![]() ![]() I prefer to think of this as a learning experience rather than a mistake, but our business was originally named, “Gourmet Growth,” because we were dealing almost exclusively with brands in the food and beverage space. We view this at Ampla as misaligned incentives.Īmpla removes all of these headaches by providing a funding solution that works across all revenue channels and that is embedded within an all-in-one financial platform.Ĭan you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that? This means that the more success a business has in driving revenue, the faster they will pay back the advance, and the higher their annualized cost of capital will be. These “flat-fee” MCA solutions make it very difficult for operators to calculate their true all-in cost because they implement a “flat-fee” and “percentage of revenue payback structure”, which leads to unsustainably high annualized costs. Other newer solutions like “flat-fee” MCAs will typically advance cash based on a single ecommerce revenue channel by leveraging POS software. Some of the more established solutions, like traditional banks, typically don’t have the proper technology to properly underwrite modern consumer brands with multiple omni-channel revenue streams, and therefore cannot provide a meaningful amount of capital to support their future growth plans. Without the right financial backing would be either forced to turn down orders or dilute themselves by raising equity. As emerging consumer brands expanded and scaled their marketing spend, they would have difficulty supporting the demand for their product. I discovered this pain-point while working at Attentive, and I was able to validate this insight by observing my father in-law’s nationwide trucking and warehousing business that predominantly serves the CPG industry. Contrary to popular belief, as these brands see more success and scale, this working capital gap becomes increasingly more elongated as they are required to produce and hold more inventory at various locations across the country. Our first product addressed the working gap between the large cash outlays for inventory and marketing and when the brands ultimately receive retail and ecommerce payments. ![]() We started Ampla to help founders and operators scale their business by filling a long-standing gap in the financial solutions space. It’s those insights, coupled with my experience in finance, that led me to build Ampla.Ĭan you tell our readers what it is about the work you’re doing that’s disruptive? Speaking with countless brands at Attentive, I saw how underbanked this segment of the SMB market was and realized that many of the struggles brands endure while scaling can be attributed to a lack of financial support. Similar to Ampla, Attentive services modern consumer brands. I was fortunate to have joined as one of the first 10 employees and was the first Account Executive on the GTM team. This company is now known as Attentive and is a Series E tech company valued at more than $10 Billion. I left investment banking to join a fellow alum (now mentor) from Penn who was starting a new company based in NYC. ![]() I’ve always thrived in competitive environments and appreciate the team camaraderie that athletics bring out in people, and a lot of those principles have carried over to my professional endeavors.Īfter college, I started building my career at Barclays and Macquarie Capital. After high school, I went to the University of Pennsylvania, where I was Captain of the Men’s Lacrosse team and named All American and Academic All American my senior year. This relentless competitive dynamic defined much of my childhood. I grew up in NJ and spent my time with a close group of friends competing in sports, in school, and everything in between. Can you tell us a bit about your “backstory”? What led you to this particular career path? Thank you so much for doing this with us! Before we dig in, our readers would like to get to know you a bit more. ![]()
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