Inside The Minds of D2C Founders

There’s something special about getting a group of founders in a room. Not just to celebrate the wins, but to have the kind of honest conversations you don’t often hear in public. The ones about what’s really working, what’s keeping them up at night, and what they’d do differently if they had to start all over again.

Last Thursday, I hosted a D2C founder meet-up, and it was exactly that. The raw, unfiltered truth of what it means to run a consumer brand in this day and age.

There were founders who had sold their businesses for multi-millions, leaders who had spent decades scaling billion-dollar giants, and early-stage disruptors bringing fresh perspectives. Despite their different journeys, the same themes kept coming up – the relentless hiring struggles, the impossible balancing act of fundraising and traction, the temptation to do too much, and the constant search for growth strategies that actually work.

These weren’t just abstract challenges; they were real, lived experiences.

So let’s talk about them.

The fundraising paradox: traction vs. cash flow

One of the early-stage founders had spent months pitching investors. The response was always the same: "Come back when you have more traction." But as he put it, "If I had that level of traction, I wouldn’t need their money."

The group laughed, but the reality was sobering. Raising investment in this climate is brutal. Investors want proof of traction, but traction often requires capital. The founders who had successfully raised shared a different approach – they didn’t just pitch investors, they made them feel like they were about to miss out.

One founder raised money in tranches, securing £100k from angel investors first. That early capital helped them show momentum, which then attracted a lead investor to close the rest of the round. Another built investor FOMO by positioning their round as "almost full" before it really was - acting like they didn’t need the money, even when they did.

But beyond the tactics, the real lesson was in choosing investors wisely. One founder shared how they turned down a higher offer in favour of an investor who could open doors to retail partnerships. "It wasn’t just about the cheque, it was about what came with it."

TL;DR: Fundraising tactics that actually work

• Raise in tranches – Start small (£50k-£100k cheques from angels) to build momentum before targeting bigger investors.

• Create FOMO – Position your round as almost full to push investors off the fence. Act like you don’t need the money (even if you do).

• Prioritise strategic investors – Choose investors who bring more than just cash, think industry connections, retail partnerships, or expertise that accelerates growth.

• Show traction creatively – If revenue isn’t there yet, use pre-orders, LOIs, waitlists, or community engagement to prove demand.

• Control the narrative – Investors follow confidence. Sell the vision with a clear, data-backed path to scale.

The best fundraisers don’t chase investors…they make investors want in.

The hiring headache: finding talent that actually delivers

As a founder, hiring was one of the most frustrating - but also one of the most important - parts of building a business. Get it right, and you unlock growth, momentum, and the breathing room to focus on what actually moves the needle. Get it wrong, and you waste months (or worse, years) backfilling mistakes, burning cash, and carrying under-performers who slow you down.

It’s easy to think hiring should get easier as your business grows, but in many ways, it gets harder. In the early days, you’re doing everything yourself, so the impact of bringing in someone great is immediate. But as you scale, the stakes get higher. The wrong agency, the wrong hire, the wrong freelancer - they don’t just cost you money, they cost you time…and time is the one thing founders don’t have.

In the room last week, it was clear I wasn’t the only one who had felt this. Some founders had churned through agency after agency, each one promising to scale their paid ads but never delivering. Others had spent months looking for a Head of Marketing, only to realise they needed someone who could be both strategic and hands-on - something easier said than done. Then there was content. Beautiful, expensive, brand-building content that looked great but wasn’t converting.

The founders who had it figured out had stopped looking for job titles and started looking for outcomes. Instead of searching for a “Head of Marketing,” they looked for someone who had taken a brand from £1M to £10M. Instead of hiring based on portfolios, they hired based on proof - real data, real growth, real impact.

Everyone in the room agreed - the best hires don’t just execute tasks; they create momentum, open new doors, and give you the space to focus on what really moves the needle.

But getting it right takes intention. Choose wisely, invest where it matters, and remember - going for the cheapest option often ends up being the most expensive mistake.

The multi-channel and product trap: doing too much, too soon

One founder shared their frustration: “We’re doing e-commerce, B2B, and retail. Everything is technically working, but nothing is scaling the way it should. I think we’re spreading ourselves too thin.”

That feeling - being pulled in multiple directions, running a business that’s busy but not necessarily growing - struck a chord. Every founder in the room had been there or was dangerously close. On paper, more channels and products should mean more revenue. In reality, it often means diluted focus, marketing that feels scattered, and a business that’s working harder, not smarter.

Some of the most successful brands didn’t start by doing everything - they started by dominating one thing. Huel. Athletic Greens. Wild. They built their brand around a single, hero product before expanding. They mastered one channel before adding another.

If you’re stretched thin, ask yourself: If I could only keep one revenue stream, which would it be? That’s your core sales channel. Get that running at full scale before adding more.

Because doing more doesn’t always mean achieving more.

The supplier nightmare: when delays threaten everything

One founder, gearing up for a long-awaited launch, was running on fumes. “We were supposed to launch two months ago. Our supplier keeps pushing the timeline. Every time we think it’s coming, it gets delayed again.”

The room was filled with knowing looks. Everyone had a version of this story - a shipment lost at sea, a factory that suddenly stopped responding, a production delay that bled cash flow dry. Supply chain issues can put a business at real risk. If you’ve built hype around a launch, locked in marketing spend, or promised inventory to retailers, delays mean lost trust, financial pressure, and sometimes, a total rethink of your strategy.

Here are a few key strategies to prepare:

• Always have a backup supplier before you need one. Even if they’re slightly more expensive, even if they’re not your first choice - having a second manufacturer on standby can be the difference between a slight delay and a complete disaster.

• Lock in manufacturing relationships early. Negotiate terms upfront, get clear commitments on production timelines, and ensure redundancy in their supply chain. The founders who had done this weren’t immune to delays, but they had more leverage when things went wrong.

• Turn delays into a marketing opportunity. Instead of apologising, lean into scarcity - build a waitlist, ramp up anticipation, and position your product as something worth waiting for. When it finally arrives, demand will be higher than ever.

So, what’s actually working in D2C growth right now?

Despite the challenges, some founders had cracked the code. These were the strategies that were driving real results:

One had pivoted from a pure D2C model to franchising, turning customers into partners who helped them scale. Another had unlocked exponential B2B growth by incentivising reviews with a well-designed competition. Promotional activity was still driving results – but only when done strategically, rather than blanket discounting.

There were also brands making celebrity partnerships work without burning cash. One founder had given a high-profile influencer a small equity stake instead of a one-off fee, turning them into a long-term ambassador rather than just another paid post.

TL;DR

• Pivoting from D2C to Franchise – Turning customers into brand partners who scale the business for them.

• B2B Review Incentives – Running competitions where customers had to leave a review to enter, driving an explosion of social proof.

• Promos That Don’t Kill Brand Value – Using limited-time offers to drive spikes in sales without devaluing the brand.

• Celebrity Equity Partnerships – Giving a high-profile influencer a small stake instead of a one-off fee, making them a long-term ambassador.

The takeaway

If you’re a founder and want to be part of the next Bold Moves D2C Founder Meet-Up, just email me and I’ll add you to the list. The first event was invite-only, and we cap attendance at 30 founders to keep it intimate and valuable - so be sure to get on the list early.

If you know a company that would be a great sponsor for future events, drop me a note, I’d love to chat.

Until next time, keep making bold moves!

Beth

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Disclaimer: I share advice from my own experience. Every business is unique, so tailor these ideas to fit your needs.