, here are the questions to ask:

“Tell me about a time you took initiative on something outside your role.”
“What’s a problem you solved before being asked?”
“How do you decide when to run with something vs. wait for input?

The high-ownership folks will give you specifics. Everyone else gives you theory.

What other ways do you probe for this?

Every founder thinks they’re evaluating candidates.

But here’s the truth many don't realize...

Your early hires are evaluating you even harder.

Over the years, I’ve spoken with multiple candidates who withdraw from an interview process, not because of salary, title, or scope…but because they weren’t convinced the founder was ready to hire.

Here are the top signals that scare them off:

• No clear vision → “Will the goalpost move weekly?”
• No hiring process → “Is this chaos or intentional?”
• No ownership carved out → “Am I building… or just patching?”

Founders:

You’re not selling the role, you're selling the journey.

And the best talent?

They can tell instantly whether the journey is worth taking.

Early hires don’t follow companies.

They follow conviction.

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The Battle

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