Simplified Behavior - Jordan Schindler - The Revenue Maze - Episode #018

Today’s guest is skilled in the art of entrepreneurship. He is a Global Leader in HealthWear and launched a new category of health and wellness products with 8-figure revenue and nationwide retail. Jordan Schindler is the CEO & Founder at Nufabrx. Jordan joins host Valerie Cobb to share his tips on how companies can find their way out of the confusing maze of revenue.

Takeaways

  • One way to get out of the revenue maze is by showcasing perseverance. You have to keep going forward and keep growing your company.
  • You want to try and do one more thing than you did yesterday. As an entrepreneur, that is the way to build success.
  • While it may not seem like an immediate impact, getting 1% better every day will help your business grow more and more.
  • Permit yourself to say no and yes to certain things and clients. You want to work with the right people, and they fit into your profile.
  • Set goals for yourself so that you can keep track. They don’t need to be lofty goals, but as long as they show progress or areas to improve they will help you.
  • Having “rocks” or quarterly goals for your company will help employees focus on a 90-day project and use that to improve the company.
  • You want to simplify your customers’ lives. Your goal as a company is to make their life better and take the pain points they are experiencing.

Quote of the Show:

0:51 “It’s all about showcasing perseverance. You must put one foot in front of the other and keep growing.”

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Simplified Behavior – Jordan Schindler – The Revenue Maze

I am excited about this episode. I have a great guest. He is skilled in entrepreneurship. I’m going to tell you that he led a new category of health and wellness that led to eight figures. That is exciting. He is a Global Leader in HealthWear. I said healthwear, not healthcare, which is exciting to talk about. He is the CEO and Founder of Nufabrx. Welcome, Jordan Schindler. I love having you on my show.

Thanks, Val. I’m excited to be on and talk about entrepreneurship and growth. It should be fun.

It’s going to be a blast. You know that I always ask the same question. What is one thing that you can tell the readers that will help them get out of the revenue maze?

For me, it’s all about showcasing perseverance. You got to put one foot in front of the other and keep growing. I can’t think about all the times that we’ve been stuck in a rut. In the work that I put in a few years ago, something broke loose or something came around and circled back as a potential opportunity. I love the analogy of you planting seeds and they grow underground for 2 or 3 years. It looks like nothing’s happening, and in the 3rd or 4th year, they spring up. That’s a great analogy to start the conversation. You water it, you don’t see anything and. You don’t see that revenue, but in year four, that’s where it might all materialize and spring up. That’s true in entrepreneurship.

It’s hard to remember to think that there’s a light at the end of that tunnel. Perseverance is huge because, a lot of times, people give up way before and find out later that somebody else didn’t give up. If you don’t give up, the other person will launch what your great thought was.

There are many good examples from my history and the founding of this company, especially on the investor side. I got hundreds of investors that have said no, but it only takes 1 or 2 to say yes to get to the next hurdle and swim to the next buoy to keep growing. There have been countless times when investors have said no, and 2 or 3 years later, they say, “You’re still here. You’re still around. I’d like to invest now.” Honestly, the idea was the same.

The traction rate may have grown, but it was showcasing who I was as a leader and showcasing, “I’m going to see this through to the end.” That’s what made the difference in why people wrote a check or not. There have been many of those stories through capital raised, product growth, and working with retailers like, “Not this year. Maybe next year.” Eventually, that momentum all snowballs. I’m a huge believer in managing momentum as a startup is critical for growth.

Let’s talk about managing the momentum a bit. Timing is everything. You mentioned that. All of a sudden, they come back. They’re not ready to do it now. What are some tips that you could give for managing, keeping on that path, and keeping the momentum going? Sometimes it feels like the momentum is stalling. You’re getting 500 noes and, out of the blue, it’s Christmas. You get this. Tell us or give us some tips.

I’ll give you an example of a bad job we did first. It’s not necessarily intentional. We spent the last decade building out this new technology and new product. We were super excited. We went down to Bentonville, met with Walmart, and said, “We’re going to take your product.” We’re super excited to build out the inventory. When does the product go first into every store? It was March 2020, at the heart of the pandemic after ten years. In the words of our buyer, we could not have picked the worst time to launch a new product in a new category.

Fortunately, it’s back to being proactive and persevering. There is no other choice. You got to keep going. You never know if that one action will lead to something else. I always ponder this to myself whether or not I want to send that extra email, that extra LinkedIn message, or that extra phone call, which ultimately takes one spark to come back around and keep the momentum going.

Be proactive and persevere. You have to keep going. You never know if that one little action will lead to something else.

Every connection I’ve ever made starts with an email or a phone call or walking up to someone at a networking event. You can trace back every interaction. This interaction started with a conversation. It started with an email. That’s what led to a podcast, which might lead to more conversations or might spark something for a reader on their startup or their business. That’s what it’s all about. It’s managing momentum. You got to put one foot in front of the other. You got to keep growing and building that snowball. If you do one more thing than you did the other day, call it a good day. Ultimately, those outcomes will come as a result.

We talk about an optimistic guide to the universe. It’s like one more step and one step at a time. In some situations, it’s about being able to monitor that. A lot of times, I’m dealing with sales teams. They will say, “It’s kicking my butt. I’m going nowhere.” You then have them trace back and look at what they accomplished, and they’re like, “Maybe it was a bit better than I thought it was.”

I remember I had a sales rep one time. He was Six Sigma. He always wanted to see his stats at the end of the day, where a lot of reps don’t like seeing it because it’s like, “I may not have done something,” or whatever instead of the other side. He is like, “I have to see that I climbed this hill and conquered it. I have to see that I made 2,500 calls or did this.” It’s because it’s the momentum. It’s something that says, “I did this. It may not have been the result I wanted now,” but you get a good contractor out of the blue.

You never know when it’s going to result or when that outcome is going to happen. You can’t predict it. To your point, you got to keep going and keep rolling. Are there other things that you’ve seen from a momentum standpoint that is important to keep that buzz and awareness going through an organization? Any tips you’ve got that we can start implementing?

It’s interesting. One of the guests on the show said, “Slow is fast.” As an impatient person, I always have to slow things down, look at that, and say, “What did I accomplish? What happened? What was good?” and go from there. It also goes down to some of the self-loathing behavior or limiting beliefs that a lot of people will have. I find with entrepreneurs don’t seem to have that, “I’m very passionate about what I’m doing. Therefore I will go up against 500 people telling me no to get the 1 yes.”

Maybe a naive belief that you don’t think there are 500 people you have to go against. That’s a bit of it. You don’t know what you don’t know, which is ultimately a positive with the ever-optimistic entrepreneur that is trying to build something from the beginning.

What we typically train to in is a bit of uncovering what people don’t know. One rep was telling me they went radio silent. I said, “Let’s pull up the contact information and see how many times you have contacted them and how many times you have called to see how they’re doing. Don’t try to sell them something. Did you check on them?” You don’t know what you don’t know.

I mentioned this on another show. A long time ago, I had a client who reached out to me on LinkedIn. This was when I was a salesman way back when. He went through this whole process of how he’s been in the hospital and how all this stuff and went radio silent for years. You don’t know what you don’t know. We all make these stories in our minds, so I always ask reps to make a different story with a different ending in their mind.

Maybe that person got caught up in a project. Your mind is telling you all these amazing, “They don’t want to hear me. They don’t want to listen. They don’t want what I’m selling. They don’t want all these things,” then it’s like, “What if they do?” What if that one nugget you did change or rocked their world, but they weren’t ready for it right then? That’s the nugget that you’re saying. What’s the story behind it?

I like that. There’s one little thing. Even I take away a lot from the books. You read a whole book, and there are 2 or 3 things that you implement and remember. Those are the things that have an action that can define and change the trajectory of a business. It’s so important. Atomic Habits also talks about 1% small improvement. It was a buy into. They used the example of the British bike team. They made 1% improvements on it.

You read a whole book, and there are probably two or three things that you implement that you remember, but ultimately those are the things that have an action that can ultimately define and change the trajectory of a business.

That’s the story.

It’s a fascinating story, and we’ve tried to implement that into our business. It doesn’t seem like it’s going to have an immediate impact now of the things that can add up and have a lot of value.

It’s just 1%. Sometimes we try to bite off much. We want a 25% improvement instead of that 1%. Let’s talk about Atomic Habits. You’ve read the book. What have you done now that has gone to your 1%?

TRM 18 | Revenue Maze

Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones

I hadn’t even heard of the book, and I picked it up on a random trip on vacation somewhere. I was like, “This is amazing.” I had never heard of this book, but it’s such a fascinating story because we’re all hardwired to believe that you got to make a big impact to make a difference. It’s all about these small little things that you can do to have a benefit. The ones that I like are designing your environment. When I’m trying to get something done, I go to the gym or respond to that email. If you set out your gym shoes where you trip over them every day, you’re going to be triggered to take an action.

It’s the same with work. If I’m trying to have an impact or take an action, and my computer and notebook are always sitting out right there when I walk in, I’m going to do it right away versus if it’s hidden in some dresser. I don’t even think about. It’s the conscious design of how we’re working on our environment, homes, and offices. That can have an impact on behavior and how we achieve what we want to achieve.

That’s one of the big ones for me. The other one that I like is how do you stack behaviors one after the next. After every email I send, I’m going to do this and spend 30 minutes doing critical thinking time, or I’m going to go talk to one of our employees. It’s about being conscious of the things that we want to achieve and how to do that. What I did was a time tracking study where I mapped out my day and week on how my time was being spent, and I contrasted it to what is ideal versus how I spend my time.

It was pretty eye-opening. As you can imagine, there are a lot more things I was doing that I didn’t think were value add or want to be doing. I’ve tried to come back and be intentional on here’s what I should be doing, and here’s not. It’s giving myself permission to say no and yes to certain things. One of the things in the book is rewarding good behavior. As silly and cliché as this sounds, they use paper clips in the book, but I’ve used little jars of dollar bills and gave them to myself. For some reason, it makes a difference. I’m like, “Good behavior, you put in a dollar. If I skipped my critical thinking time, I remove a dollar.” It had an impact. It’s that subtle psychology of, “I don’t like losing to the dollar or the action.” It’s how you use psychology to work to your advantage.

I love that you said intentional and conscientious. All of those things lead to that change that you want to the ultimate result or outcome. That’s amazing. Here’s a quick funny joke about the dollar and putting these. I get up every morning. I worked out for many moons. I’m not even going to talk about how many moons. I’m going to use your dollar analogy for that alone. The funny story is my brother’s children were constantly fighting. They were young, and this was a long time ago.

Anytime they ended up punching one of the other kids, they had to put money in that jar. My niece was only a couple of years older than my nephew, and they drove each other crazy. They were always doing that. She went up to my brother and says, “Here’s my $5 for the jar. I’m going to go punch him.” She was paying for it.

Maybe in that case it didn’t create the right behavior incentive. I love that.

It was just a funny story. I 100% agree with your methodologies in doing what you’re doing.

For me, the learning was you got to know how to track it to know where you stand first and foremost, and you can start implementing it. The reality in my mind was different from the reality of what was happening. Until I knew where the gaps were and where I was over underspending my time, I couldn’t address it. I could try to, but it’s until you have concrete data. I would encourage anyone that’s reading if they haven’t already do it. There are lots of time-tracking study worksheets online, but it’s pretty good to see, even if you do it for 24 hours, “How did I spend my time? Is this how I wanted to spend my time?” All we have is time at the end of the day, so managing it is super critical.

All we have is time. Yeah. At the end of the day. And so managing it is supercritical.

A lot of times, they’ll say sales is not a numbers game. It isn’t. To get that 1% improvement from a group that quite often fills intuition is what causes the catalyst to a sale. It’s interesting to get baselines, especially in young sales teams. You run into that a lot with entrepreneurs that you’re setting up these sales teams that are not accustomed to either environment or whatever.

I’m not saying young being a teen together. As they start to work together and figure things out, it’s that baseline. There’s a book for The 4 Disciplines of Execution by Sean Covey. There’s that The 7 Habits of Highly Effective People by Stephen R. Covey and that whole stuff. Time management was a big deal. In The 4 Disciplines of Execution, you have to get that baseline you’re talking about because you can’t go from X to Y by when if you don’t know what from X is. Even with marketing or new product, it’s managing what is going from a baseline especially when you’re creating a new product.

It’s a baseline of, “What is in the industry now, and how is that improving on whatever is going on in the industry?” Managing that down to that minute detail can make all the difference in how you’re going to go to market with something. With The 4 Disciplines of Execution, you get that base. Sometimes, people will say, “I can’t get a baseline. I don’t know what it is.” Sometimes you even have to have a swag until you can figure out what it is and monitor, “What’s my wildly important goal for this week to keep me on true North for my goal?”

When you’re saying 1% improvement, that’s paramount for you to know your baseline. Start tracking it so you can see what you’re doing currently whether you do that on a spreadsheet. That’s what you’re saying. Somehow begin tracking it, get your baseline, and figure out your improvement.

This ties back into EOS, Entrepreneurial Operating System, how companies operate and how we try to do this with our quarterly goals. It has to be something that you can track. At the end of the quarter, if we look at this and we don’t know how we did, that’s not valuable. We started implementing this. We had all shades where we were trying to do red or green if we did it or not. We had all shades of magenta, orange, neon, and blue, 72.3% accomplished, and I’m like, “Come on.”

If you don’t know how well you did in a quarter, then what’s the point of setting a goal? We’re trying to get better at that across the organization. It’s hard. Some departments take R&D or science where it’s not a binary thing. Yes, there’s a project, and it might take eighteen months, but how do you break that up each quarter? There has to be some percentage of progress that you can measure or some defined endpoint of, “Here’s how well we did versus our expectations.” If you hit it, great. What did we learn? If we didn’t hit it, what did we learn? It’s all about improving across the organization and figuring out how we can do better. Having a baseline is the only way that you can determine if you’ve improved or not.

I believe it. When people start to track, then it goes to the whole momentum thing. Momentum starts to happen. You almost become an adrenaline junkie because you’re like, “I want to track this.” You’ve got to learn to only track the most important things. You want to be able to see that you got from here to there.

We’ve been there too. We’ve had one person who wants to track 28 things this quarter and one person who wants to track three. What are the key things that matter across the organization? Reality is 3 or 5 things are about the right amount to track per quarter. There were way too many in the quarter, so it’s also finding the right level of things. By default, that will prioritize.

If there are 28 things, what are the five things that we better get done this quarter, otherwise we got a problem? It does lead to prioritization and also flows into momentum because you can at least track and see progress. You can see what’s growing below the soil. Whereas before, you had no idea other than a bright orange box that meant nothing to you at the end of the quarter.

We’ve talked about EOS, Stephen Covey, rocks, Atomic Habits, and all things there. I love what you’re doing in your organization because that’s important. I was fortunate to be able to learn The Great Game of Business by Jack Stack. Have you studied that at all?

I have not, but I added it to the list.

I was fortunate. For a while, I worked with some engineers, and engineers are about tracking anything. We got to make sure. I’ll give a shout out to Dave Scouten because he was the consultant that brought it into the company. It blends a bit of EOS but makes everything a game. Southwest Airlines is one of their biggest used cases. They use the financial statements mostly to make everything a game. You have these rocks, and you have to do mini sprints. It is basically rocks. It’s the whole way to create a company culture with complete transparency.

Everybody knows what the revenue line is. Everybody’s got a number. I remember how creative it was. My favorite story out of that was I call it Nuns on the Run. Back in Detroit, there was all this picketing. In that story, they had to get some tractors out. I’m botching it. The gist of the story is the whole company knew there were going to be problems. It was back in the day when everybody was picketing steel and bringing steel in. I don’t even remember if it was the ‘60s or the ‘70s. They needed to get orders out, and they couldn’t get orders out.

They got the whole company together because they were transparent with everything. They said, “What are we going to do?” We’re running into people talking about recessions. You can recession-proof yourself if you can play these games to bring everybody together. They decided to dress up as nuns, ride school, and drive school buses with steel in them because nobody would stop a nun in a school bus.

That’s amazing. Our organization is so much like that, where everything’s a competition and a game. That’s part of the culture we’ve built. People like creating something from entrepreneurship. They want to win. I’m going to add that to the Audible listen list right on about how we turn this more into a game. Your 28 rocks are probably going to become 3 because you want to win.

TRM 18 | Revenue Maze

Revenue Maze: In Nufabrx, everything’s like a competition and a game. That’s part of the culture we’ve built, like people creating something from entrepreneurs that they want to win.

Yes. You do. They create games within departments and stuff that. It’s fun. It’s all about continuous process improvement and making sure that the entire company is on board with everything. Jordan, I want to hear more about healthwear. This is such a cool thing.

We’ve tried to define an entirely new category of products. Our foundation is how you simplify health and wellness. It’s this idea that instead of having to take a pill or use a cream or a patch, what if you could get dressed in the morning? Our core technology enables the controlled delivery of vitamins, supplements, and medications through your clothing. That’s effective through fifteen-plus wash cycles. For example, it might be a topical analgesic. Think about a pain cream built into a t-shirt, a knee sleeve, or a sock.

It might be melatonin in a pillowcase to help you fall asleep at night. We launched a line of maternity garments, which is a belly band leggings with shea butter to combat stretch marks. One of the biggest challenges in modern medicine is patient compliance. We’re all increasingly busy. We forget to take pills or use creams as directed.

It’s hard to change consumer behavior across anything that we do. Fortunately, everybody gets dressed every single morning. Clothing contacts our skin all day every day. That’s the foundation for this healthcare category where why you can’t use clothing as a platform for getting healthier. That’s the foundation and vision behind healthwear and what we’ve created.

I love it because I swallow 500 supplements every morning.

There are digestive system issues and all of that. To get to your foot, why not apply something directly to the point of pain?

I hate spraying insect repellent. I cannot stand the smell of it. Even though there’s Avon Skin so Soft, it smells. I don’t even know what that smell is. It drives me nuts.

It’s sticky, messy, and gooey. You have to reapply this stuff every 3 to 4 hours, whether it’s an insect or pain cream. A lot of times, it washes off. It gets into your clothing. It smells. We’ve designed a platform where it feels like clothing. It’s not sticky and messy. You wouldn’t know the difference between that and your normal t-shirt, but the benefit is you’re now getting better and healthier.

TRM 18 | Revenue Maze

Revenue Maze: Our core technology enables the controlled delivery of vitamins, supplements, and medications through your clothing.

You talked about adherence. In healthcare, adherence is re-admittance. There is re-admittance because of adherence. There is preventative care. I don’t know if it was you I was talking to. I was fortunate enough to be involved with Gail Lindsay, who was dealing with Kaiser Permanente’s Thrive, the population care management, Humana, and all these guys who are trying to do things with social determinants, preventative maintenance, and all of those things. There is a cost saving to it, but on top of that, its quality of life. Why do people not go in to see their doctor?

They get nervous. They don’t want to be told something they’ve got to change. The preventative maintenance portion of that for yourself is important if there were ways that you could merge care journals, which is what Kaiser was calling them years ago starting in 2004, 2005, or 2006. I don’t even remember exactly, but that was dealing with Medicare patients. There are overwhelming stats that say if they could get them to adhere to what their plan is, then they would live healthier, happier life. Your clothing would do that.

That’s exactly right. Patient compliance is one of the biggest costs for insurance industries. I’ll give you an example from my personal life. My grandpa had Alzheimer’s and suffered for a number of years. He could never remember to take his medications. Interestingly, he’s still put on a sock every single morning. It’s built into our human behavior. You don’t have to make it change.

If you can do that, then you’re creating better patient outcomes. You’re reducing costs. The doctor can tell the patient every single time they come to visit to use a cream or take antibiotics every day, but the second the patient comes home, they’re on their own. That adds additional costs and worse outcomes. It’s all about simplifying behavior. That’s the crux of a lot of these new technologies we’re seeing. It takes a smartphone. There are all these other interesting categories that have been created based on simplified behavior for the consumer, and that’s what it’s all about.

You don’t have to make a change. If you can do that right, you’re creating better patient outcomes and reducing costs.

I love that because that’s when you were talking about tripping over your shoes in the morning. Adding those things that’s something that you’re already doing, then you’re most likely to continue with it. It simplifies your life. That’s the crux of it. I don’t even have anything else I can add to it. That is cool.

Think about consumer behavior. You twist your ankle, and you’re walking into a pharmacy. You’re probably buying a brace or a sleeve and a tube of Icy Hot, Biofreeze, or pain cream. It requires 2 products and 2 environmental impacts. You have to rebuy this thing every single month instead of one product, behavior, and footprint. It’s easier. It’s less messy and sticky. It’s a better way to get medicine because you have that constant skin contact over a ten-hour day. We have our transdermal lab here at UNC Charlotte. We do comparison studies to leading Topicals and pills. Because you have that compression mixed with pain medicine, it delivers a more consistent benefit over 24 hours.

I can think of a gazillion things to ask you. I could talk to you forever, Jordan. I see the implications of it. I was trying to train a sales rep in heavy equipment. I was trying to use the example of the fact that at my age, I have to put a de-wrinkler on my face. I have to put a scrub and this, and there’s this lotion for Crepey skin. You have to wait for that to absorb and add the next layer. Wouldn’t it be cool if there was somebody like those medicine shops that will mix the medicine?

You go in and say, “I need Crepey skin. I need no dark spots. I need this.” They just do the little mix, and you can put one application on because I calculated that it saved me four minutes a day. When you started simplifying that, it came to that whole calculation. I was trying to explain to them, “Look at some of the simple things that you are helping somebody with when you do these things.” You are saving hours upon hours plus preventative care plus a better way of life.

That’s the backstory for how I got started. I suffered from bad skin and learned about the link between your pillow casing and bad skin. As I sleep, dirt and oil build up, fogging my pores, and went to the dermatologist and was recommended to wash my pillowcase 2 to 3 times a week. At the time, as a college-aged male, it was never going to happen.

We’re a decade later, and it’s still not going to happen. That’s what got me thinking about how you create a benefit from a garment or fabric, something that contacts your skin all day every day. You think about a pillowcase. While you’re sleeping, you can get that medication or that skin-firming agent. You’ve saved that step entirely because it happens while you sleep. You sleep while you treat. There are interesting applications there where you’re ultimately saving time to make it easier on yourself.

That’s a great story. I bet you that there’s some fiber content too that mixes with certain things that also help you create the desired effect too. You use certain fibers when you’re dealing with it.

A lot of people to sleep on bamboo. You can marry the best of known therapeutic ingredients and the best textile properties. You merge the two things. Our company sits at the intersection of PhD, drug delivery scientists, and textile veterans that have been in the industry for many years. We’re merging these two things squarely.

What do you do in your fun time? You’re talking about continuous process improvement and all this great stuff that entrepreneurs do. I know you have fun, and I know business is fun too.

This is my fun time. We get to chat and talk. Instead of our core values, we call it our core fiber. We think we’re funnier than we are. It’s all about how you enjoy going to work. We spend 50% of our day with all these employees working. If we don’t enjoy what we do or who we interact with, that’s a big problem.

There has to be the right balance. I am a big believer in getting outside the office, critical thinking time, going to the gym, and playing tennis, volleyball, and all the normal things, like going out to eat and watching movies. Going and walking in a retail store and seeing what new products are there is equally fun. We’ll call it shopping. It’s more a combination of seeing what else is in the market and thinking about new ideas. That to me is this integration between work and play. All is the same, and all is fun to me.

TRM 18 | Revenue Maze

Revenue Maze: If we don’t enjoy what we do or who we interact with, that’s a big problem. There has to be the right balance.

That sounds so much fun. I like that a lot. Here’s another book for you, Ed Catmull’s Creativity, Inc.. You described that it takes some thinking time and taking it seriously, like unplugging and all that stuff. Ed Catmull, you know who he is. It was a fun book and a fun read.

I’m going to have to prioritize all the book records I’ve gotten here. I’m going to go down and listen. These are awesome. I’m always looking for the next audiobook. A long commute to the office is a perfect time to get in two hours of audiobook time a day.

Two hours?

It was a lot. I’ve come to appreciate it because I never have two hours during a day where I’m going to sit and read a book. It’s so hard to find that time. If I’m in a car, I’m like, “I might as well make this time productive.” It is way more learning time than I’ve ever had when I didn’t have to commute.

That’s where I get through so many books. I usually do this because I work out every morning for many moons. The music would put me to sleep way back. It was like, “What’s the latest good book that is also on Kindle but Audible so that I can hit clip and go back to the Kindle version and make that note later?”

There you go. You need both of them. I haven’t gotten that sophisticated yet. I’m only on the Audible version, but I like it. There’s a lot of good learning out in the ether. If you’re not learning, you’re missing out.

You mentioned tennis. I’m a fellow tennis player. Were you glad that Djokovic just won? Did you want the other guy to win?

I don’t know that I had a strong opinion either way. It feels too political to answer that question in this.

I root for him. He’s my favorite of all time because he was a good sport even when he didn’t win with Federer. I love Federer.

Federer and Nadal also.

I like Nadal. We’ve heard a lot about healthwear. I’m going to have to get myself some of it.

We can send you some.

Where can people get ahold of you and learn more?

LinkedIn is a fantastic tool that I love to use. I’m always active on LinkedIn. It’s Jordan Schindler. You can follow all our company pages on LinkedIn, Instagram, and Facebook. Please feel free to share my contact info if I can be helpful at all. I’ve had a ton of support along the way and a ton of good advice and mentors. If there’s anything I can do to help fellow entrepreneurs, people in the space, or companies looking to differentiate, we are always open to those conversations.

That’s fantastic. I call my people my challenge network. We get on a call and go, “Where am I stalling here? What am I doing?” That’s awesome. Jordan, I want to thank you so much for being on the show. It was a blast. I want to thank the guests for reading this episode. If they like it, share it. Please comment about Jordan. What a wonderful person. It’s been a great show. Thanks again, Jordan.

It’s been my pleasure. Thanks for having me on. I’ve very much enjoyed the conversation, discussions, book recommendations, and everything we’ve covered along the way. I sincerely mean that if anyone is reading that I can help out, it’s a huge community of entrepreneurs helping entrepreneurs. Anything that I can do to be helpful, please don’t hesitate to reach out.

Thanks again, everybody.

My pleasure. Thanks all.

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About Jordan Schindler

Jordan Schindler

Global Leader in HealthWear, simplifying Health and Wellness: #1 Charlotte Business Journal Fastest Growing, Deloitte Fast 500 #2 Fastest Growing Pharmaceutical Company in North America, INC. 5000 #50 Fastest Growing Company in America. EY Entrepreneur of the Year Finalist. CBJ 40 Under 40.

Developed and launched a new category of health and wellness products to 8-figure revenue and nationwide retail, including Million dollar grants from Department of Defense and Massachusetts Institute of Technology University (MIT). Products available nationwide at Walmart, Walgreens, CVS and more. Published in numerous articles from USA Today, Forbes, GQ, Esquire, CNET, Daily Mail, Golf Week and Textile World; featured speaker by NCSU, Dornbirn Global Fiber Conference, IFAI, Medtrade, Techtextil, WTIN and the Southeast Defense Summit. Inventor on U.S patent no. 61/566,707, and US Patent 9,669,012.

Nufabrx is an innovative technology company focused on controlled delivery of active ingredients (vitamin, supplement, medication) through clothing; effective delivery lasts through 15+ wash cycles. Health and wellness reimagined simply by getting dressed in the morning.

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