But his journey to bakery success was somewhat of an unexpected one. Goldelucks was originally owned by Phillip’s parents, who were Khmer Rouge refugees from Cambodia. The two had always dreamt about starting their own business.

“Ever since I was young, I remember them discussing opening a fish and chip shop, bakery or laundromat – basically anything,” Phillip recalls.

When the opportunity came for them to take over a bakery in the Melbourne suburb of Croydon in 2015, they put together all the family’s savings and snapped it up. But when Phillip’s dad’s health failed and his mum became his full-time carer, Phillip stepped in to run the bakery, despite having no prior business or bakery experience.

The exploding gift hampers

After Phillip took over, Goldelucks rose to fame as the provider of Australia’s original exploding edible gift hampers – gift boxes with baked goods inside that release confetti when opened.

“We offer on-demand delivery in Melbourne metro and next business day Australia-wide,” Phillip says. “We offer a wide selection of baked goods, including doughnuts, cookies, brownies, cupcakes, cakes and more, all conceived from our love of baking.”

The inspiration to create experiential hampers happened during COVID, with Phillip wanting to create special gifting moments at a time when friends and family weren’t able to be together in person. At the peak of lockdown, with bricks-and-mortar bakeries having to close their doors, Goldelucks was making a delivery every 51 seconds.

Phillip focused on social media to market the business because he believes that social media allows small businesses such as his to compete on an even playing field with bigger and more established businesses.

“It allows us to have a direct line with our followers and gives us the power to be discovered by new customers,” he explains. “Our strategy was to ‘personify’ the brand and put a face to it so that our customers felt like they knew who they were buying from, especially at a time when the sentiment towards supporting local businesses was high.” 

Starting TikTok early

In the early days, Phillip jumped on the Facebook and Instagram train and was able to captivate a following there, as they were far and away the most popular channels in those days. However, when TikTok started gaining traction in Australia, he focused on this channel and saw an immediate impact on the business.

“As an early adopter of TikTok, we were able to garner 800,000 followers and over 20 million likes on the platform, which generated hundreds of thousands in sales,” Phillip says. “It was a big part of how we were able to raise brand awareness outside of Melbourne.” 

Owning a database

With a primary objective of always ‘owning’ his customers and followers, Phillip drives his followers to sign up for his email database and other channels so that he has more control of how he can reach them.

“Social media companies are constantly updating their algorithms, so we never wanted to put all our eggs in one basket,” he explains. “I think it’s really important to diversify your acquisition and nurturing channels so that you have a strong foundation for your business.”

By taking an omnichannel approach, Goldelucks has been able to grow 10 per cent, year on year, whilst also reducing its acquisition costs.

“We also recently purchased our own warehouse, which was a massive milestone for our business!” Phillip enthuses. 

Phillip’s long-term goal is to offer on-demand gifting Australia-wide, with social media as an important channel for acquisition and nurturing. Importantly, he still wants to drive that traffic back to channels in which he has greater direct one-on-one communications with his customers, such as email and SMS.

Through his savvy business skills and shrewd use of social media, Phillip has been able to skyrocket his mum and dad’s bakery to fame, with impressive results.

This article first appeared in issue 45 of the Inside Small Business quarterly magazine

The post How Goldelucks grew sales by leveraging TikTok early – and wisely appeared first on Inside Small Business.

“The idea for these powders has been with me for a long time, but I was always busy with life and other businesses that I operated,” Jacinta explains. “After moving to Yeppoon in 2021, and identifying the fact that the products on the market were generally uninspiring, I decided it was time to begin my smoothie powder enterprise.”

From the outset, Jacinta determined to make her products all-Australian due to the high-quality ingredients grown by Australian farmers. “I source many ingredients locally in Queensland, but also from other parts of Australia, as different ingredients I chose to use are grown in different parts of Australia depending on climate and soil type,” she says.

Marketing strategy

Jacinta chose Facebook and Instagram to market the business, not only because so many people use them, but also because she was comfortable using them herself. “Essentially, the business was grown with Facebook ads and most of my customers have found me via Facebook,” she avers.

The focus on social media marketing was made on the basis that meal-replacement powders are the type of product that people research online. “I wanted to be where my potential customers were, and advertising on social media meant I could reach lots of people across the country in a cost-effective manner,” Jacinta says.

Having got the business up and running, she continued to use these channels but now also uses the Google platform a lot more. “Now that I am well established online, I get more traction with SEO and Google ads are effective for me, too,” she says. “The strategy has worked well for me in Australia, as my target demographic does tend to be active on Facebook in particular.”

Local and global ambitions

Having achieved continuous growth, Jacinta recently moved the business from her home to a larger commercial premises. “I am in a site in central Yeppoon, and it has a large garden,” she enthuses. “As it came with a commercial kitchen, I decided to also have a cafe onsite, which has ended up being a much larger project than I originally anticipated.”

The hard work and long hours fitting out the site have paid dividends, however, with many locals commenting that they are happy this site is being used for this purpose.

“The cafe is vegan – in line with my powder blends – and we have installed a large kitchen garden which, as well as being useful for ingredients, creates a lovely environment for customers to dine in,” Jacinta explains. “We buy as much produce as possible from local fruit and vegetable growers, which is also a great way to connect with the local community and keeps money in that community, which is very important in smaller regional towns.”

Jacinta has always planned to expand her offering beyond Australia and New Zealand, and in the last few weeks has launched Facebook advertising in the US and the UK.

“There is a general perception that Australian food products are cleaner and healthier – and mine definitely are – so, I look forward to seeing if the new campaigns are successful and how the products are received in those markets.”

This article first appeared in issue 45 of the Inside Small Business quarterly magazine

The post How Yeppoonie Smoothie blends local roots with global ambitions appeared first on Inside Small Business.

ISB: Please tell us a little about your background and your experience in the pharmaceutical industry.

HS: I hold a Bachelor’s Degree in Business with majors in marketing and management. I have over 17 years of experience in multinational pharmaceutical companies, specialising in natural medicine and natural skincare. I am responsible for engaging with key buyers and decision-makers at head offices, including CEOs of prominent pharmacy groups such as Blooms The Chemist, Pharmacy 4 Less, and Cincotta Chemist, among others.

My primary responsibilities have included discussing product ranging, product training and product education. A significant aspect of my role is training across product formulation, where I gained in-depth knowledge of the science and rationale behind our products. This expertise enabled me to communicate effectively the unique benefits of our natural medicine and skincare lines to our clients, helping to secure prime shelf space and drive product sales. Throughout my career, I have honed my skills in product formulation, contributing to the successful growth and visibility of KenzaKo.

ISB: What was the inspiration behind you branching out on your own and launching KenzaKo?

HS: It stemmed from my daily experiences walking into pharmacy stores and visiting pharmaceutical head offices. I consistently observed a gap in the market for premium, yet affordable, body and skincare products that contained key restorative ingredients. It became evident to me that the wider community deserved more than just generic skincare and body care products. I was driven by a desire to create products that not only deliver tangible results but also make people feel good.

My goal with KenzaKo was to incorporate purposeful vitamins and ingredients that truly benefit the skin and body, providing an elevated skincare experience without compromising on quality or affordability. This vision is what fuelled my passion to establish the venture and bring these much-needed products to the market.

ISB: And when and where did the business launch?

HS: KenzaKo was launched in 2020 from the humble beginnings of my garage at home. Starting with limited resources, I focused on leveraging the power of social media to reach our target audience. By crafting engaging content and using various platforms, we managed to build a strong online presence that resonated with our audience. This strategic social media campaign played a crucial role in driving our initial success, helping us gain traction quickly and establish our brand in a competitive market.

ISB: What are your products’ USPs that make them stand out in such a competitive market?

HS: Primarily, we focus on premium quality and affordability, using purposeful, restorative ingredients that deliver visible results. We ensure our formulations provide not only effectiveness but also an enjoyable user experience. I’ve always aimed to offer more than just superficial cosmetic benefits – I’m committed to creating products that contain purposeful restorative elements that provide tangible results, instill confidence, and are environmentally sustainable. Here are some specific USPs for our standout product, the AHA Body Reset Scrub:

• Sustainability: Our AHA Body Reset Scrub is made in small batches to minimise our carbon footprint, reflecting our commitment to environmental sustainability.
• Local production: By producing locally in NSW, we maintain high quality standards and support local jobs, ensuring our products contribute positively to the community.
• Ethical standards: Our products are 100 per cent vegan and cruelty-free, aligning with our values and those of our customers who prioritise ethical consumption.
• Exclusive formulation: The AHA Body Reset Scrub boasts an exclusive formulation and appearance unique to KenzaKo.
• Market innovation: This product fills a gap in a market that was previously dominated by abrasive coffee scrubs, which can damage the skin barrier. Our AHA Body Reset Scrub is gentle yet effective, providing an alternative that caters to a broader range of consumers.

The AHA Body Reset Scrub is our hero product for several reasons. Its unique formula attracts new consumers to a category typically filled with coffee scrubs and toxic body washes. Our gentle, effective formula sets a new standard in body care, offering a refreshing change from the usual offerings.

ISB: I understand sustainability is very important to you. How does this manifest itself in your day-to-day operations and your packaging?

HS: At KenzaKo, sustainability is at the heart of everything we do. We’ve partnered with Sendle, Australia’s first carbon-neutral shipping company, to ensure our deliveries have a net-zero impact on the environment. Our small-batch production model is a cornerstone of our sustainability efforts. Crafting our AHA Body Reset Scrub and other products in limited quantities reduces waste and ensures each batch is fresh and premium, while also significantly reducing our carbon emissions.

Local manufacturing is another key aspect of our sustainability strategy. All our products are proudly made locally in NSW, supporting the local economy, and minimising the environmental impact associated with long-distance transport. In line with our commitment to eco-friendly practices, we use 100 per cent recyclable materials for all our shipping and packaging. This reduces landfill waste, ensuring our products have a minimal environmental footprint.

We place a high priority on responsibly and sustainably sourcing our ingredients, ensuring we minimise the environmental impact. We implement stringent waste-reduction policies, including recycling and composting, to minimise waste throughout our processes. We promote eco-friendly practices, such as digital communication to reduce paper waste and encouraging telecommuting to lower commuting emissions. This holistic approach not only aligns with our values but also resonates with consumers who share our commitment to a sustainable future.

ISB: How do you see KenzaKo growing and developing in the next couple of years?

HS: I would love to gain retail distribution for our products, particularly our TikTok-viral AHA Body Reset Scrub. The incredible response and popularity it has garnered on social media highlight the demand and excitement surrounding it. We believe that this innovative product deserves to be in the hands of more consumers, allowing them to experience its unique benefits firsthand. Expanding our retail distribution would not only satisfy this demand but also introduce our brand and its ethos of sustainability and quality to a broader audience, enriching more lives and skincare routines.

This article first appeared in issue 45 of the Inside Small Business quarterly magazine

The post KenzaKo’s Hanna Shehata on running a sustainable skincare business appeared first on Inside Small Business.

We spoke to Laura about the brand, whose mantra is, “It’s not about how you look, it’s about how you feel”, the ethos behind the Feel Good campaign and the results for the business – both here in Australia and overseas.  

ISB: Please tell us a little about the history of Kic – the ‘who’, ‘why’, ‘where’ and ‘when’.  

Laura Henshaw: My business partner and best friend, Steph Claire Smith, and I started Kic back in 2015. We met in Melbourne through the modelling industry and quickly formed a strong bond over our unique but similar experiences with body image issues, which were fuelled by a toxic diet culture. It sparked our passion to help young women find a sustainable and realistic approach to food and fitness. Kic started as a recipe eBook designed to help make healthy eating more accessible. In 2017, we launched our online workout offering, and we launched the Kic app soon after with a third-party provider. 

After a year working with that third-party provider, we decided to go out on our own and so, in 2018, we took the biggest risk to date, leaving our subscriber database and all our content behind and starting from scratch. We had so much we wanted to achieve under Kic, and this was a pivotal moment in making that happen. We had three months to rebuild and relaunch the app, and we did it. As a result, we experienced significant growth – it was a scary yet strategic move that we will forever be proud of. 

Since day dot, Kic has stayed true to its stance against toxic diet culture. When we launched, social media was flooded with quick-fix diets and transformation images, some of which are still trending today. We are fully aware that if we had promised ‘weight loss’, it would likely have driven more sales but we truly believe that without our sustainable approach to healthy living, we wouldn’t be where we are today. 

ISB: How did you and Steph go about building an engaged community of 2.5 million people in over 100 countries? 

LH: As a purpose-led business, community is everything. Hearing how Kic has made a positive impact on their lives is hands down the best part of what we do. In terms of growth, I truly believe that connection and vulnerability have been vital in building our Kic community. Our personal brands are so entwined with Kic; we’ve always been open and honest about our struggles, from body image to imposter syndrome, and our community has related to that. 

We’re constantly engaging with our community online, but prioritising in-person community events is important to us. Last year, we flew to the UK and in the space of 10 days we held eight events, meeting with over 500 community members. We had a waitlist of 2000 people hoping to meet with us. We knew through our data that we had community members in over 120 countries, but actually meeting and connecting with people across the globe was surreal. We’ve been hosting our podcast, KICPOD, for over five years now, which has allowed us to connect with our community on a deeper level. We’re not afraid to have the conversations that people are craving and, as a result, the podcast has had over 14 million downloads and garnered 160K-plus unique monthly listeners. We have an incredible content team that is growing and engaging with our social media community on a daily basis. We also have a strong partnership strategy to help us connect with like-minded communities, which ultimately helps us grow ours. 

ISB: What was the ethos behind your ‘Feel Good’ campaign?

LH: Only 7 per cent of people achieve their New Year’s resolutions. So, that means that 93 per cent of us are setting ourselves up to fail. It was clear to us that the ‘new year, new you’ mindset doesn’t help us make positive long-term changes. Instead, through our Feel Good campaign, we focused on supporting our community in making small, sustainable changes they can actually maintain. 

It may sound controversial, but I don’t believe in New Year’s resolutions. When we set ourselves these unrealistic expectations that will ‘completely transform our lives’, it’s only setting us up for failure. Our approach to healthy living is simple and sustainable. If it’s not something that you can do comfortably, consistently, confidently and, most importantly, happily, then you won’t find it in our app. 

ISB: And what was the outcome of the campaign in terms of app uploads and reviews?

LH: The new year period is the most competitive time of the year in the fitness industry, so taking a stand against societal norms was a risk, but I’m incredibly proud of our bold approach – and it worked. Our Feel Good campaign marked our most successful January to date. Revenue was up by 100 per cent on the same period last year, UK revenue was up by 140 per cent, we’ve had 19 per cent subscription growth and, most importantly, tens of thousands of people have moved their bodies, purely for the benefit of feeling good.  

As Kic leans further into its mission ‘to change the relationship that people have with wellness and themselves’, it’s incredible to see the significant impact on the business’ metrics. 

ISB: How do you see Kic growing and developing in the next couple of years?

LH: We have big plans for Kic for the next few years (and beyond), including some game-changing app features, huge partnerships and so much more. The past few years have been incredibly important in building some of the core foundations and this is starting to pay off in spades. 

Society as a whole is starting to reject companies that lean into toxic diet culture. Instead, people are looking for sustainable, authentic wellness brands, which is what Kic is at its core. It is a super exciting time for us, and it truly feels like it is just the beginning.

This article first appeared in issue 45 of the Inside Small Business quarterly magazine

The post The SME “Kic”king unrealistic New Year’s resolutions in the behind appeared first on Inside Small Business.

“They were baffled as to why they were achieving such dismal results despite their best efforts to increase ad spend and shoot professional videos for their ads to create premium content,” Kady explains. “From working with more than 100 Aussie brands, we’ve determined that there is a clear framework for success that is predominantly dependent on the chronological order in which particular actions occur.”

Kady described this approach as her ‘Iconic Brand Blueprint’, and sees it as a crucial step in helping brands have the right foundations in place before they can contemplate making any money from their ads. She adds that ads on their own are just one piece of the puzzle, and rely on ensuring three other elements are in place before they will be effective:

1. A consistent brand and tone of voice

“The client was creating compelling and professional photo and video content, which many would believe is ample to deliver results,” Kady says. “However, the brand’s colours, fonts and style were completely inconsistent.”

Kady believes that it takes seven to 20 interactions with a brand to build up awareness, favourability and trust, so if branding keeps changing, she argues, it will take more than 20 interactions for someone to trust the business enough to make a purchasing decision. “We took steps to refine the branding and brand style guidelines to ensure all posts were consistent and uniform, setting a premium tone for the brand to build credibility,” she says.

2. A landing page that will move customers automatically through a buying journey

Kady’s client was sending all of the leads generated through the ad campaign straight to its website homepage, a scenario Kady describes as “a big mistake”.

“Brands taking this approach are paying money for a lead and then sending them on a ‘choose your own adventure’,” she explains. “It’s imperative to decide the desired actions for each lead and work backwards to create a bespoke funnel.”

For this particular client, Kady and her team built a landing page for the ads that very clearly specified the client’s offer, along with supporting collateral, such as convincing and relevant case studies and testimonials.

They then embedded the client’s calendar into this page to make it seamless for a potential customer to book in a call.

This was all linked to internal CRM so that each lead would receive automated nurturing once they signed up, to take them further down the funnel. All these additional touchpoints were designed to further encourage each lead to take action.

3. Organic social content to complement paid campaigns

“Even though the client’s ads were of a high quality, [the business was] not regularly posting content on its social media account,” Kady explains. “People are naturally sceptical of ads and virtually anything they see online. They also don’t make immediate buying decisions and tend to check multiple platforms and review sites before they complete a purchase.”

With this in mind, Kady was of the opinion that when someone saw the client’s ads, they then checked them out on multiple social channels before deciding to book the call. However, when they did, they were faced with what was basically tumbleweeds.

“This is a big red flag for customers and plants a seed of doubt that the company may not be established or legitimate,” Kady warns. “We ensured that this client established an incredible social feed with valuable content before rolling out the new campaigns.”

Ready for growth – paid ads 

With the three above foundations in place, Kady’s team turned its attention to the ads themselves, and evaluated the ways in which they could be optimised. The key adjustments that resulted from this process were:

1. Improving the hooks on videos 

“The first five seconds of an ad are the most important and studies show that 40 per cent of users drop off a video after this time,” Kady avers. “The client was using a company logo intro slide on their videos, which was a bad use of this critical time. We shifted this to open the videos with a strong and punchy hook to capture attention more quickly.”

2. Testing the creatives 

This client had previously focused all its attention on face-to-camera video. Kady shifted the emphasis to also include videos that used some infographics, added some carousels, and embedded static creative tiles.

“It is imperative to test continuously to see what resonates, to be able to maximise results,” Kady says.

3. Audience adjustment 

Kady’s team segmented the ad campaigns based on the audience, not only to test the creative but also to test the audience to which it was going.

In this scenario, they found that increasing the audience size and making it less specific brought in much better results for the same amount of spend.

“The end result? We were able to achieve a five times improvement in leads and booked calls for the client,” Kady enthuses.

“This case study highlights that ads are just one element that need to be considered and it’s important to take a step back and look at the bigger picture to determine improvements,” Kady says. “That said, what worked for this client won’t necessarily work for other brands so never make assumptions.”

She urges small-business owners to test and analyse everything they do, and never to just treat a funnel as a ‘set-and-forget’ part of a marketing mix.

“It is a living, breathing business asset that needs constant monitoring and optimisation,” she says.

Finally, Kady insists that the power of a brand should never be underestimated.

“Sales gimmicks and ads may have worked a few years ago, but today’s consumers are extremely savvy and more than a little sceptical,” she points out. “A well-executed brand is what will ultimately build trust in a business and ads just enable them to scale that.”

This article first appeared in issue 45 of the Inside Small Business quarterly magazine

The post Meta ads tanking? Here’s how to turn things around appeared first on Inside Small Business.

ISB: What was the inspiration behind the founding of CSK PR?

CK: What inspired me to embark on this business was not merely a professional obligation but rather a genuine passion for PR and a desire to make a meaningful impact in the industry. This passion fuelled my decision to establish my own Public Relations agency and continues to drive my pursuit of excellence.

Despite the initial daunting nature of the decision, with over eight years of industry experience and having worked with some incredible brands and agencies across the fashion, beauty and lifestyle sectors, the timing felt right to take the leap and start this new venture.

ISB: What was the most challenging aspect that you encountered in getting the venture off the ground and how did you overcome it?

CK: One of the initial challenges I faced was securing clients. Persistence was crucial in overcoming this hurdle. By diligently identifying potential clients and consistently reaching out, I managed to build a network of opportunities. My determination and refusal to give up were key factors in transforming potential leads into actual clients.

Another significant challenge was managing the financial uncertainty that comes with starting a new business. The unpredictability of income was a daunting and eye-opening experience. However, through unwavering diligence and tireless dedication to my clients, I was able to demonstrate the value of my work and expertise. This commitment fostered strong relationships with my clients, ensuring a steady stream of work and financial stability.

ISB: How do you make your company stand out in what is a very competitive marketplace?

CK: Having worked primarily with larger brands during my time within the Public Relations industry, I recognised a gap in the market to extend my expertise to emerging Australian brands that did not have the budget or financial freedom to spend on communication strategies. This presented a unique opportunity to leverage my knowledge, tailoring messaging strategies to propel these brands into the spotlight, garnering maximum exposure and awareness.

The relentless dedication to crafting and amplifying compelling narratives for my clients is what sets me apart from the competition. I understand the power of storytelling in capturing the attention of audiences amidst the noise of the media landscape and identify the unique stories behind each client, to effectively communicate them to the right audiences through strategic PR campaigns.

ISB: And how do you cater to small-business clients who don’t have the budget for large, ‘glitzy’ PR campaigns?

CK: Our services emphasise affordability and efficiency, benefiting emerging brands. Adopting a package-style approach with clear pricing structures alleviates the uncertainty of hourly rates, catering to brands facing budget constraints. By providing accessible options, I aim to level the playing field, granting emerging brands access to top-tier PR services. In essence, the agency remains committed to empowering all clients to thrive in their respective markets, irrespective of size.

ISB: How do you envision CSK PR growing and developing in the next couple of years?

CK: The future is extremely bright. In the next couple of years, I envision team expansion by hiring full-time staff members to enhance client management capabilities. Additionally, I aim to secure a dedicated office space to support the growing operations.

I see the agency continuing to expand its client base, working with a diverse range of Australian businesses to elevate their brands and drive impactful communication strategies. As technology evolves and media landscapes shift, I am committed to staying ahead of the curve, embracing emerging trends, and leveraging new opportunities to deliver even greater results for my clients.

Ultimately, I see CSK Public Relations as a trusted leader in the Public Relations field, known for creativity, integrity, and an unwavering commitment to its clients’ success.

ISB: Finally, what is the most invaluable lesson you’ve learned in this venture that other would-be entrepreneurs should take to heart?

CK: The significance of taking risks. Had I remained in my previous, comfortable role, I would never have mustered the courage to pursue my own path. Starting a new venture can feel like diving into the deep end – challenging and often daunting. However, the rewards are remarkable and well worth overcoming the initial fear. Trusting in myself, my experience, and my knowledge without hesitation has been crucial. For any aspiring entrepreneur, believing in your abilities and taking that leap is essential.

The post Q&A: PR with an emphasis on affordability and efficiency for micro- and small-businesses appeared first on Inside Small Business.

ISB: Please tell us briefly about your professional background, and that of Samuele, prior to launching DUST. 

AW: At the age of 24, coming from Copenhagen, I bring a diverse background that intertwines my love for sports with a burgeoning passion for technology. My journey began with a prominent athletic career, representing the Danish National Team in American football, and on arrival here I played semi-pro basketball in South Australia.

Academically, I hold a degree in Sport Science and Management, complemented by my Australian High School Year 12 diploma. Beyond the sports arena, I’ve cultivated my computer skills over the years, driven by an innate curiosity for all things tech related.

Professionally, I’ve navigated a dual commitment, engaging in both retail and hospitality while pursuing my academic endeavors. As co-founder of DUST, a venture that has evolved into my full-time commitment, I’ve played a pivotal role in shaping the business’ trajectory.

Samuele has a background that combines academic excellence, athletic prowess, entrepreneurial spirit and a global perspective. Having gained a degree in Engineering and Design, he represented Italy in basketball, competed in the World Series of wakeboarding, and carved a path as a professional snowboarder. His entrepreneurial journey commenced with the founding of a digital design company, and now – as co-founder of DUST – he continues to champion innovation at the intersection of technology and design.

ISB: What was the inspiration behind the launch of DUST and what is your ongoing mission? 

AW: Our vision for DUST is rooted in providing more than just a mode of transport. It’s about fostering a sense of freedom in every Aussie rider. We believe that an e-bike should liberate you, offering a unique experience that goes beyond commuting. It’s about embracing the open road, exploring scenic routes, and enjoying the outdoors in a way that only an e-bike can provide.

Sustainability is at the core of our mission. We understand the responsibility we bear towards the environment, and we’re committed to making a positive impact. From the materials we use to the manufacturing processes, through eco-friendly packaging and energy-efficient production methods, we prioritise sustainability every step of the way. Our goal is not just to create a product but to contribute to a more sustainable future. We want DUST to be synonymous with eco-friendly and responsible practices in the e-bike industry.

ISB: What makes your e-bikes stand out from others on the market?

AW: The standout feature is the remarkable range our e-bikes can achieve on a single charge. With a capability of up to 250km, we’re pushing the boundaries of what’s possible in the e-bike industry. This extended range isn’t just about going the extra mile, it’s also about providing you the freedom to explore more, commute farther, and embrace the open road with confidence.

ISB: Beyond the range factor, what other technological advancements have you brought into your products?

AW: A distinctive feature is the foldable design of our e-bikes. We understand that modern living demands flexibility, and our foldable e-bikes seamlessly fit into this dynamic, whether you’re navigating urban spaces or storing your bike at home.

Additionally, we’ve prioritised ease of serviceability. We recognise that the maintenance and serviceability of e-bikes can be a pain point in the industry. So, we’ve streamlined the servicing process to be as straightforward as possible. We want our riders to enjoy the benefits of their e-bikes without unnecessary hassles, making routine maintenance and repairs a breeze.

ISB: As you’ve already mentioned, sustainability is very important to you. How does this manifest itself in both the elements of the e-bikes themselves and the lifestyle they promote?

AW: Firstly, through the use of recyclable materials. From the initial design phase to the manufacturing process and beyond, we strive to incorporate materials that are not only eco-friendly but also easily recyclable. This ensures that our e-bikes leave a minimal environmental footprint while promoting a circular economy.

Then, our extended battery life. By investing in advanced battery technologies, we optimise energy usage, resulting in an extended battery life. This approach reduces the frequency of battery replacements and aligns with our commitment to minimising waste and promoting long-term usage.

Beyond the material choices, we actively encourage a sustainable lifestyle. DUST riders become advocates for eco-conscious commuting, contributing to a reduction in environmental impact. By choosing a DUST e-bike, riders not only experience the benefits of sustainable transport but also play a crucial role in fostering positive environmental practices.

And, finally, our e-bikes are designed with a minimalist philosophy, ensuring that each component serves a purpose. This not only enhances aesthetics but also aligns with our commitment to reducing unnecessary waste. We prioritise longevity, creating e-bikes that withstand the test of time. This focus on durability and quality contributes to a culture that opposes the disposable nature often associated with modern products.

Overall, we embrace a comprehensive approach that considers sustainability from start to finish, promoting a circular economy and encouraging a conscious, eco-friendly lifestyle among our riders.

ISB: How do you see DUST growing and developing in the next couple of years?

AW: DUST is poised for dynamic growth and development on multiple fronts. Our focus remains steadfastly on innovation, anticipating the introduction of cutting-edge features to enhance the overall e-bike experience. We’re committed to expanding our product range to cater to a diverse spectrum of riders and their unique needs, be it urban commuting, off-road adventures, or leisurely rides.

Central to our mission is an unwavering commitment to sustainability. DUST will continue to bring more and more eco-conscious practices, exploring new avenues to minimise our environmental impact. This includes a dedication to using even more recyclable materials and refining manufacturing processes for increased energy efficiency.

As we grow, community engagement also takes centre stage. Beyond being a provider of e-bikes, we are seeking to build a thriving community. This involves hosting events, creating educational content, and fostering a shared commitment to sustainable living. In line with our values, we actively focus on giving back, acknowledging our presence as visitors on Indigenous lands. This acknowledgment is more than a formality, it’s a pledge to respect and value the rich cultural heritage of the lands on which we operate.

Looking ahead, we are weaving a narrative of responsible growth, community building, and a deepened connection with the lands that we are privileged to inhabit. The future holds exciting possibilities, and we are enthusiastic about shaping a positive trajectory for DUST in the e-bike industry and beyond.

I am eager to explore opportunities where my diverse background can contribute to innovative projects and collaborative ventures, and I am excited about how the intersection of sports and technology can help in shaping the future.

PQ: The standout feature is the remarkable range our e-bikes can achieve on a single charge.

This article first appeared in issue 44 of the Inside Small Business quarterly magazine

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Tom Skeehan’s journey to founding SKEEHAN Studio was influenced by a passion for design, manufacturing and marketing. “I’ve always been captivated by the built environment and architecture – in particular, how materials, textures and natural light can influence a space and, more specifically, a person’s behaviour and mood,” he explains.

Growing up with a father who was a craftsman and carpenter, and a mother who was generous and creative, Tom was encouraged to experiment, disassemble things, and constantly build – be it skateboard ramps, bikes, cubby houses or Christmas presents. As for marketing, it’s the discipline’s ability to leverage emotion and drive action that intrigues him. “Images, art direction and creative writing play a pivotal role in communication,” Tom says. “I’ve always enjoyed presenting, pitching and selling; even when working at an ice-cream shop as my first job, I set myself the challenge to see how I could make someone smile or persuade them to buy another scoop.”

“We aim to help other creatives accelerate their learning.”

While working in Sydney at a small industrial design consultancy in the product and food packaging space – and managing his own brand on the side – Tom was offered a role with a household appliance brand that would have involved very high-profile product opportunities and extensive travel to the US and China. Tom’s mentors encouraged him to explore a path that he was truly passionate about, however, so he declined the job offer and instead decided to launch SKEEHAN Studio and set about building a practice that would allow him to integrate his multifaceted interests into a cohesive business. 

“At its core, SKEEHAN Studio is a multidisciplinary design consultancy specialising in furniture and experiential design,” Tom says. “Our operations span a wide spectrum, from design strategy and concept development to manufacturing, 3D rendering, and brand strategy consulting.” Partnering with brands to help them uncover customer insights to identify new product opportunities, he uses this information to design, develop and help launch products into the market. The studio’s projects vary in complexity and scale, from a cafe chair manufactured in Australia to a fully immersive experience space that is for workplaces around the world, connecting employees in the virtual landscape. The pandemic prompted Tom to adapt his team structure, working with specialised talents on a project-by-project basis. “This strategic shift in human resources has enriched our team’s diversity, enhancing our depth of capabilities and our ability to deliver on clients’ needs,” Tom declares.

‘Lift as you climb’

Workplace culture is very important to Tom, and he embraces a ‘lift as you climb’ philosophy that embodies the idea of collective growth and progression. An example of these values in action is Tom’s engagement in mentorship programs and initiatives, such as Friends & Associates (F&A) – a venture established in collaboration with Dale Hardman, award-winning designer and director of the furniture brand Dowel Jones. “Together we have created a platform and framework for designers, both emerging and established, to showcase new and experimental work,” Tom explains. “Leveraging our network and experience, this curatorial space provides a professional platform unconstrained by many of the usual commercial briefs or budgets.”

Over the past seven years, the initiative has supported over 100 designers, realising Tom and Dale’s desire to pay it forward and share their knowledge and experience with other like-minded businesses. 

“The META chair project is a prime example of our ‘lift as you climb’ philosophy in action,” Tom explains. “At its core is an ergonomics jig we’ve designed, allowing furniture designers to test their seating configurations at a 1:1 scale easily. Designing a chair, or any space that people need to access for that matter, requires a profound understanding of the human form and empathy for various people’s proportions and physical capabilities. An effective method to learn and test these scenarios is through using ergonomic jigs – tools that help designers grasp the true proportions of a chair or even experience what it’s like to navigate an underground train station with cataracts and arthritis.” Depending on the product category and target customer, Tom deems that it’s essential to see the world from others’ perspective, so he spends a lot of time creating tools and processes to identify their needs and develop more meaningful solutions.

SKEEHAN Studio is pushing innovation further by integrating virtual reality, thereby merging traditional, tactile processes with cutting-edge digital technology. “By openly sharing the chair’s prototype with the broader design community, we’ve established a collaborative platform for innovation and shared learning,” Tom says, adding that such initiatives underscore his belief in the strength of the community and commitment to open innovation and collaborative growth in design. “Sharing such resources, which I would have greatly valued in my own studio five years ago, fosters transparency in our industry,” he points out. “By doing so, we aim to help other creatives accelerate their learning and contribute to the collective advancement of our field.”

Finding and building a team

On the subject of building his team, Tom says acknowledging his limitations in operations and engineering has been instrumental in refining his approach to teamwork and recruitment. “It has guided us to seek individuals who are not just skilled in these areas but who also deeply align with our vision,” he says. “The core attribute we look for in our team members is a shared commitment to being at the intersection of understanding and creativity, where the genuine needs of the customer and the aspirations of brands meet.”

As the business has grown and taken on ever more complex projects, Tom has come to understand that scaling up involves diversifying his team. “A critical aspect of this process is fostering self-directed learning and problem-solving within the team,” he says. “As we grow, the studio’s structure is becoming more segmented, with small teams dedicated to specific revenue streams.”

Although this transition has been challenging, Tom sees it as essential in ensuring that each segment is well-supported and has clear objectives. “My focus on self-awareness and effective delegation has been pivotal in creating a culture of adaptability, curiosity, and motivation,” he avers. “Recruiting and collaborating with like-minded individuals who are committed to their personal growth and the community’s wellbeing remains a rewarding aspect of scaling our studio.”

As the studio evolves, Tom is fine-tuning its structure to feature specialised teams, each with a clear focus, allowing for bespoke solutions that reflect the company’s commitment to innovation and creative resilience. “This journey of expansion is a collective one, inviting collaboration with clients, partners, and the broader community to share in our mission of crafting designs that not only connect but also contribute to a sustainable legacy,” Tom says. 

“With every step we grow, we are fostering a culture of curiosity and a framework that embraces the challenges of tomorrow.”

This article first appeared in issue 44 of the Inside Small Business quarterly magazine

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Kenny was buying more and more Lego in 2016 after introducing his two young sons to the hobby a couple of years earlier. In response to his wife querying the expense involved, Kenny devised a business plan that was designed to “justify his purchases”.

“The opportunity I came across was based on the fact that I wanted to add lights to these elaborate Lego sets I’d been purchasing, but after searching, I found that there was no easy-to-integrate, out-of-the-box solution to do so on the market,” Kenny explains. “This surprised me, as I knew I wasn’t the only Lego fan out there who had the money to spend, but lacked the electronic experience to program and solder my own raw circuitry.”

So, Kenny set about developing an LED light kit that integrated seamlessly with Lego’s building system, complete with easy-to-follow, step-by-step instructions that anyone could use. Fast-forward to today and the business Kenny launched around his idea – Light My Bricks – produces custom-designed Lego lighting kits that allow his customers to install LED lights into their Lego sets easily. 

“These light kits are modular, meaning that much like Lego itself, different kits can be easily chained together to allow an expanding collection to be lit up as it grows in size, on one easily operated lighting circuit,” Kenny says.

Along with its set-specific products, Light My Bricks also offers a range of DIY components for those more accomplished hobbyists who wish to create their own set-up without the use of an instructional guide. And, beyond the lighting systems, Light My Bricks produces sound effects boards that enable customers to upload and playback their own soundtracks when indulging in their hobby.

“Our product is so visual it lends itself really well to both paid advertising on platforms such as Facebook and Instagram.”

“We provide an experience that is born out of our very strong and very authentic passion for Lego and its community,” Kenny avers. “Light My Bricks is made up of a group of individuals who are authentic and passionate Lego enthusiasts themselves, which means we know what other fans want, expect and appreciate.”

By enthusiasts, for enthusiasts

That ethos of passion and authenticity expresses itself in several ways, from how the company’s customer service team interacts with its customers – being on hand to offer ‘real-time’ assistance as they install Light My Bricks products – to the type of social media content the company makes.

“A more specific example is knowing how to design a light kit for a particular Lego set, which is vitally important when you are dealing with IP such as Star Wars or Harry Potter,” Kenny says. “Achieving an authentic lighting effect that matches an on-screen aesthetic makes all the difference and lets the customer know that they are purchasing the genuine article, but it also signals the product was produced by someone just like them. This creates a brand experience that isn’t just transactional, but that also reflects the community to which they want to belong.

“From the durability of materials used, and the level of sustainability in our packaging, to the global child safety standards implemented, all of our kits are designed, packed and checked for quality assurance here in our Melbourne facility before being sent out to our other facilities around the world or to our network of resellers,” Kenny adds.

On the subject of building the brand from a hobby business based in a home office to an established brand available in Australia, the UK, Europe and the US, Kenny says that there have been several “inflection points”. The first phase was learning about the potential of digital marketing and leveraging social media. “Our product is so visual it lends itself really well to both paid advertising on platforms such as Facebook and Instagram, and organic content that engages with the community aspect of what we do. When implemented in combination [these paid and organic elements] led to an explosion of growth in sales in 2017,” Kenny enthuses.

Ready for the world

The next stage on the business’ journey involved the transition to solidifying Light My Bricks as a global player in the eCommerce landscape, understanding that customers want to purchase locally in their own currency and enjoy a local, familiar shipping experience. This realisation led Kenny and the team to develop separate websites for each individual region that they serve, and to enter into partnerships with 3PL providers to ensure that the shipping and fulfilment experience is fast, cost-effective, reliable and embeds trust with the company’s customers.

These strategies, combined with many other insights gleaned and decisions made along the way, have been what Kenny describes as a “gamechanger” in terms of the business’ revenue. “We’ve seen a six-year average growth rate of 82 per cent, which shows no signs of slowing down,” he says. “In 2023, we grew 53 per cent, reaching $10.86 million in revenue to close out the year.”

Kenny is keen to maintain the momentum and push on, with a complete brand update on the cards. “This is deemed necessary to bring our branding and messaging in line with the improvements we’ve made to the overall Light My Bricks user experience, as well as to tell the world about the revolutionary new product line we have built from the ground up,” he explains. “This new product line means further expansion and development of our Melbourne-based facility to allow for a more optimised operation.

“Further to the rebrand and new product line, we’re looking to invest back into what we do best and continue to seek out the best talent and grow the Light My Bricks team at home and abroad. We’ll be implementing new sales insights gained throughout 2023 and scaling our digital ad and marketing strategies.”

Kenny’s plans for growth don’t stop there. He has had a number of recent interactions with Lego that have revealed potential pathways to collaborating on a project together. “The big picture goal is that when anyone thinks of Lego, they think of lighting their creations up – and coming to Light My Bricks to achieve that end,” he says. “Ultimately, we want to completely change the way people experience Lego. With roughly 96 per cent of users globally being completely unaware of the option to light up their Lego, we’ve got a lot of work to do to shrink that percentage…and a lot more fans to introduce to our light kits in the process,” Kenny concludes.

This article first appeared in issue 44 of the Inside Small Business quarterly magazine

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ISB: What was the inspiration behind the launch of the ANSC, and when and where did the business launch?

EC: I previously worked as a video journalist for SBS, travelling to all corners of Australia. I then went on to become a speechwriter for the Department of Foreign Affairs and Trade, where I wrote about why Australia needs to focus on niche manufacturing in agriculture and natural produce. Those experiences made me very passionate about Australian ingredients.

Meanwhile, my husband was a doctor in emergency departments. After using very strong antibacterial soaps in the hospital setting, he needed something really gentle to use at home but the commercial soaps available were only making his skin worse. 

We started looking for natural soap alternatives, but they all had palm oil in them. I was already very aware of the palm oil problem, having lived in Indonesia and seen the devastation first-hand. With my husband as the chemist and me the researcher, we started experimenting, making soap with Australian plant oils. When our friends and family started asking for more of our soaps, we thought we might have a business.

ISB: What makes your products stand out from those of your competitors? 

EC: We get a lot fewer laughs now when we say that a well-formulated bar of natural soap can take the place of any cleansing or cleaning product that you currently use – even that very expensive jar of facial cleanser. In the 1980s, everyone was using soap bars but these days 75 per cent of us use plastic-bottle wash. 

“Being clear on what we stood for, and no longer wanting to be just another skincare brand, going online allowed our brand to take on its own unique personality.”

It often blows people’s minds when I tell them that the plastic bottle that they’ve been told is OK because it is recyclable has only a 13 per cent chance of being recycled in Australia and only a one per cent chance of being recycled twice. If we want to win the war on waste, then we need to start thinking differently about what a skincare product is, and to fall in love with the humble soap bar once more.

I, and a growing number of our customers, believe that a good natural soap bar is much better than any skincare product. We use Australia’s finest plant oils (olive, avocado macadamia, etc) and pure, steam-distilled essential oils, made with our unique slow-set cold-pressed process that ensures the integrity of these ingredients makes it into your bathroom. We have customers in their 70s saying their faces have never looked so good because of the oils that we use.

We also offer soaps for hair, laundry, shaving and even dogs. Our soap boxes can be home-composted, and our liquid soaps come in glass and tin refills.

ISB: What was your original business model when you launched?

We began very humbly making our products in our kitchen, so a big chunk of our time in the early years was scaling our manufacturing capabilities in a way that maintained the unique way that we made our soaps. Like many product-based small businesses, we probably spent too much time perfecting the product rather than focusing on our sales and marketing. We grew quite a fanbase at South Melbourne market, where we opened our first shop, and within a year of launching, we were contacted by a distributor and Myer to stock our products, and started supplying some big retailers overseas. 

These early wins were a testament to the quality of our products. But it’s fair to say that we stumbled into the wholesale and export side of the business. COVID hit soon after, and my team and I didn’t have the experience to work with big retailers.

ISB: And how did that model change when the retail recession started to bite?

EC: When the retail landscape began to change and we were no longer the ‘new shiny thing’, our growth stalled, so we underwent a rebrand. Apart from revamping our packaging, it cleaned up our product architecture and forced us to do some deep thinking about why we do what we do.

As a part of the rebrand, we built a new website, re-platforming to Shopify. From that point, eCommerce became my obsession. Being clear on what we stood for, and no longer wanting to be just another skincare brand, going online allowed our brand to take on its own unique personality and also have that direct communication with our customers, who really wanted to engage with us and support what we do. We were no longer just a soap on the shelf in a store competing with other soaps on a shelf in a store, we were now offering people a lifestyle change – being able to make the switch from plastic bottle wash to a much better product for the skin and the planet.

With some mentoring, I took over all our digital marketing. As the founder, I am always going to be the most passionate about my products and the most able to motivate people to make the switch to soap-based skincare. I also took over community management – dealing with the good and the bad things people say online helps me be a better marketer, product developer, etc.

ISB: How has that shift in business model affected your revenue?

EC: Not long ago, eCommerce accounted for 35 per cent of our business – that figure is now 80 per cent. We are trading 250 per cent up, year-on-year, online and regularly hitting six-figure months. I’m still amazed at how quickly we have been able to scale online, which I put down to having very solid foundations with our branding and product mix – and most importantly our ‘why’. Getting your digital marketing right also flows through to other sales channels.

ISB: How do you see ANSC growing and developing in the next couple of years?

EC: All our focus is on eCommerce now – we feel we have only scraped the surface of what we can do online. We are also working to expand internationally again, but this time we’ll do so through our own eCommerce channel, rather than relying on a distributor. I’ve always believed that ANSC would appeal to overseas markets and we believe that we will now be able to draw on all the lessons we have learnt from scaling here in Australia. 

Another area of growth for us is in the gifting space, where we collaborate with Australian artists for the packaging. Our first was our Australian Bush Range, with artwork by Ikuntji artist Daphne Marks. The artwork is stunning and Daphne gets 15 per cent of every product sold. It’s been an opportunity for us to introduce soaps that use native Australian essential oils, such as Kunzea and Rosalina, that rival some of the more well-known overseas like lavender and lemongrass. These have become our best-sellers in gifting and we are looking to do two more collaborations with artists this year.

This article first appeared in issue 44 of the Inside Small Business quarterly magazine

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