Ecommerce On Tap

Aaron Alpeter and Casey Armstrong of ShipBob break down Ben & Frank, a profitable Mexican eyewear brand with 100+ stores that copied Warby Parker, then launched a half-price second brand, Bomba Vista, to compete with itself. They also cover why Mexico is mobile-first and cash-heavy, how to test the market before building a storefront, and how ShipBob chooses which channels to chase.

Casey Armstrong is the Chief Business Officer at ShipBob, a global fulfillment network with 60+ facilities. Aaron Alpeter hosts Ecommerce on Tap.

DeWalt operates a fully vertically integrated, 500,000-square-foot factory in Reynosa, Mexico, and by the company's own account, less than a third of what it makes there qualifies for USMCA's duty-free treatment. Aaron Alpeter and Hugh Dixson, founder and CEO of the supply chain integration platform Switchboard, break down why Regional Value Content, not final assembly location, decides USMCA qualification, and what that means for any brand weighing a move to Mexico.

Hugh Dixson is the founder and CEO of Switchboard, a Sydney-based supply chain integration platform connecting ERP, warehouse, and transportation systems.

Kicking off our Mexico season with Javier Zarazúa Ruiz, Managing Partner of JL Nearshoring Mexico and a 25-year veteran of manufacturing operations at Caterpillar and Adient. Everyone assumes brands are moving to Mexico for cheap labor — the real gap is about a dollar an hour. Javier and Aaron break down what's actually driving the shift: tariffs, transit time, and 60 years of industrial infrastructure most people think started in 2018.

Dr. Martens built a boot designed to outlive its owner. So why did a company built on permanence need you to buy five more pairs? This week we trace the 1460 from a broken foot in postwar Munich to a £3.7B IPO — and the identity crisis in between.

This season on Ecommerce on Tap, we've been going deep on footwear — Birkenstock, Rothy's, New Balance, and now one of the most recognizable boots in the world: Dr. Martens.

Aaron is joined by returning co-host Daniel Barkin (Supply Chain Lead at The Flex Company, formerly Groundwork Coffee) to unpack how a 1945 German medical shoe prototype became a British punk icon, a private-equity growth story, and — more recently — a public company trading well below its IPO price.

Along the way, they get into:

1. Why the "shoes don't last like they used to" complaint is more complicated than it sounds
2. How a durable, repairable product can actually work against a company's growth
3. The real origin story: Klaus Martens, a broken foot, and an air-cushioned sole
4. How the Griggs family turned a German component into a distinctly British product
5. Why Dr. Martens became a walking billboard for skinhead, punk, goth, and queer subcultures — and why that flexibility was the business advantage
6. The 2003 near-bankruptcy and the move of manufacturing out of Britain
7. What "Made in England" actually means for a boot now made mostly in Vietnam and Laos
8. Solovair vs. Dr. Martens: who gets to claim authenticity when the trademark and the factory split up
9. Permira's 2013 buyout, the 2021 IPO, and what investors were really paying for
10. The Portland-to-LA distribution failure that helped unravel the growth story
11. The new CEO's "consumer-first" pivot, and whether repair programs can rebuild trust in the brand
12. Who might actually buy Dr. Martens if it goes up for sale: VF Corp, Deckers, Wolverine Worldwide, or Authentic Brands Group

If you've ever wondered why your favorite pair of shoes doesn't last the way your parents' did — or why "durable" and "growing" can be in tension for a brand — this one's for you.

New Balance spent most of its 120-year history as a punchline: the gray suede sneaker your dad wore with white crew socks and a phone holster. On this episode of Ecommerce on Tap, Aaron Alpeter is joined by cohost Becca Oden, VP of Supply Chain for a portfolio of women's health brands and former operator at Uqora, to reverse-engineer how New Balance went from a 1906 arch-support company to a $7.6B privately-held athletic brand courting a $25B valuation. They trace the company through founder William Riley's chicken-foot origin story, its unusual width-based manufacturing complexity, its domestic factories in Maine and Massachusetts, the 2016 TPP controversy, and the collaboration strategy (JJJJound, Aime Leon Dore, Joe Fresh Goods) that turned an "uncool" archive into a cultural platform. The takeaway for founders: unfashionable is not the same as undifferentiated, and the capabilities that look like inefficiencies on a spreadsheet are sometimes the entire moat.

In this episode:

• Why New Balance spent 50 years as an arch-support company before it became a sneaker brand
• The real cost (and real value) of keeping factories in the US when nearly the whole industry moved to Asia
• How the 990 became four completely different products to four completely different audiences at once
• Why New Balance's 2016 TPP comments triggered a backlash it never intended
• How the JJJJound and Aime Leon Dore collaborations turned an archive nobody wanted into the 550's comeback
• Who could realistically acquire New Balance, and why LVMH, Adidas, and Nike each come with a different problem

Guest: Becca Oden — VP of Supply Chain, women's health brands

Two years ago we recorded an episode on On Running. This week we're re-airing it, and it holds up better than I expected.

When we recorded it in 2024, On had just crossed two billion in revenue and was making big promises about margins and innovation. Since then they passed three billion, hit the margins they were targeting, and their LightSpray technology can now build a shoe in about three minutes.

But the part of the story I keep coming back to isn't the growth. It's 2011.

Three weeks before Chinese New Year, their factory went bankrupt with 30,000 pairs of unfinished shoes locked inside. Their R&D lead had been on the production floor days earlier and saw nothing wrong. They got the product out, paid another factory triple wages to assemble everything, air freighted it, and wiped out most of their profit for the year. The company almost died in its second season.

The lesson they internalized is one most brands still skip: you have to understand your factory's balance sheet. Your supplier is a business too, with cash flow pressure, raw material bets, and payroll of their own. A factory can look busy right up until the day the doors are chained.

Veja is usually filed under "sustainable sneaker brand." That label is true and far too small. In this footwear-season episode of Ecommerce on Tap, Aaron Alpeter sits down with Divya Demato of GoodOps to break down how Veja built a brand by inverting the P&L, spending on the supply chain instead of advertising.

We get into the five models of sustainability in footwear, why Veja bet everything on transparency, how it sources cotton and wild Amazonian rubber directly from producers, why it manufactures in Brazil, and the hard question of whether a brand this operationally specific can ever really be sold.

If you build physical products, this one is about where brand trust actually comes from, and why your operations might belong front and center instead of backstage.

Rothy's is known for sustainable shoes made from recycled plastic bottles. But that's not actually what they built.

In this episode, Aaron and co-host Barb Almeida (Superbloom Insights) break down the real story behind Rothy's — a programmable knitting system that two outsiders spent four years and $2 million developing before they ever sold a single pair of shoes.

They cover why footwear is one of the most waste-intensive consumer categories, how Rothy's designed waste out of the manufacturing process before they designed the product, why Nike never sued them despite using similar technology, and what Alpargatas was actually buying when they put $475M into a 49.9% stake in 2021.

If you're building a physical product brand — or thinking about what makes a manufacturing-led business defensible — this one is worth your attention.

Topics covered:
Why footwear has more manufacturing waste than almost any other consumer category
How Rothy's programmable knitting system works
The four-year, $2M development period before launch
The 2012 DTC playbook — and why Rothy's did the opposite
Rothy's vs. Nike Flyknit: same technology, completely different objective
Goldman Sachs and Alpargatas: what they were actually buying
What founders can take from a brand that built the system before the product
The Shopify origin story (tidbits segment)
Tariff refund update: $20B paid out so far

Ecommerce on Tap goes deep on the operational and commercial story behind specific consumer brands and categories. Each season covers one industry. This season: footwear.

Birkenstock is one of the most recognizable footwear brands in the world.

But what most people don't realize is that the company spent over 200 years building the system that made its success possible.

In this episode of Ecommerce On Tap, Aaron Alpeter is joined by Niket Shah of Acceler8 Labs to explore the history, supply chain, biomechanics, manufacturing strategy, and growth story behind Birkenstock.

They discuss:

• How a German shoemaking family evolved into a global brand
• Why foot biomechanics became the foundation of the company
• The role cork plays in Birkenstock's product moat
• How Birkenstock entered the U.S. through wellness channels instead of traditional retail
• Why vertical integration still matters in footwear manufacturing
• The private equity and IPO decisions that transformed the business
• Lessons founders can apply to their own brands

Birkenstock's story isn't really about sandals.

It's about building a system that competitors struggle to replicate.

#EcommerceOnTap #Birkenstock #Footwear #Manufacturing #SupplyChain #BrandStrategy #Ecommerce

Why did a strange-looking running shoe with giant foam soles become a billion-dollar brand?

This week on Ecommerce on Tap, Aaron Alpeter and Mark Riskowitz break down the story of Hoka—from its origins in the French Alps to becoming one of the fastest-growing footwear brands in the world.

We cover:

• Why Hoka ignored industry trends

• The biomechanics behind running shoes

• Manufacturing challenges most consumers never see

• Why founders sometimes need to leave incumbents

• How Deckers scaled Hoka into a powerhouse