up the business’ US venture, about what the future holds for Who Gives A Crap, as well as lessons learned operating two brands across two markets. Inside Retail: Who Gives A Crap operates across a number of countries now. Can you tell me a bit about how the Australian and United States regions differ in terms of how customers’ shop? Did the logistical challenges of operating in Australia prepare you for the size of the US market? Danny Alexander: They’re more similar than they are different. One major difference is the amount of options customers have in the US. It makes marketing more expensive, and it means they can expect more of the companies they buy from. But we like the challenge, and think our brand will resonate with their expectations. IR: We’ve seen consumer behaviour change rapidly during and after the pandemic. Looking ahead, what are the major consumer trends that are on your radar, and how is Who Gives A Crap preparing for them? DA: What we’ve seen, particularly after the pandemic, is the rise of purpose-led businesses.  There’s now significant demand for companies to make a positive impact in the work they are doing. The success we’ve experienced, and continue to see, in our business model shows that people are supporting ethical choices with the products they buy, and they want to help make the world a better place. Looking ahead, it’s not just sustainable products that consumers are interested in, but an entirely sustainable supply chain. In line with this, we’re continuing to look into new ways to utilise renewable energy throughout our business operations, product supply chain and logistics system. This includes the implementation of electric delivery vehicles and solar panels on our warehouse roof in Melbourne, Australia. IR: Who Gives A Crap has had a meteoric journey over the last few years, and now you’re tasked with taking that opportunity and running with it. Can you walk me through some of the key technologies that the company is investing in right now? DA: Some of the investments we’re making will be visible to customers – we’ve launched a second brand, we’re working on new products, and we’re diversifying our marketing to reach an even greater audience.  Some of the investments are less noticeable but just as important – we’re building a new ERP and re-architecting our web experience to make it easier for us and our customers to manage. IR: What has the journey of launching Good Time been like? What are the plans for the brand in the next few years? DA: We launched Good Time after learning that approximately eight million tonnes of plastic pollution is finding its way into oceans every day. At the same time, the world is producing 300 million tonnes of new plastic each year.  In creating Good Time, we wanted to eliminate all the nasty stuff in shower products and make them plastic free. Just like its sister brand, Good Time is good for others because 50 per cent of profits are donated to clean water initiatives, resulting in purpose-based products that are good for people and the planet. In the next few years we hope to expand it even further — continuing to remove plastic from bathrooms and delight our customers in new ways.  And, of course, there’s always the question of whether (and when) to launch a third brand, so you may see more on this front. IR: Can you share some of the biggest lessons you’ve learned so far? What are the goals or milestones that you are still striving to achieve? DA: Sure, in terms of lessons, we’ve found that purpose is powerful. It motivates our team, customers, and our brand. Plus it’s a powerful way to align and work hard together. Another is to work with people who complement your strengths. My co-founders and I have a unique relationship. We each understand each other’s strengths enough to be able to support each other, but have enough differences in our abilities that we can carve out our lanes. We’ve tried to scale this relationship with our wider team as well. And importantly, don’t underestimate the power of fun!  Our big, audacious goal is to make sure everyone on earth has access to clean water and toilets by 2050. This is why we donate 50 per cent of our profits to our water, sanitation and hygiene (WASH) partners all over the world. In the last decade, we’ve donated over $11 million to WASH programs, helped save 1.2 million trees, offset over 168 metric tonnes of carbon and donated more than 20,000 rolls. In some ways, it feels like a major culmination. But it’s just the beginning.