Native Deodorant Creator on Scaling to $100 Million in 2 Years


Despite reaching a whopping $100 million in revenue in only two decades, Moiz Ali, the founder of Native deodorant, states the first version was less than stellar. “We had a fairly mediocre item,” Ali told me. “We knew that people […]

Despite reaching a whopping $100 million in revenue in only two decades, Moiz Ali, the founder of Native deodorant, states the first version was less than stellar.

“We had a fairly mediocre item,” Ali told me. “We knew that people were searching for [aluminum-free deodorant] and were ready to pay a higher price point for this. But our first attempt was not that good.”

Two decades later, having adjusted product flaws and perfected advertising — and emailing every client — Ali’s firm was earning $1 million in earnings a month. That is when he sold the company to Procter & Gamble.

How a startup entrepreneur reaches $100 million in revenue in two years is beyond me. I asked him that question and more in our latest interview. What follows is the whole audio version and a transcript, which can be edited for clarity and length.

Eric Bandholz: Native is an amazing success. How can you do it?

Moiz Ali: We started the company in July 2015. We had a fairly mediocre product. We were trying to work out if people wanted to buy deodorant that does not have aluminum in it. Do they care? Are they willing to get this online? Are they ready to pay a premium for this?

We soon understood that people were searching for that solution and were ready to pay a higher price. But our first attempt was not that good.

We spent the first year of their company iterating on the solution and making it better. And once we generated great reviews and repeat purchases, we ramped up advertisements and marketing. A couple of things worked really well for us. One was our repeat buy rate. It sustained the enterprise. We got it up to about 50 percent.

Secondly, we did a fantastic job of inviting people to go over the product with their friends. Initially, we believed it was a male-oriented item. However, it became female-oriented. Mothers were sharing it with their brothers and brothers with their buddies. That organic acquisition accounted for a substantial proportion of their new customer revenue.

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Ultimately, we’re good at electronic advertising. We were cost-conscious. We did not waste money. We understood what consumers cared about concerning purchasing aluminum-free deodorant online, such as free shipping and a whole lot of reviews.

There was lots of grind to it. However, it’s currently a $100 million company.

Bandholz: What blows my mind is the 50-percent reorder rate.

Ali: It began at about 20 to 22 percent. I emailed each and every customer for the initial two decades of the company, saying,”You have a pole of Native deodorant. Love to know what you consider it. If you like the item, please make a review on the website. If you do not, reply to this email and tell us what you do not enjoy, and we’ll attempt to fix it.”

The complaints were like the first year: a challenging deodorant to apply, also many powders, insufficient oils.

We thought we would be a male-oriented firm. But our merchandise was pulling out the underarm hairs of guys, including my own. That is how it became female-oriented.

We went through lots of different variations. We would make a sample. I’d try it. I might say,”This stinks. Let’s not use it.” Or,”That is superb. Let us ship it to ten customers and see if they enjoy it.”

We kept iterating. Finally, we found the new formulation. It was the summer of 2016.

That is when our reorder rate went from 20 to 50 percent. And 90 percent of this was a result of the product. Ten percent was doing a much better job with email campaigns and promotion and getting our merchandise into planetary stores.

Bandholz: I really like the title”Native.”

Ali: We wanted a name that connotes a pure product. And it is short. Everyone is able to spell it and say it. The domain name is I attempted to get,, and None were available. So I settled on NativeCos. There is no significance to the”cos..”

Bandholz: You sold the business in just two years to Procter & Gamble. Why part with it?


Ali: We’re growing so quickly in both revenue and profit. We could not keep up. We were holding the company together with duct tape, so to speak. And I understood that to keep the momentum, we had experienced, senior executives.

The month before we sold the company, we were carrying $1 million in net profit. Ninety-nine percentage of my net worth was in Native. I wanted more diversification if something went sideways.

Bandholz: That is the logical response. For me, and this a personal thing, I really like my business partners. So selling the company is selling my friendships.

Ali: Which Makes a ton of sense. It is definitely a personal decision based on where you are in life and your risk tolerance. I spoke with Brian Lee, the creator of The Honest Company, ShoeDazzle, and LegalZoom. He said he sold LegalZoom since he did not have any money. He had student loans. He had to be worried about everything. After selling LegalZoom, those worries went away.

Bandholz: How did you transition Native from direct-to-consumer into retail?

Ali: Costco had reached out to us, as did Whole Foods. Seemingly each and every merchant you could imagine had reached out to us to take Native. We intentionally had not concentrated on retail. We had our just-in-time stock system for DTC that could hardly keep up with. So we never had surplus products to send to brick-and-mortar retailers.

That is another reason why we sold the company. We were at an inflection point. If we are going to keep on growing, we will need to expand distribution channels and product categories.

Bandholz: How can you place the evaluation of Native when you offered?

Ali: There is no simple way to do this. It could be based on multiples of earnings and profit. Or the company category, for example personal care. What do other companies sell for in that section?

Most of all, you must appear at growth. Growing from $1 million to $2 million over three years is much different than $1 to $2 over three months. That’s a really different enterprise valuation.

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But the truth is the marketplace will tell you. We spoke to 12 prospective buyers. All had similar offers concerning price. P&G’s offer was not the greatest or best. Buyers are rational.

Bandholz: What is next for you?

Ali: I have invested in a few companies this year. One is a direct-to-consumer women’s underwear company named Pepper, run by two young females that are fantastic entrepreneurs.

Another one is BrüMate, which I spent in just lately. It sells can coolers for White Claw and Truly, the challenging seltzer drinks. I also joined the board, that’s the first for a business that I am not running.

I am also investing in real estate. I’m trying to remain in the ecommerce community, also.

Bandholz: Another thing. If you could start over, do you use a platform such as Shopify, or construct your own?

Ali: We assembled Native on WooCommerce. I have much respect for Shopify. However, I wish they would deal with some issues, like a better checkout and a simpler post-purchase alternative. I’m not certain what I’d build my own platform. It would depend on the item.

1 thing I would do differently would be to spend more time with my co-workers. I had been focused on growth and not enough on the individuals who worked . Plus they were stellar. I wish I had spent more time communicating my approach, as opposed to simply keeping it in my mind.