Glickman optimized for it, at the expense of other metrics like profit margin. “If I were selling airplanes and needed to sell four this year, that would be different,” he says. “But I don’t know anyone in our business that has hundreds of thousands of customers or less and is profitable. If you’re in a business like mobile phones, the economies of scale are tremendous. So the trick is to get there quickly.”
In addition to literally forcing his business to grow or die, Glickman structured Ultra to pass the bulk of the profit to his distributors and value to his end customers, even at his own expense.
Another growth hack: pretend you’re bigger than you really are.
Glickman also admits that while emphasizing growth has worked for him, it may not be healthy for everyone. Still, he thinks every startup should at least be ready for the possibility of breakout success. “If you have a new food company, you have to have an eye on Coca-Cola and think what it would be like if you were distributed nationally,” he says. Hyper growth is more than happenstance—it’s a mindset.