Please use this thread to share any accomplishment you care to gloat about, and some lessons learned.
This is a weekly thread to encourage new members to participate, and post their accomplishments, as well as give the veterans an opportunity to inspire the up-and-comers.
Since this thread can fill up quickly, consider sorting the comments by "new" (instead of "best" or "top") to see the newest posts.
I run an e-commerce site that sells gadgets for millennial men and I’ve been looking into unconventional marketing methods. I met someone on a forum who referred me to a guy that can make posts go viral and hit the front page of Imgur. Here is some research I did on Imgur that make it seem like my target demographic:
-Imgur has 250 million active users as of June 2018
-84% of Imgur users are male
-74% of Imgur users are under the age of 35
-83% of Imgur users make less than $100K
I saw a couple campaigns made by this guy and he can guarantee that the post will get at least 125,000 Views with an average CTR of 1-5%. Sales are a bit slow and I would love a huge burst of traffic to my site. Being conservative, even a 2% CTR would mean that the CPC is $1.2. I’ve never explored Imgur as a marketing channel and wanted to know if it was worth it? Also, what should I keep in mind if I move forward? Any other advice is greatly appreciated.
Edit: I will definitely be using an escrow so I don't get duped.
Hi! Newbie here but I've just begun my journey. I have a business idea that requires the creation of a mobile application and an online website that interfaces. Problem is, I am not technical. Who and what do I need to get this started? Who do I hire to "create" the app for me? Is it a one-time transaction where I pay them once and they deliver the product? Or do I need to think about hiring someone to manage the app, etc? Any and all advice is greatly appreciated!
The title pretty much says it, but for details:
I have a job as a data analyst for NAVSEA, and I was thinking that I could start learning data science in my own time, since I was always pretty good with math in general and it just seemed like the logical next step. But, my goal isn't to get a job as a data scientist (though I am open to it if my business ideas aren't feasible); it's to start a business applying data science concepts, whether through consulting, SaaS for a particular niche, or otherwise. However, I reckon it will take a while before I am competent enough to even start thinking about a data science business....in fact, I'm not even sure if my idea would work
Is there a demand for this? I don't hear about many companies asking for this kind of service. In fact, I would be starting this business more because it just seems like something I could do, rather than it being a natural solution for a problem that exists for people---do they really need it?
Compare that to proven business models, like ecommerce, affiliate marketing, etc, it just doesn't seem all that certain. In addition, I find physical products to be more interesting in general (I think I would enjoy things like checking warehouse inventory, checking logistics/freights, and finding products/ looking around for wholesalers, though I have no real experience in it and it could just be me seeing the grass as greener on the other side). Would it be better for me to start looking for an under-filled niche right away and try to serve it as an affiliate/ecommerce site, even if I am not experienced in it? Or should I just stick with data science and keep at it, even though it may take a while for me to do anything useful with it (or if I'll even see a significant return for the amount of time I invested into learning it)?
I am primarily focusing on accounts the used referrals to sell items or services as well do paid shoutouts.
I am thinking of starting an account from scratch to achieve $500 monthly and wonder how realistic this is.
Any insight into this world is much appreciated!
I’m 16, and I have a shoe store business idea, but I won’t be able to get shoes until I start working which is in about 2 weeks. And I’ll plan to buy shoes wholesale and sale them. And my website probably wouldn’t be up for a while until I’m completely ready, but when should I start marketing and making social media accounts for my business?
We know how alluring the dropshipping model can look to an absolute beginner, what are some of the better alternatives out there?
My name is Riley and I make Facebook bots for businesses. I am looking to introduce myself to the group by leading with value and offering to build anyone a complete working bot, at no charge in under 48 hours. If this sounds like something you're interested in. Comment below or send me a pm.
I read something today that really stuck with me. "Information that is shared/public is far more powerful than information kept to yourself."
This is especially true in regards to the achievement of your goals. I recently had an addictive habit that I conquered through the use of an accountability group. We would just message once every couple days to check in on each others progress.
My personal goal is to build an internet business and generate a consistent source of income separate from my own job.
I have little experience so if anybody else is in the same boat just shoot me a pm and we can "go public" with our goals and start taking steps to making them reality.
I'd prefer guys between the ages of 21-26, committed, and overall positive. Looking for 2-3 dudes that are headed in the same direction.
Over the years theres been hundreds of get paid to websites. Anyone have unique ideas for paying people to do something?
I want to get off on the right foot when I choose to start my new business. I want to buy equipment and stuff and use all that as a tax write off so I know I need a bank account very early on that has only those expenses. However, bank account needs an address. To rent a place I need an EIN and a bank account.. what about getting a sole prop or LLC?
So at minimum I need these 3 things:
I just feel like it's a bit of a chicken and egg situation as all these things want information from the other items on the list. What's the best way to approach this to get the maximum refund back and put my business on the best starting foot?
I'm starting up my social media for a product I have created. I come from a fairly small town (one high school etc) so everyone knows when a new business opens, all the restaurants, yadda yadda.
We had a furniture/electronic rental place open up and they were running giveaways for $20 gift cards to local restaurants and stores in exchange for likes and shares of their post. Once they started doing a bunch of them for their grand opening events --a week or two, they ended up getting a couple hundred people per post liking and sharing. It was pretty surprising what people will do for $20 but I think their consistency helped that it was not a one time giveaway.
Considering I'm starting out with essentially zero followers, would this be such a bad idea? At this point I'm just looking for any momentum aside from asking friends and family to share. I was thinking of running a $25 gift card drawing every day for a week. Something like that.
Anyone done this before or have any tips? The only downfall I see is people unliking the page after a while but that is expected.
Total: $10,635 (about $425/person) More info here: https://hackernoon.com/why-and-how-our-startup-spends-10k-on-our-annual-retreat-d23aa28b6f1
What do you all spend/do on your retreats?
A travel insurance company offering international healthcare for people travelling abroad is starting an affiliate program. Initial interest in making affiliate deals with influencers and content brands, but plans to incorporate PPC affiliates soon.
Here's details like commission, pay schedule, etc.: https://imgur.com/zcUVHYR
Here's the company's partner page with sample affiliate text links (1st draft): http://wallachinternational.com/partners/
Can anyone offer any perspective on how to
• Improve the offer
• Make initial contact
• Present the offer in the most relevant ways
• How to help maximize the affiliate's success
Any advice would be greatly appreciated. Would even consider hiring a consultant to advise.
Currently a one-man business, and I'm thinking about changing the name of my business.
Currently the company name is [firstname] [first initial of middle name] Development.
In the future I may hire people, or contract them. So it's probably better if I change my company name now rather than latter.
The business currently is a web design / development company which specialises in WordPress and custom websites.
What do you think, should I keep the name or change it (I wouldn't be changing the name right now)?
Here's the scenario:
I'm in the late stages of development for my startup and was planning to release my product to the market within the next couple months. I spent the last year or so following the market to see if there were any new entrants and I found nothing... until today. Turns out, someone beat me to the punch and released the exact same thing I would have been bringing to market (they didn't steal it - I'm not worried about that). I know being the first to market isn't everything, but it does help in some instances, so I find myself in an interesting position.
I'm at such a stage in development that I can slightly alter my product so it's tailored to a different market - this would allow me to be the first to a new market..... OR... I can stay the course, continue to develop my product as-is, and hope that I can beat out my competitor and gain market share.
Both options have their challenges:
OPTION 1: Stay course. I will be doing what my competitor does, but in order to gain market share I'll need to do it better. Added bonus here is that the market is already receptive to the new product and sales exist, so I know I can get at lease some portion of market share.
OPTION 2: Change my product and target market. I'm the first one there and get all the market share (until new entrants come). The risk with this course of action is there are no proven sales. The market will accept the new product but may take a little longer to get traction.
Any thoughts, suggestions, and advice is greatly appreciated. I'll do my best to stay on here to answer Q's if they come.
I just wanted to know if the business owner needs to deduct some out of whatevr he is paying to his emploees? or should directly transfer the payment to his / her acount via paypal.
Hey - Pat from StarterStory.com here with another interview.
Today's interview is with John James of Country Outfitter, a brand that makes cowboy boots.
The company went from (at one point) $14.5M/month. John tells the story of what happened and why the business failed.
I’m John James, I’m currently the CEO of Engine, a new cloud hosted ecommerce platform.
In this interview, however, I’m sharing the story of how I started my previous business, Acumen Brands.
I’ll share how we started, how we acquired a nine million Facebook fans in 90 days for one of our brands, how we leveraged that success to raise $100 million in venture capital in middle-of-nowhere Arkansas, and how the business ultimately failed spectacularly after being acquired.
I’m excited to share the story about how an ex-physician (me) and an ex-lawyer built a automated robotic warehouse to support a few dozen online stores, and how one of the stores (Country Outfitter) exploded into a hundred million dollar retailer of cowboy boots in less than six months, despite the fact that neither of the founders owned a single a pair of cowboy boots.
Acumen Brands was founded on January 1, 2009, at the height of the financial crisis.
From doctor to entrepreneur
At that time, I already had well over decade of ecommerce experience. I founded my first ecommerce business from my college dorm room in 1995, and the proceeds from selling quiz bowl questions and study aids on the early internet financed my medical school education.
In 2001, while working 100 hour weeks during the intern year of my Family Practice residency, I started my second business one night when I was on call in the hospital. It was perhaps the only slow night of call in my three years of residency, and I took advantage of the quiet time to build Grillstuff.com.
My brother and I were partners in that business, and we hoped to hit $30,000 in revenue in 2002. If memory serves, we beat our 2002 forecast by nearly 100x, and we even had a $30,000 DAY at the end of that year!
Taking advantage of Google
The arbitrage of the nascent Google Adwords keyword platform was pretty incredible in the early days. At that time, you could achieve first position in the search results for a few pennies or a nickel on super competitive keywords.
We dominated search for grilling related keywords, allowing us to scale quite quickly. The unbelievably cheap marketing allowed us to bootstrap that business to eight figures of revenue without taking investment capital. Excluding the $49 “investment” we made into building a Yahoo Store, we were profitable from day one.
The advent of Acumen Brands
I sold that business in 2008, and almost immediately started Acumen Brands.
I started Acumen after reading an article in Harvard Business Review stating that in times of recession / depression / financial crisis, businesses that double down on their marketing spend gain a disproportionate amount of market share. Paradoxically, starting my second business right after 9/11 and my third during the 2009 crisis was quite fortuitous.
With Acumen Brands, we set out to build several dozen online stores in several different verticals. We built our own ecommerce software platform, and launched a couple dozen stores in different niches including medical scrubs, workwear, outdoor gear, dance wear, cowboy boots, and several others.
We didn’t know it at the time, but as I’ll explain, one of our stores, Country Outfitter, would grow an order of magnitude larger than the other stores and change our lives in the process.
At the time, I described our business as “a marketing plan in search of products to sell.”
We had a cutting edge ecommerce platform that plugged into Google (and eventually Facebook and email marketing) quite well, and we had an SEO and SEM expertise that was light years ahead of many of our eventual competitors.
We were agnostic to industry, and find our target markets, we started with a data driven approach to keyword research.
We were looking for mid to high volume search terms with a good deal of purchase intent. Once we found those keywords, we further narrowed our scope to industries that didn’t have an established online category killer brand - we didn’t want to sell books against Amazon, electronics against Best Buy, or even fishing supplies against Bass Pro Shops and Cabela’s.
Additionally, we were looking for items that could be shipped easily, that had big gross margins, and weren’t sold online directly by their manufacturers.
We found a few dozen candidates, and we started building stores.
After building the first two, a medical scrubs brand and a workwear brand, we raised $3.75 million of venture capital -- the first round of VC in Arkansas in over a decade.
With that capital we installed a Kiva robotic fulfilment system, and launched a new store every couple weeks, growing to around 20 stores very quickly.
Building our own software
Before we could open our first store, we needed software. We spent about 6 months building the first version of our custom ecommerce platform, and spent the next 6 years improving the product.
The learnings from managing a few dozen of our own stores on our own platform eventually led to Engine, the ecommerce platform we’re building today. My old CTO (and great friend) Jim Kane was Engine’s co-founder, and we’ve hired several of the best engineers from our old team.
Building a fulfillment center
In addition to software, we also needed a world-class fulfillment center to pick, pack, and ship our orders. With the help of Kiva Systems and their robots, we designed and built one of the world’s most efficient split case fulfilment centers in a very short period of time - 96 days from start to finish, Kiva’s quickest install by nearly a year.
We scaled from $3 million to $5 million to $9 million in revenue in our first three years, largely on the back of our “harvest demand” strategy driven by Google keyword marketing. We would open a new store, adding new keywords to the mix, and revenue would follow albeit slower than we wanted.
Unlike the business I started in 2001 where clicks were super cheap, in 2009 Google Adwords was just beginning to get cost prohibitive for a startup. If we were going to scale quicker, we needed another nascent ad platform to arbitrage.
Taking advantage of Facebook
By arbitraging Facebook’s nascent ad platform, we were able to grow on of our stores, Country Outfitter, a retailer of cowboy boots, beyond our wildest expectations.
The opportunity was enormous. Whereas there were only 135,000 searches each month for cowboy boots on Google, we could reach 18.2 million potential cowboy boot wearers on Facebook by targeting people who liked country music, horses, and rodeo on Facebook.
The majority of those 18.2 million women owned a pair of cowboy boots, and we knew many of those would buy another pair in the near future.
We tried dozens of tactics, but the strategies we used on Google simply didn’t work on Facebook. Unlike Google where retailers could harvest pre-existing demand exposed by keyword searches, Facebook users weren’t in the buying mood. Rather than “harvesting” demand, we had to “create” demand.
Harvesting demand is relatively easy and logical. We’d first acquire a click from one of 135,000 searches a month for cowboy boots, then we’d land the shopper on a page containing all our cowboy boots, and sales followed linearly.
A different strategy with Facebook
The strategy we used to crack the Facebook code was counterintuitive.
Rather than sell boots directly on the first visit, we changed our goal to get multiple visits from the same visitor, and make the first sale over time.
The goal of the first visit was simply to establish a relationship with the customer. To ensure multiple visits without having to pay Facebook multiple times, we required the visitor to “join” the site by subscribing to our email list and becoming our fan on Facebook.
Giveaways and a viral loop
We enticed the visitor to subscribe to our email by entering them into a giveaway to win a $500 pair of cowboy boots.
After they entered their email address, we asked them to become our Facebook fan, and share the giveaway with their friends. After completing that 1-2-3 step process, they unlocked a 20% discount.
While more than half the people declined our invitation to “join,” the visitors who did would come back an inordinate amount of times. They’d come back every week to enter our next weekly giveaway, and eventually they’d purchase a pair of boots.
Each weekly giveaway had over a million entrants, and Country Outfitter would routinely have 10 million site visits a month.
Due to the viral loops described above, Country Outfitter became ubiquitous on Facebook. We held our first giveaway on Labor Day 2012, and by the end of that year
we had acquired 9 million fans and 11 million email subscribers.
Amazingly, 8% of those 11 million giveaway entrants eventually purchased a pair of cowboy boots from us, leading to a $100 million annual revenue run rate. Through the process, Country Outfitter’s revenue grew from just $100,000 / month to a $14.5 million month just six months later.
Converting 8% of 11 million giveaway entrants into paying customers was an exhilarating challenge.
Email marketing flows
With 11 million email subscribers, we had to immediately shift away from a “batch and blast” email marketing strategy, quickly migrating to a much more efficient system of “event driven” marketing flows.
Rather than flood our customer’s inboxes with unsolicited spam, we constructed dozens of automated marketing cascades that were tailored to the activity and interest of individual shoppers. If USER X does EVENT Y then they receive MARKETING FLOW Z customized to their known interests.
These automated cascades increased our ecommerce email CPM by 1000%. Updated learnings and processes gleaned from optimizing these flows are my favorite feature of Engine’s new ecommerce platform.
To get to today, you have to run through several failures, and a couple great successes.
While we succeeded in generating a fantastic return for our Seed, Series A, and Series B investors and achieved a life-changing partial exit for the founding team, we fell far short of our goal of building a publicly traded company. The cause of “failure” was multifactorial.
Stepping down as CEO
18 months after selling a majority of Acumen Brands, I stepped down as CEO. The company had morphed from a retail marketing technology company to a retailer of cowboy boots that was attempting to become a manufacturer as well. I was over my head, and out of my sweet spot, so I left. After I left, the company lost their CTO and vital growth marketing talent as well.
The company failed spectacularly after losing that talent, but the writing was already on the wall when we left: Amazon (and Zappos) started moving heavily into our space, the brands we sold started their own websites and started selling direct, our biggest competitor went public, and most importantly Facebook’s organic reach algorithm changed dramatically and bid prices increased exponentially.
The fall from grace was nearly as swift as the ascension.
Facebook Algorithm Changes
With a series of algorithm changes, Facebook rendered our 9 million fans worthless. Whereas our organic reach initially hovered around 56%, it dropped quickly to well under 1%.
Where over 5 million fans would see our posts for free in the beginning, after the algorithm changes, only 50,000 fans would see an average post.
Switching from our custom built platform
The death knell, however, was the new owner’s decision to switch off our powerful, custom-built ecommerce platform to Demandware. The day of the platform switch, conversion rates dropped 38%, and never recovered.
The business assets were eventually sold to our largest competitor for pennies on the dollar - a competitor we contemplated buying out just a couple years earlier.
Changes in the ecommerce industry
Through watching that decline, as well as watching the high profile implosions of similar high-flyers like Gilt Groupe and One Kings Lane, I’ve realized that the future of ecommerce looks decidedly different than the beginnings.
As we found out on Country Outfitter, selling other manufacturers goods like a traditional retailer is largely a fool’s errand today -- Amazon’s already won that game, Wal-Mart is a clear second, and several great companies like Nordstrom are fighting for a distant third.
Customer relationships and brand power
The ecommerce companies that are winning today, and will win in the future, all have a direct relationship with their customer. The majority of those will be high margin, vertically integrated direct-to-consumer companies.
While we did almost everything right, we found out the hard way that customer loyalty lies mainly with the brand they are purchasing, not the retailer. In today’s post-Amazon world, retailers are largely “dumb pipes” - supply chains utilized by consumers to get the products from their chosen brands in the most efficient way possible.
Customers are increasingly agnostic to where they buy their favorite brands, but remain highly brand loyal.
This brand loyalty, and the unprecedented ability to reach new customers online presents an exciting opportunity. Bonobos, Harry’s, Casper, Glossier, and others are the new breed. These digitally native, vertically integrated brands sell directly to their customers, bypassing the costly wholesale distribution network of traditional retail.
It starts with a beautiful content+commerce experience designed to be shoppable on today’s mobile devices, and it ends with the ability to directly communicate that content to customers in a highly relevant, customizable way that is not dependant on leveraging external platforms like Facebook and Google.
I learned humility, how to deal with failure, and most importantly how to place my faith and family first.
It was easy to get a big head when my picture was on the front page of local business publications every couple weeks, and speaking at national conferences. I became the face of startup success in Arkansas, and I must admit that the notoriety went to my head.
Just a few months after selling the business, it started to unravel and we suffered through a round of layoffs. I eventually stepped down as CEO just 18 months after selling the majority of the business at a 9-figure valuation.
These public failures knocked my ego down several pegs, and I hope that I’m a little easier to work with today than I was when I was younger. I took success for granted, and this time around I’m savoring every small victory as a God-given blessing.
Most importantly, I learned how to be a better leader in my own family. During my residency and up through building Acumen, I sacrificed both the health of my family and my own health to solely focus on building a great business.
While I still think about business the vast majority of my waking hours, I’m 1000% more present with my family. As an example, I have three children in athletics, and I haven’t missed a single game in the past three years - even the afternoon games that take place during office hours. This was a conscious decision, and it’s the best decision I’ve ever made.
Along with that decision, I am diligent about taking care of my own health. During the most stressful period of building Acumen, I contracted a rare stress-related illness known as Ramsay Hunt Syndrome. I was incapacitated for an entire month, and nearly permanently lost my voice and ability to swallow.
This brush with mortality served as a dramatic wake up call. 100 hour work weeks were the norm for me then, and now they are much less frequent though still occasionally necessary.
At Acumen, we built all our own software to run our stores. The learnings from this process were the genesis of Engine.
Funny enough, in my role as an investor running an ecommerce startup studio, I recommended Shopify to dozens of entrepreneurs and even used it in a couple of our portfolio companies.
While I still believe Shopify has an incredible product for ecommerce brands that are just starting out, my tune changed dramatically after watching several of our Hayseed Ventures portfolio companies and entrepreneurs I mentored struggle with scaling on their technology.
They all ran into a ceiling at about a million dollars of annual revenue, and universally had the same challenges that simply couldn’t be eradicated on Shopify’s platform.
Closest to home, we watched the technology struggles of our first investment, Menguin. They struggled mightily with their technology, and we decided to build Engine to solve many of the problems they encountered.
They eventually figured out their technology and sold for $25 million to the founder of Men’s Warehouse, but the lack of flexibility in off-the-shelf ecommerce platforms nearly cost them their business. The story is pretty incredible - read about how they did it here.
We had previously solved those problems in Acumen’s homegrown software, and we contemplated purchasing the old software as a basis for Engine, but (wisely) started from scratch. Shopify and Magento were started in 2006, and we wanted a fresh new stack leveraging today’s mobile-first technology.
Rework by Jason Fried is my all time favorite, it’s short, quick and impactful. Measure What Matters by John Doerr is the best book I’ve read this year, we’ve adopted OKRs at Engine, and this book was quite influential in helping establish the process.
I love the Masters of Scale podcast by Reid Hoffman.
And I always start my day on Google News then Hacker News. Then I breeze through Techcrunch and Venturebeat, mainly to stay on top of the ecommerce industry. I typically command click any story I want to read on those four site, and open a couple dozen tabs of stories that I want to read.
Despite the recommendations above I don’t read a ton of startup related content. I read a book or so each week, but rarely are they the traditional fare of startup CEOs. I only read non-fiction, and mainly consume a lot content from other fields. Physics, blockchain, finance, genetics, astronomy, medical research, etc.
I’ve found through the years that learning the fundamentals of other disciplines is highly transferable to innovating in your chosen profession. For instance, I first learned the concept of arbitrage from a finance book I picked up… I applied that external knowledge to the nascent ad platforms of Google and Facebook and did quite well arbitraging the pricing inefficiency.
Just Go. Seriously, just start. Today.
Ready, Aim, Aim, Aim, Aim, Aim, Aim is not the best way to build a startup. You have to abandon your fear, get outside your comfort zone, and not be afraid of failure. I completely agree with Reid Hoffman from over a decade ago - if you aren’t embarrassed by the beta version of your product, you didn’t launch it fast enough.
Run full steam ahead, create some chaos, then learn from the mistakes and iterate quickly.
To be successful, you must have a few strokes of good luck. Just staying in the game, and being in business long enough for that luck to take hold is a large part of outsized success. I will say, however, that luck seems to be distributed quite unevenly, and it seems to follow the most prepared individuals and companies more often than not.
I’ve made more mistakes than you can imagine, but as Mark Cuban said in 2005, in business, you only have to be right once.
Yes! We are closing our next round of funding, and have 18 engineering positions and 12 sales / marketing positions open at the current time.
We are specifically looking for Ruby on Rails and JS developers. We have offices in Fayetteville, Arkansas and Denver, Colorado - two of the five best places to live in the entire country according to CNBC and US News & World Report.
Liked this text interview? Check out the full interview with photos.
So today I learned that my university pays $70k every year to this very basic app called noonlight (formerly safetrek). What the application does is that you hold your finger on the screen. If you release your finger more than 10 secs, then it call/sms your family/police. I first didn't believe it because I know I can create the same app in a few weeks. And you just need to do direct marketing to colleges. I mean you don't need to have first users in the app to sell like facebook or twitter(no chicken-egg problem) I didn't believe this until I used the app, you can try as well. Is there anything I miss? If I create the same app and go to my university with 30k/year price tag, what may happen?
Hi all. I wrote an article about 4 entrepreneurs from science-fiction/fantasy and what we can learn from them. It's funny I hope. It also has good advice for entrepreneurs. Let me know if there are any major entrepreneurs in sci-fi films or popular fantasy that I may have missed.
My name is Andero, I'm from Estonia and I am 18 years old. I got into fitness about 2 years ago. I was overweight - by alot. For now I've lost 27kg(60lbs). Through that losing phase I wished that I would've had a calculator in hand that could calculate how much my cooked food weighs if it was uncooked( for example rice boiled and unboiled). So I developed app that does just that - and also I added TDEE, BMR and BMI calculators. So I thought as it is my first app and I've never programmed before then I just wanted to share it with the rest of the world, because if I needed this then probably someone else also needs this.
Currently available only for Android devices.
Every little feedback is much appriciated!
Fitness Calculator is easy and fun to use. You don't never ever again have to worry about the food amounts you consume as a calorie tracker - since Fitness Calculator makes this step extra easy for you with one of our calculators. No that is not all! it simplifies many other steps too - including TDEE -, BMI - and BMR calculations, also it helps you to keep eye on how much water do you consume per day.
Justin Cooke, Empire Flippers Empire Flippers has helped people sell over $50 million of online businesses. AMA anything about online businesses and scaling a remote team.
Tuesday, September 18th, 8am ET