In the rapidly evolving world of direct-to-consumer (D2C) commerce, few entrepreneurs have managed to successfully juggle two distinct brand identities while navigating the divergent challenges of durable goods versus high-frequency consumables. Eric Steckling, the founder of Brio and the owner of Ollie, has spent the last four years operating at the intersection of men’s grooming and oral health.
In a recent candid conversation with Eric Bandholz, host of the Practical Ecommerce podcast, Steckling pulled back the curtain on the strategic pivots, the realities of bootstrapping, and the fundamental differences in consumer behavior that define his current business trajectory.
The Core Conflict: Durability vs. Replenishment
At the heart of Steckling’s operational philosophy lies a fundamental tension between two business models. Brio, founded by Steckling in 2014, established its reputation through high-quality beard trimmers and grooming tools. Conversely, Ollie, an oral care brand acquired in 2022, represents the shift toward the "replenishment economy."
The Brio Dilemma
Brio’s success is, ironically, its greatest challenge. The flagship beard trimmers are engineered for longevity, effectively "lasting forever." While this builds immense brand trust and customer satisfaction, it creates a recurring revenue vacuum. Steckling admits that despite healthy initial order values, the brand struggles to maintain high customer lifetime value (LTV). Once a customer purchases a premium trimmer, the touchpoint frequency drops significantly, making long-term retention difficult to sustain.
The Ollie Advantage
When Steckling acquired Ollie from fellow entrepreneur Aaron Marino, the brand was primarily known for teeth-whitening strips. Under Steckling’s stewardship, it has evolved into a comprehensive oral care suite featuring toothpaste and mouthwash. Unlike the durable trimmers of the Brio catalog, these products are daily consumables. This shift allows for a more predictable subscription model, as customers naturally cycle through toothpaste and mouthwash at a fixed, repeatable cadence.
Chronology of a Portfolio Pivot
Steckling’s journey is not one of linear planning, but rather a series of iterative adaptations based on market feedback and operational necessity.
- 2014: The inception of Brio. The brand is built around the mission of providing high-end grooming tools for the modern man.
- 2022: The acquisition of Ollie. Initially, Steckling attempted to merge the branding of Ollie with Brio under a single web presence. He soon discovered that the cross-pollination of these audiences was ineffective, leading to a strategic "decoupling" of the two brands.
- 2023: Steckling makes his first appearance on the Practical Ecommerce podcast to discuss the nuances of managing multiple D2C channels.
- 2024: A renewed focus on Ollie’s growth, with an emphasis on product innovation—such as enzyme-based whitening strips—and an aggressive push into influencer-led marketing via TikTok Shop.
Data-Driven Decision Making: Listening to the Market
A recurring theme in Steckling’s strategy is the importance of "market-led product development." He emphasizes that the most successful product iterations often come directly from the consumer base, even when those requests defy initial internal projections.
The Fluoride Case Study
A pertinent example occurred when Ollie launched a new toothpaste formula. While initial traction was promising, the company was met with a surge of customer requests for a fluoride-free version. Steckling admitted to being "on the fence" regarding the change. However, by prioritizing market demand over the original formulation, the company saw a significant uptick in sales upon releasing the fluoride-free iteration.
This serves as a masterclass in modern D2C agility: the ability to pivot production based on community feedback is a competitive advantage that legacy retail brands often struggle to replicate.
Operational Philosophy: The Bootstrapper’s Trade-off
One of the most compelling aspects of the conversation between Steckling and Bandholz is the discourse on the "bootstrapper’s dilemma." Both entrepreneurs operate without the backing of venture capital, a choice that affords them total autonomy but potentially limits the velocity of their scale.
The Speed vs. Control Debate
Steckling argues that while investors might provide capital for rapid scaling, he is not convinced it would necessarily accelerate his D2C revenue in the way that matters most. For him, the focus remains on optimizing existing channels—specifically Meta ads—and exploring organic growth through TikTok affiliates.
"I’ve never heard of anyone acquiring something like Ollie and 10 years later, still executing the same vision," Steckling noted. This perspective highlights the reality of the entrepreneurial lifecycle: vision is not static. It is a series of month-to-month decisions made based on the data available at the time.
Implications for the Future of D2C
As Steckling looks to the future, the strategy for both brands remains distinct but complementary. For Brio, the challenge is deepening the relationship with existing users through accessories and complementary blades. For Ollie, the path forward is through expansion into retail, leveraging the brand’s growing reputation to eventually secure shelf space.
The Role of Wholesale
While both brands currently thrive in the digital ecosystem—relying on their proprietary websites and Amazon—Steckling acknowledges that scaling to the next level of market saturation will likely require a transition into wholesale. Retail shelf exposure is the logical next step for a brand that has successfully proven its product-market fit online.
Minimizing Churn through Quality
When asked how to minimize churn in a subscription-heavy model like Ollie’s, Steckling keeps his answer simple: superior products. He echoes the sentiment that a brand does not need to force subscriptions if the product is genuinely indispensable to the customer’s daily routine. By focusing on products that people use multiple times a day, the subscription model becomes a convenience rather than a burden.
Conclusion: Lessons for the Modern Entrepreneur
Eric Steckling’s story is a testament to the reality of building a business in the digital age. It is a story of trial and error, of recognizing when to combine brands and when to separate them, and of understanding that the "grand vision" is often just a collection of smart, responsive pivots.
For those looking to follow in his footsteps, the takeaways are clear:
- Understand your LTV: Know whether you are selling a "one-and-done" durable good or a replenishable consumable, and adjust your marketing spend accordingly.
- Listen to the feedback loop: Your customers are often your best product managers. When they speak, listen—even when it means changing a product you were previously committed to.
- Stay agile: Don’t be afraid to change your strategy if the data suggests your original path is no longer the most efficient.
As Steckling continues to refine his approach to both Brio and Ollie, he remains a grounded example of how to maintain a sustainable, growth-oriented enterprise in an era where digital noise is at an all-time high. For now, he remains focused on the next phase of growth: building an army of affiliates, perfecting his formulations, and navigating the ever-shifting landscape of the consumer market.
