Selling your Amazon Product Business – Sarah Dajani Ep94


  • “What Amazon’s system rewards companies for is bringing additional traffic to the platform.”– Sarah [31:56]
  • “Ensure that you’re going after access, the right education, and the right network.”– Sarah [35:45]
  • “The more access you gain, the more understanding you’ll have of the economy that you’re entering and the more success you’ll have.”– Sarah [36:15]

How to Increase the Chances of your Amazon Business Getting Acquired

Have you been thinking of exiting your eCommerce business but don’t know where to start? Or maybe you don’t know whether your business is in the right position to attract good buyers? How about positioning your eCommerce business rightly and taking it to the next level, especially now during the eCommerce high?

In this episode of the Page One Podcast, Luke Peters interviews Sarah Dajani, the Vice President of Operations at Boosted Commerce. She’s a Phi Beta Kappa graduate from Princeton University and has a Master’s in Business Administration from Stanford University. She explains the lessons of being a good student and the value of staying connected that she learned from Princeton and Stanford.

Listen in to learn the importance of trusting the entrepreneurial process and learning as you grow, to succeed. You will also learn how companies like Boosted Commercial are changing the eCommerce business dynamic.

Key Takeaways:

  • How to achieve your set goals and excel by putting in the work and trying more than once.
  • The impact of the pandemic on eCommerce, especially on Amazon.
  • The power of having access to knowledge, people, and institution to understand the economy and find success.

Episode Timeline:

  • [3:27] Sarah explains how to trust the entrepreneurial process and learn as you grow.
  • [6:16] How she put in the work to get into Princeton and Stanford plus get a job with Bain.
  • [8:15] The lessons of being a good student and the importance of staying connected she learned from Princeton and Stanford.
  • [11:34] How Boosted Commerce buys and grows eCommerce businesses.
  • [15:39] How she works with brand managers at Boosted to grow and maintain those brands.
  • [17:56] The relationship that Boosted aims to build with eCommerce business owners during and after purchasing their businesses.
  • [20:31] The importance of positioning your eCommerce business to the next level to prepare for exit.
  • [22:44] Why the valuation of eCommerce businesses has changed over time.
  • [26:44] Understanding what Amazon will and will not become over the long term.
  • [31:27] She explains why companies like Boosted are here to grow businesses on Amazon and not chase them away.
  • [35:21] The different ways to have access to knowledge, the right education, and the right network.

Luke Peters: Thanks for joining us on the Page 1 Podcast. I’m your host, Luke Peters, CEO of NewAir Appliances. And before we get started in this interview with Sarah Dajani, we’re going to be talking all about Amazon, but before we get started, let’s just jump into my quick announcement here.

Luke Peters: We really need your help if you’re a vacation home owner for a new cause that I’m working on, you guys can learn more at, that’s, and basically we’re supporting veterans with dream vacations. So if you’re a vacation homeowner, we’ve got plenty of veterans that we can help, but we don’t have enough homeowners, and we want to kind of just kind of sync them up with you on their dream vacation for them and their family. Go ahead and contact me on LinkedIn, or head over to to learn more.

Luke Peters: So in this episode, you’re going to learn from Sarah Dajani all about Amazon. She’s working for a company called Boosted Commerce, which is acquiring these different Amazon sellers. And this is kind of a macro trend that we’re seeing in Amazon right now so we’re going to learn all about that trend, what different brands and sellers can do to better improve their odds of being acquired, and also just a little bit about her background, and then we’ll get into some of the numbers, what KPIs are looked at, and again, just kind of setting companies up that are selling on Amazon, how they can think about acquisition. But then also maybe if you’re happy with your Amazon business, you might take away some KPIs and different ways to think about your business from this conversation. So Sarah, welcome to the Page 1 Podcast. How you doing today?

Sarah Dajani: Thank you so much. I’m doing very well. How about you?

Luke Peters: Doing awesome, looking forward to this conversation. And then Sarah, before I let you kind of give a little bit more on your intro, I’ll kind of read out a few things I have here. So you went to Princeton and Stanford, two of the most… I went to Long Beach State by the way, so I barely graduated high school, so you’re about 10 years ahead of me on education. And you have a bunch of recognitions from both of those amazing universities, and you also were named consultant of the year at Bain & Company in Dubai, so it looks like you lived overseas over there. Anything else to kind of fill in your background?

Sarah Dajani: Well, thank you for that compliment. Yeah, my background kind of started out in the way you described it with Princeton and Bain & Company. I also kind of took a few years to work on my own startup first, doing some research as a Fulbright scholar in Jordan with farmers, and then building a company off of that research, that company was launched in London in the mid 2010s. And since then, I’ve been working, I’m also the CPG executives on both the marketing and Amazon side. Happy to get into more details there, but that’s kind of the high level.

Luke Peters: Okay, cool. And I know we talked a little bit off air about the company you started. Let me just ask you a question. So right now you’re obviously helping grow other businesses within the framework of these companies, what is the biggest thing you learned from your entrepreneurial journey, those couple of years, your biggest takeaway that you got from that?

Sarah Dajani: My biggest takeaway was that when I started out my business, I thought in order to succeed I needed to know everything. And what I realized was that actually, if you’ve got a good idea of your starting point, your capacity and capability to learn and figure things out as you grow is tremendous. That was really my biggest [inaudible 00:03:54], it was kind of a believe in yourself moment.

Luke Peters: Yeah. I love that takeaway. Also, maybe kind of what you meant by that also is sometimes we want to have everything right and perfect before we start a project, and I think I heard what you just said was, “Hey, sometimes you just have to… You got to get started on it.” We can’t over plan it and overthink it because we may never get to that perfect moment. So I think that’s also a good lesson from that comment as well.

Sarah Dajani: Yeah, that’s totally right in that. And you mentioned some of the schools that I’ve attended, I’d say a big drawback actually is attending those schools, there are many pluses, but a big drawback is you are taught how to be an excellent student. And an excellent student is the type of person who learns all of the facts before the exam, is 100% prepared in order to get that a or that 100% on the exam. And that’s not the way the real world works. If you continue to operate in that way, getting all of your ducks in a row before you actually execute anything, you may never get anything done. So that would be actually a big kind of framework and a thinking that I have to deconstruct as an entrepreneur.

Luke Peters: Yeah. You know what, it’s so true and I haven’t heard anybody actually say that. So I’m really glad you said that. I just want to say it just because I actually never went to one of those schools, out of jealousy, but it’s actually so true. At the same time, once you put those pieces together and are able to kind of jump forward, taking that leap of faith, you will have the big advantage of then being able to know how to properly prepare. So I think they go hand in hand, but yeah, it’s a good point. Hey, before we get into Boosted and what you’re doing there, you went to some great universities, it looks like you… Did you grow up in the States or did you grow up overseas?

Sarah Dajani: Yeah, I grew up in Florida, I grew up my whole life on a small island in Florida.

Luke Peters: Oh, wow. That’s awesome. Okay. So then what do you think was in your background kind of most contributed to your success and being able to go to these great schools and work for a company like Bain, which is really, really hard to get into?

Sarah Dajani: Yeah. I think growing up in Florida, I had a really lovely childhood, I was lucky enough to attend a good school, but it wasn’t one of those theater schools, it was very clear to me from a young age that if I wanted to get out of Florida, I had to work extra hard to distinguish myself. And so, it became clear to me that in order to even consider going to a good school, I had to overachieve in every single subject area that I worked in. And so, that was something that stayed with me for my whole life was that if you’re going to try to aim for one thing, well, you better aim for 100 things because you might only get that one thing.

Sarah Dajani: And that’s what happened. I mean, I applied to more than 20 colleges, and then with Bain, oh man, you should see the list of companies that I applied to. It was a hustle, and I actually, my junior year of college I got rejected from Bain for an internship. And it wasn’t until I took another go at it the following year, and I spent that full year preparing, that I managed to get it. And so it was just about really just putting in a lot of work to try to get my chances up.

Luke Peters: Yeah. That makes a lot of sense, and a good example. And what do you think your biggest takeaway… So you kind of talked about great universities, but also they can make you kind of over-prepare and maybe that’s not the best for entrepreneurship, but I’m sure there’s a lot of good things you learned as well. So what do you think, if you’re able to boil it down, what’s your biggest takeaway either from your MBA at Stanford or from Princeton? Kind of your biggest thing that’s kind of helped you continue to be successful in life, I guess.

Sarah Dajani: Yeah. I think it was different for each institution and because they were different degrees. So I’ll talk first about Princeton. Princeton, my biggest takeaway from being at Princeton was the importance of truly understanding the subject matter that you’re going to try to master. So it was about doing your homework. I mean, if this does get back to that idea of being a good student and to your point, the importance of actually knowing how to be a good student, even if you don’t need to do that when you’re an entrepreneur.

Sarah Dajani: But I was around these classmates who, if I made any sort of claim about, let say I was in history class, if I made any sort of claim about Japan’s history and tried to build an argument off that, there were at least five people in that class who would fact check me and it was relentless. And so what it really taught me is like, “Look, if you’re going to try to actually put a stake in the ground, or do something, you better know what you’re talking about.” So there’s this importance of not sort of bloviating about things, really being studied in what you’re trying to talk about.

Sarah Dajani: And at Stanford, it was a different lesson. It was more of a real-world lesson, which was to some people it might seem a little bit cynical, but it was a lesson about the importance of being well-connected. And what I mean by that is MBAs, a lot of MBA programs are about building your network so that you hear about the opportunities when they’re still new, so that you understand at a higher level what dynamics are happening in your industry, so that you stay connected to those really smart people who know things that you may not have the time to learn yourself. And that was something that was very, very clear to me at Stanford, those networks, those connections can determine a lot of success for people.

Luke Peters: Yeah, no, that’s so true. So true. That’s what LinkedIn is for, but really, really true. And what I like about from Princeton, also kind of what I heard you say there is also just being really open-minded, which I think is so important in business. If we have a preconceived idea, and we think, and know something’s right, and we’re really rigid about that, we can be wrong quite a bit, and it can penalize us. So yeah, those are great lessons.

Luke Peters: Why don’t we jump into Boosted Commerce? Today, again, for all the listeners, we’re going to talk about Amazon, but a really new concept really about aggregators, I guess, is how I would term it, you might have a different name for it, but these are larger institutions that are buying up successful Amazon seller businesses. It seems to be a big macro trend right now. It’s a really interesting one to me. And kind of with that, tell us a little bit about Boosted Commerce.

Sarah Dajani: Yeah, sure. So Boosted Commerce is a company that buys e-commerce businesses, and we grow them. We view ourselves as being world-class e-commerce operators, and we really look to own what we call Fifth Avenue digital real estate. And one way to think about that sort of is, if you’re thinking like, “Oh, well, that all sounds good, but it’s a bunch of words, doesn’t make a whole lot of sense to me.” One way to think about it is like this, in the past almost all shoppers had to go into a store to purchase something. So if you walked into your local Walmart and you looked at the shelf, the products that you see were owned by the CPG conglomerates, Procter & Gamble, Nestlé, Unilever, who really own the positions on the physical shelf, and owning those positions on a physical shell meant that they got all the eyes. So anyone who walked into the store looked at their brands. And that was how they secured their dominance as brand owners.

Sarah Dajani: And as we’ve seen in the past decade or two, that’s really started to change. And Amazon is one platform that best exemplifies that, which is, there’s no physical store where you need to make sure foot traffic goes to your shelf, there is the digital shelf, and there is a search algorithm. And so the people, the brands, the companies that really win in those spaces are the companies that understand how to get impression, what we’d call in the Amazon world, glance views, on your product. And when you’re able to figure out how to do that, and it’s partly search algorithm, SEO optimization, or partly using the right ad tools, digital marketing tools, but once you’re able to do that, well, then you own the digital shelf. And all of a sudden, you become a serious contender against the heavyweights like the Procter & Gambles of the world.

Luke Peters: I really love how you introduce that. It’s funny, because going back, it’s probably about 10 years, Amazon wrote a book, it was called The Zero Moment of Truth. Really just… I’m sorry. Google wrote a book called The Zero Moment of Truth. It was a free giveaway they would give to some of their bigger partners, and just the agency that we were working through at the time, I went to some events, I think this was over at their office, the Google office in Chicago, and they handed out the book.

Luke Peters: And it was really interesting because it talks about the Procter & Gamble and the first moment of truth, which they termed was when the shopper was in the store and they saw the box on the isle, and they call it the first moment of truth. And then I think the second moment was after they used it and they told a friend. And now Google saying, now there’s a zero moment of truth, this is when they find you online before they even go into the store. So it really kind of lines up good with what you’re talking about, except it’s gone from Google to Amazon now really quickly.

Sarah Dajani: Right, yeah. That’s so clever. Yeah, that terminology, first moment of truth, second moment of truth, that is the terminology that the big brands use, and they use it all the time with their brand managers and everything, they’re using it all the time [inaudible 00:15:05] “What’s going to happen at our second moment of truth?” And that’s how they talk about brands, and they talk about growth. So it sounds like Google had some insider knowledge there when they were writing that book.

Luke Peters: Yeah. I found it really interesting and I had never had any of that training so I’m reading this going, “Well, duh, this is common sense.” And it made immediate common sense to me.

Sarah Dajani: Mm-hmm (affirmative).

Luke Peters: Okay, great. Well, that’s really interesting about Boosted. And then tell us, what you do over at Boosted. Results, maybe are you graded on, or how does your day-to-day look?

Sarah Dajani: Right, yeah. So I run a team of brand managers and each brand manager has their brands that they own. And I work with them on a day-to-day basis to maintain and grow those brands. And that involves a whole set of initiatives which ultimately becomes our secret sauce, but what we really look for is growth, and growth metrics happen at the revenue level, the profitability level, the brand awareness level. Those are sort of the things that we keep in mind every single day as we’re implementing those initiatives.

Luke Peters: And these are for the most part, all seller central and marketplace brands that your brand managers are then running below you?

Sarah Dajani: Yeah.

Luke Peters: That’s so interesting. And do you use any type of organizational tools within Boosted that you’re able to talk about, or is it proprietary? But I’m thinking how are you kind of aggregating all of the KPIs or results and maybe creating dashboards? Is it an ERP or just on Excel spreadsheets?

Sarah Dajani: Yeah, so that is private information, it’s part of what makes us tick, but I will say that you’re one of the first people to ask me that kind of question. And it’s so interesting because it’s one of the core things that drives success, is really understanding your data, where it comes from, knowing how to use that data. So it is something that’s very important to our operations. Yeah.

Luke Peters: That’s great. Now let’s think about… And again, you’re on the ops side really kind of in a way kind of the sales side, how I would look at it, but you’re helping run these accounts and get results, but before they come into Boosted they have to be purchased, they have to show up on the radar as being a good product or a good brand that you guys would want to acquire. What should these entrepreneurs, right now who are running these, what should they do to maybe get their company noticed from a buyer like Boosted, how can they stand out?

Sarah Dajani: Yeah, sure. Well, I mean, just at a high level, what we offer is both for Amazon and Shopify business sellers, basically a roughly 45 day closing process with a commitment to fair market value offers, and really what we pride ourselves on is very transparent negotiations. So the way I think about it for FBA sellers is you’ve been probably hustling for four or five years to build these incredible businesses. And not until recently, have you really had a great exit opportunity.

Sarah Dajani: And so I would think about Boosted as your partners in that exit opportunity. And I use the word partners very deliberately because we look at taking profitable brands and growing them significantly from that base. And so, we’re really looking for sellers who have not only achieved product market fit and are showing some traction on the profitability side, but we’re also looking to support sellers in their journey after sales. And lots of times you have serial entrepreneurs who come in and sell, or people who want to go back to school and learn something. And we offer support in a lot of different areas there for those sellers.

Sarah Dajani: So we kind of look at ourselves as someone who’s going to be going back to this point that I made about networks, actually, somebody, we’re going to be part of your network and you’re going to be part of our network, and it’s really a relationship that’s meant to last for a long time.

Luke Peters: Yeah, that is awesome. And especially the 45 day closing, for any of these brands that haven’t gone through an acquisition process, that is a big advantage and a really nice thing to offer. Are you able to say any more about… Obviously you guys probably have some proprietary formula that says, “Hey, this one passes the grade. We want to go further, and this one doesn’t.” But besides size and profitability, is there anything else you can talk about, are there certain… I guess what I want to frame it up in is what would be helpful for an operator right now? What should they be doing? Should they just focus on getting their margins to a certain level? Should they get into categories that are less competitive? Anything else you can kind of share on that side?

Sarah Dajani: I think the way that I would think about it, you’re right, we do have, it’s kind of a formula where there are a bunch of different factors we look at independently and we sort of put them together to assess businesses. But I would say, if you’re an operator right now and you’re like, “Okay, I want to prepare my business for sale.” I think what you need to really put your mind, and it differs so much for each business, but I think you’d want to put your mind in to just start having the conversations now with Boosted, I wouldn’t worry about doing things that you might feel like, “Oh, this is going to be a huge capital outlay for me, it’s going to be really expensive for me to do this.” Or like, “I need to launch a whole bunch of products and use up all of my working capital to do that.”

Sarah Dajani: No, I wouldn’t look at it like that at all. We have a full understanding that sellers who come to us are looking for a company that has that size and that capital available to really take their brand to the next level. So I would just try to sort of position your brand as best as possible for it to start getting taken to that next level. And that might mean if you’re selling skincare that might mean really making sure that you’re paying attention to your customer service, and making sure your repeat rates are great, and that people are really beginning to build brand loyalty for your products. And it might be different for other businesses, but that would be the sort of higher level advice I would give on that.

Luke Peters: Yeah, that’s great. And then, what can they expect? Let’s talk about multiples, and of course a lot of this is proprietary, but in general terms, maybe at the industry level, what types of multiples and what kind of a multiple, is it a cashflow, an SDE, and EBITDA multiple? A lot of these companies probably don’t have really sophisticated financials, I’m guessing, some of them might. But it would be interesting to kind of hear your thoughts on that side.

Sarah Dajani: Yeah. So yeah, you’re totally right, I can’t talk about the specifics on multiples from Boosted’s perspective, but I will talk a little bit about how I’ve seen it coming form more the standard CPG arena to this e-commerce area. So historically, usually companies like Procter & Gamble or General Mills, et cetera, would buy companies off of a revenue based multiple.

Sarah Dajani: And that was something that was very typically done in the CPG area, and what we’ve seen is that that has started to change a lot. And there aren’t clear reasons for that necessarily, but some of the ways people have been thinking about it is that the revenue multiple previously incentivize companies to grow unprofitably. And then what acquirers were finding was that, “Well, after we acquire these businesses, we actually have a hard time getting them to profitability because they’ve been selling things at such low prices that’s what’s the driving volume, and once we bring them in, we can’t get the prices to a place where they need to be to create a profitable business.”

Sarah Dajani: So that all kind of precipitated a change in the CPG industry on how businesses are evaluated. And now what we’re seeing more and more of is valuations on EBITDA multiples. And so, that’s what we’re seeing as well in our industry, and I think it’s pretty standard at this point specifically for SBA and Shopify businesses.

Luke Peters: Cool. And thanks for that. And I’ll say this, I know you’re not saying it, I’ve seen kind of in this consolidator industry, EBITDA multiples of, I think, around 4x or so, and for a lot… And I think it started out about three… And of course I’m not on the inside here, Sarah, so you don’t have to comment on this, but I’ve seen that. But I think what’s kind of nice for sellers to think about is a lot of times that’ll be paid out at… And there’s probably still hold over of some earn-out, but a lot of times it’s paid out as capital gains, and all in one lump sum.

Luke Peters: And even though it only seems like, well, you’re only capturing three or four years of work, it actually ends up being a lot more because when you’re an operator, and you’re paying ordinary income on a lot of this, and you’re also having to reinvest a lot of proceeds, you’re never actually able to pull out that much cash, I think that’s what a lot of people, especially non-business owners, don’t realize. I mean, you’re having to reinvest that back in your business. So you’re really pulling forward a lot more than three or four years kind of when you look at how a transaction like that can can come out. And that I think is specifically, in that valuation, I think is just what I’ve read and talked to people specific to the Amazon space and this new consolidation happening.

Luke Peters: So it’s pretty interesting. Again, you guys might be in a different area, but that’s kind of a general number that I’ve heard. And there’s a lot of ways that I think people should look at it, not just simply as, “Well, that’s only three years. Why not work three more years or four more years?” There’s a lot more to it. So that’s an interesting way to think about it. What do you think is the future of Amazon now? And I’ll ask this in a couple of different ways. I mean, first, let’s just talk about Amazon itself. I mean, they’re just a beast, as everybody knows, and they’re just taking more and more and more market share. I mean, it doesn’t seem like anybody is positioned to stop them, or push back on them, or even challenge them. Is that kind of the same way that you guys see it on your end?

Sarah Dajani: Yeah. Now I’m speaking sort of as Sarah and not as Sarah from Boosted Commerce, but I do see that. I mean, there are a couple of courses happening. One is that kind of the devastation that COVID brought to the world, both on a health scale and also on an economic scale, shifted a lot of people’s purchasing to e-commerce. So everyone knows this story already, e-commerce over the past year has grown at a much faster [inaudible 00:27:20] than previous years because of what the pandemic has done to shopper habits. So [inaudible 00:27:27] in that way you see Amazon growing incredibly quickly and getting bigger and bigger.

Sarah Dajani: At the same time, I am starting to see this kind of specialization start to take place where, for example, Amazon’s had a hard time getting luxury brands on the platform. And some specialized e-com retailers, like Sephora, for example, have done a great job of maintaining their presence in e-commerce, they’ve really prioritized e-commerce in that way and taken a little bit of the impressions and that web traffic away from Amazon.

Sarah Dajani: I would say, at a high level, what is Amazon’s future, where is it going? I wouldn’t be so bold as to assume that I know, but I would say that there is going to be a need for brands and companies on Amazon to really assert the strengths of their brand, the quality of their products to redouble down on the investment they’ve made in their customers and the trust that they’ve built with their customers, in order for those brands to maintain relevancy on Amazon.

Sarah Dajani: Beyond that Amazon will continue, I believe, to be the go-to platform for those products that you simply can’t find anywhere else, or you don’t want to spend four days searching for, a replacement piece for something that broke at home, you’re not going to necessarily go out to four different home improvement stores to try to track it down, you might just do a quick search on Amazon and buy it there. So those are a few of the ways that I see it shaking out over the long term.

Luke Peters: Yeah, that’s really interesting. And it is actually healthy. I think you brought this up, for example, hopefully that there’s more of that. I think it’s good to have that kind of diversity of different retailers that are out there. I know Wayfair is doing great, Home Depot is doing great, those are huge companies. But it seems like a lot of smaller ones have been crushed and we saw the same thing in brick and mortar with Walmart. So it’ll be hopefully that these companies find a way. And I think you’re right for luxury and other categories that consumers do want a different experience sometimes.

Luke Peters: What about for actual businesses? So going back, let’s say 10 years ago, it was pretty easy to rank online, weren’t a lot of major players, Google kind of allowed for a lot of different websites to sell and be strong retailers. Then all of a sudden the big companies woke up, Home Depot, Walmart, Target, et cetera, they built their marketing departments and they started crushing a lot of smaller companies, they have the dollars to pay for the larger… And then they also started paying a lot more on the paid advertising side, and those conversion rates dropped and ROAS dropped over time. And then of course Amazon came in as well. So what happened was there was just a ton of consolidation align.

Luke Peters: Do you see the same thing happening on Amazon? Do you see a future where in five or 10 years there actually isn’t tens and hundreds of thousands of sellers, there’s a lot less because these aggregators came in with better business models and kind of ended up dominating that space?

Sarah Dajani: Well, I would say I certainly hope not. I really certainly hope not. I think that if anything, we’re just introducing more players to the pie, and in many ways, hopefully just growing that pie. A lot of what companies on Amazon care about is making sure that they build up, as I mentioned before, a real brand presence. And what that does and what Amazon’s system rewards companies for is bringing additional traffic to the platform. And so, I would say it would be a tremendous shame if there was consolidation at the product level, and I think Amazon is working in many ways against that as are others, frankly. We want the pie to grow, we don’t want the pie to stay stagnant and get split up against the smaller and smaller number of players.

Sarah Dajani: There are a few things that will guard against that. I think one thing that will guard against that is just the exact dynamic of where digital shelf. But when you have a page that has X number of results, unless somebody comes in and decides to own every single one of the brands on those pages, also, that’s quite a feat if someone can do that, but it’s unlikely. Then you’re going to always be able to see a diversity of products there. And again, Amazon’s algorithm works to exactly allow for that, allow for a frictionless marketplace where sellers can constantly come on board and sell their products and the best product [inaudible 00:33:16]. So I would hope, and I think this is true for everyone, that we’re growing the pie, we’re not just splitting it up amongst a fewer number of players.

Luke Peters: Yeah. Actually, that’s a great example because there are so many different brands competing. You’re right, it’d be really hard for larger aggregators to buy all of those up and they keep changing on Amazon it seems, I mean, everything is so dynamic…

Sarah Dajani: It’s so true. And I’ll even give you an… I worked at a brand owned by Procter & Gamble, and now one of the brands that I have that we work with at Boosted is a really credible threat to Procter & Gamble on a few keywords that they compete on. And this is a tiny brand, this is like David and Goliath. And so, yes, we own that brand now, and we’re an aggregator, but the scale is just much smaller than a Procter & Gamble scale. And yet, there it is competing on page one of search results. And that, for me, the proof is in the pudding there.

Luke Peters: Yeah. Well, that is a really good example. And then, yeah, maybe Boosted could really do well on that one if P&G comes calling for it. So maybe that’s the ultimate play down the road, but yeah, that is a cool example there. Thanks for that one.

Luke Peters: Hey, Sarah, before I let you leave, this is a little bit of a different question, but look, you quickly kind of grew your career, have had a lot of opportunities, right now, a lot of kids, and I just say this, I have college aged kids, and some of them who are graduating, it’s been a tough transition because with COVID, the job market got hurt for the kids who were graduating then, and now there’s another whole group of kids graduating this summer into it. What is kind of your advice for up and coming leaders, just from your experience, maybe finishing up this podcast, what would you want to leave them with?

Sarah Dajani: Yeah. I’ll leave them with one word and I think that word is access. And access boils down to a few things. It boils down to access to knowledge, access to people, and access to institutions. And I think it’s incredibly important, especially with the dynamics of our economy in the US, to ensure that you’re going after access to the right education institution and the right network. And the way to do that, it can be a lot of different ways, it can be through the college that you’re applying to, it can be through your parents friends, it can be through just a stellar set of books that you pour over every night. Whatever your method of doing it, keep in mind the idea of access because the more access you gain, the more understanding you’ll have of the economy that you’re entering, and the more success you’ll have as a result of that.

Luke Peters: Well, that’s great advice. And Sarah, how can people learn about you or learn about Boosted? Is LinkedIn the best spot, or where else you want to direct them to?

Sarah Dajani: Yeah. Feel free to go to if you’d like to learn more about Boosted. If you’re a seller, I encourage you to check out our sellers circle program there. And if you’d like to reach out to me directly, feel free, my email is Sarah, with an h,

Luke Peters: Awesome. And we’ll have that in the show notes. And again, I want to thank everybody for joining us. Hope you all enjoyed the interview today. Truly appreciate your reviews and hope you join us on the next interview.

Sarah Dajani: Thank you.

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