I recently went one-on-one with Eric Malka, co-founder of The Art of Shaving. Eric is the founder and Executive Director of Strategic Brand Investments and the author of On the Razor’s Edge: The Story of The Art of Shaving.

Adam:  How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?

Eric: My journey began in 1985 when I dropped out of college and took a Greyhound bus from Canada to New York City. I was 17 years old, arriving as an undocumented immigrant with only $100 in my pocket and a relentless drive to prove myself. I had no safety net, but I believed deeply in the idea that there was a better life waiting for me if I could just find a way to make it happen.

Fast forward 24 years, my company, The Art of Shaving (TAOS), was acquired by Gillette/P&G. But that wasn’t my first success—or failure. TAOS was my fourth startup. The first two ventures did well, but the third one completely wiped me out financially. I lost everything. However, it’s those failures that taught me the most invaluable lessons, lessons I carried with me when we started TAOS two years later.

We bootstrapped our way into business—my wife Myriam and I sold our car for $12,000 to open our first store on East 62nd Street in New York City. We sold third-party brands on consignment to minimize risk. Twelve years later, when we were acquired, we had over 50 stores in the pipeline, 1,000 wholesale distribution doors worldwide, and 250 proprietary products under our brand. Looking back, twelve years to build a globally recognized brand seems fast, but at the time, it felt like an eternity.

I’ve experienced two major business failures—one early in my career and one more recent. Both gave me crucial insights into the pitfalls to avoid as an entrepreneur. The biggest lessons were: don’t try to scale too quickly and don’t deploy too much capital before you’ve truly validated your business model.

More recently, I’ve learned to embrace discomfort. Growth, whether in business or in life, often requires you to be uncomfortable, to stretch beyond what feels safe or familiar. If I hadn’t pushed myself out of my comfort zone over and over, I wouldn’t have reached the level of success I have today.

Adam: How did you come up with your business idea? What advice do you have for others on how to come up with great ideas?

Eric: When Myriam and I moved to New York City in 1995, I took a job with a distributor that sold British personal care brands, including fragrances and men’s grooming products. The idea for The Art of Shaving literally came from personal pain—I was constantly dealing with razor burn and skin irritation from shaving. At work, we sold shaving brushes and high-quality shaving creams, so I began using those, but it still wasn’t enough. One day, Myriam, who has a background in skincare, blended natural oils for me to apply before shaving cream, and it made a huge difference. That was our lightbulb moment. We realized that shaving could be transformed from a painful chore into a luxurious, enjoyable ritual.

At that point, we saw a gap in the U.S. men’s grooming market and decided to fill it. As part of my job, I frequently traveled to London, where I saw brands that operated men’s grooming shops offering barber services in places like Mayfair. It struck me that a concept like that would work in New York City—no one had done it yet, and we could be the first.

When it comes to generating business ideas, I tell people to look for everyday problems. What annoys you? What makes you say, "There has to be a better way"? If it bothers you, chances are, it bothers others too. Solving a real problem, especially one you personally care about is where the magic happens.

But I always remind entrepreneurs that an idea alone isn’t the key to success—it’s the execution that truly matters. You need to think beyond the product or service and consider your brand as a whole. What’s the emotional experience you’re creating for the customer? How do you want people to feel when they engage with your brand? That emotional connection is crucial.

The Art of Shaving wasn’t a completely novel idea. Men’s grooming shops have been around in London since the 1800s. What we did was take an antiquated concept, adapt it for the U.S. market, and deliver it with excellence in a way that resonated deeply with American consumers. Execution, not the idea itself, is what makes the difference between success and failure.

Adam: How did you know your business idea was worth pursuing? What advice do you have on how to best test a business idea?

Eric: After Myriam and I came up with the idea to open a small shop in New York City, specializing in luxury men’s shaving products and accessories, we sought feedback from three people in our network. Each one, for different reasons, told us it was a bad idea to open a retail store to sell shaving cream. But we believed in the concept, so we decided to move forward anyway. We signed the lease on 62nd Street and opened for business on October 6, 1996.

Looking back, it was more of a leap of faith than a huge risk—at that stage in our careers, we didn’t have much to lose. The turning point came when customers started giving us immediate, positive feedback. In December 1996, just two months after opening, we generated $37,000 in sales. It wasn’t much but it felt like we had struck oil, and we immediately began thinking about opening a second location on Madison Avenue.

But the real breakthrough came in March 1997, when The New York Times published a feature article about our little company in the Sunday paper. Overnight, our sales exploded—we started selling in a day what we used to sell in a month. I quit my job at that point and went all-in on The Art of Shaving, and I’ve never looked back.

What made the difference wasn’t just the products—it was the idea of turning a simple, everyday ritual into something luxurious. That early validation from customers was crucial in showing us we were on the right path.

For anyone testing a business idea, my two biggest pieces of advice are:

Don’t overthink it. It’s more valuable to start when you’re ready than to wait until conditions are perfect. The key is to get started, because that’s what sets everything into motion. You can always improve as you learn more about your customers and refine your product. Get your idea in front of real customers, whether through a small store or an online test. Listen to their feedback, adapt, and adjust based on what works. Our store was like a daily lab where we constantly evolved based on customer input. That’s how you know an idea is worth pursuing—when the excitement comes not just from you, but from your customers.

Think big, but start small. Having a big vision gives you enthusiasm and direction, but starting small allows you to learn and improve along the way. We began with one store and the idea that we could change the way men viewed shaving, but we started small enough to adapt quickly and grow steadily.

Adam: What are the key steps you have taken to grow your business? What advice do you have for others on how to take their businesses to the next level?

Eric: Successful organizations are those that focus intensely on selling and marketing their products and services. All other company functions should support these efforts. At the top of the pyramid is the customer. At The Art of Shaving, we built a robust sales and marketing organization aimed at wowing one customer at a time. Even in the digital and AI age, being a good shopkeeper at heart is essential.

Before scaling your business, make sure your business model is working well. This means understanding your process for acquiring and retaining customers. You need to know what works and why it works.

Building a strong brand identity was key to growing The Art of Shaving. We didn't just sell products; we sold an experience. Our stores were designed to be immersive, offering education, luxury, and expertise in men's grooming. We expanded strategically, first establishing our brand in high-end department stores like Neiman Marcus before scaling up. We knew that maintaining our premium image and quality was crucial as we grew.

For those looking to take their business to the next level, focus on strategy. Scaling too quickly without a solid foundation can be disastrous. Ensure your systems—customer service, supply chain, brand consistency—are strong. Also, remember that growth isn't just about expansion; it's about deepening the connection with your customers. Continuously enhance their experience, and make sure you're adding value at every touchpoint.

Adam: How does your experience with Strategic Brand Investments (SBI) tie into your growth as an entrepreneur?

Eric: After selling The Art of Shaving, I wanted to take the lessons I'd learned throughout my career and help others achieve success. That’s how Strategic Brand Investments (SBI) came about and also why I wrote my book “On the Razor’s Edge”. At SBI, we focus on investing in emerging brands that align with our values of innovation and quality, especially in the natural health, beauty, and wellness spaces. But it’s not just about providing capital—we bring real-world experience and guidance to the table.

We evaluate entrepreneurs based on their grit, coachability, and vision. We don’t just invest in companies—we partner with entrepreneurs to build something truly remarkable. My personal philosophy of "crawl, walk, run, fly" is essential here. We start slow, learn, and adjust as we go, before scaling up. This patience and strategic approach are critical to building long-term, sustainable success.

The statistics speak for themselves: only 0.72% of startups will achieve $10 million in sales within six years, and 70% of businesses won’t make it past the 10-year mark. With odds like these, we believe our hands-on support can help tip the scales in favor of our portfolio companies.

At SBI, our goal is to do well for ourselves while doing good for others. By aligning with entrepreneurs who share our values, we’re able to create lasting impact while building successful businesses.

Adam: What are your best sales and marketing tips?

Eric:  Start by creating a company culture that is obsessive about its customers. Always prioritize your customers’ interests ahead of your company’s. This mindset should be at the core of everything you do.

Build strong sales and marketing teams focused on acquiring and retaining customers profitably. Make sure your staff is well-trained and aligned with your company’s purpose. Establish a clear process for how you acquire new customers and retain existing ones.

Nail the basics first. Before going above and beyond for customers, make sure you’re doing the essentials better than anyone else. For instance, if you're an online retailer, ensure your unboxing experience is exceptional, with a unique twist. Be quick, courteous, and hassle-free with customer service. 

We focus on two critical moments of truth in the customer experience. The first is when prospective consumers come into contact with your brand—this means your brand design, packaging, messaging, and merchandising need to be spot-on. The second moment of truth is when the customer interacts with your product at home. The quality of the product itself is crucial to retaining customers, which is key to long-term success.

One of the most important marketing strategies is building an emotional connection with your customers. People don’t just buy products—they buy into stories and experiences. We transformed shaving into a luxurious ritual that men could look forward to. That emotional connection creates loyalty.

Storytelling is also crucial. Share your journey, your "why." Be transparent about your brand’s purpose and values because authenticity resonates with customers. At The Art of Shaving, Myriam and I always highlighted our personal journey in developing the brand, and that story connected with people.

Finally, customer feedback is invaluable. Your customers are your best marketers. Listen to them, learn from them, and integrate their insights into your messaging. Their experiences and testimonials will become your strongest selling points.

Adam: What are the defining qualities of an effective leader, and how can leaders take their leadership skills to the next level?

Eric:  I believe that an effective leader is someone who can cast a vision, empower a team, and create a culture that fosters growth and resilience. Leadership isn’t just about steering the ship; it’s about giving others the tools, the trust, and the inspiration to push the company forward, even in uncharted waters.

First, vision is everything. It’s your job to define a clear, compelling future that excites people inside and outside the organization. This vision needs to provide purpose and direction so everyone understands not just where the business is going, but why it matters. Reinforcing this vision constantly is key to making it resonate with the team at every level.

Second, a leader must delegate. You’re there to work on the business, not get stuck in the weeds of daily tasks. Delegation is how you scale. It’s about empowering your team by trusting them to take ownership. When you let go, you give others the chance to step up, take initiative, and thrive in their roles, which allows you to focus on strategy, growth, and reinforcing that bigger picture.

Building a strong management team is another cornerstone of great leadership. It’s about attracting top talent, but also giving them the tools and support to succeed. You need to create an environment where your team can collaborate, innovate, and grow. When your leadership team is strong, it elevates the entire organization.

Culture, too, is essential. It’s the backbone of every decision, action, and interaction in the company. As the leader, you set the tone. Your job is to embody the values you want to see reflected throughout your organization. A strong culture is one where people feel valued, motivated, and aligned with the company’s mission.

Of course, leadership also demands accountability. Running the business on data is critical—you need to know your numbers to make informed decisions. But it’s also about creating systems where people understand their roles, are responsible for results, and know what success looks like. This creates a culture of ownership and achievement.

And when challenges arise, staying calm is paramount. A leader who can maintain composure under pressure breeds confidence in their team. That calm resilience becomes contagious, and it helps turn obstacles into opportunities for growth.

Effective leaders are also resilient and adaptable. You have to be ready to pivot when the situation demands it. In today’s fast-moving world, flexibility is essential to staying relevant and competitive. A great leader embraces change and leads their team confidently through uncertainty.

An effective leader is coachable and constantly learning. No one knows everything, and the best leaders are those who remain open to feedback—from their teams, customers, and mentors. Leadership is a journey of continuous improvement, and being humble enough to learn along the way is crucial.

Emotional intelligence is just as important. A great leader understands and manages their emotions, while also being attuned to the feelings of others. Empathy, listening, and emotional awareness are what build trust and create a positive work environment.

And, lastly, a good leader stays close to the ground. You can’t lose touch with what’s happening in your business at all levels. The more in tune you are with the day-to-day operations, the better you’re equipped to make informed decisions and lead with impact.

Adam: What advice do you have for building, leading, and managing teams?

Eric: Building a great team starts with hiring people who align with your values and share your vision. At The Art of Shaving, we were very deliberate about bringing on individuals who believed in what we were creating. Once you have the right people, it’s crucial to trust them to do their jobs without micromanaging, as that only stifles creativity and motivation.

Clear communication is also fundamental. Your team should feel empowered to share their ideas and provide feedback openly. As a leader, you set the tone for the company culture. If you are passionate and customer-focused, your team will reflect that energy.

I believe in an inverted pyramid management structure, where those on the front lines—sales and customer service teams—are at the top, and the leadership team supports them from the bottom. I hire the best talent I can find, set clear expectations, and focus on providing the support and coaching they need to thrive.

Adam: Any last thoughts you’d like to share with aspiring entrepreneurs?

Eric: Success isn’t about shortcuts or quick wins. It’s about grit, patience, and thoughtful execution. Timing plays a role, but what matters most is what you do with the opportunities you’re given. Be prepared to face challenges head-on, and when the right moment comes, be ready to seize it. At the end of the day, execution is what sets your company apart from the competition and therefore making your team your main competitive advantage.

And remember, health is wealth. Mental and physical wellness will not only make you a better entrepreneur but also allow you to enjoy the success you’ve worked so hard for.


Adam Mendler is an entrepreneur, writer, speaker, educator, and nationally recognized authority on leadership. Adam is the creator and host of the business and leadership podcast Thirty Minute Mentors, where he goes one-on-one with America's most successful people - Fortune 500 CEOs, founders of household name companies, Hall of Fame and Olympic gold medal-winning athletes, political and military leaders - for intimate half-hour conversations each week. A top leadership speaker, Adam draws upon his insights building and leading businesses and interviewing hundreds of America's top leaders as a top keynote speaker to businesses, universities, and non-profit organizations. Adam has written extensively on leadership and related topics, having authored over 70 articles published in major media outlets including Forbes, Inc. and HuffPost, and has conducted more than 500 one on one interviews with America’s top leaders through his collective media projects. Adam teaches graduate-level courses on leadership at UCLA and is an advisor to numerous companies and leaders. A Los Angeles native, Adam is a lifelong Angels fan and an avid backgammon player.

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