354 | Building Trust Through Hands-On Collaboration | with Nate Davenport

Nate Davenport is the Founder & CEO of Nebu Clothing, an outdoor apparel brand built for performance, versatility, and heart. Before launching Nebu, Nate led a finance team at Zappos and served as an infantry squad leader in the U.S. Marines, where he learned the value of gear that works under real pressure.

Nebu was born from frustration, products that changed for the sake of change, colors that blended into landscapes but not the spirit of adventure, and fits that never quite fit. Nate set out to fix that by building apparel that feels great, performs hard, and actually looks good.

In this episode, Nate shares how he rebuilt his Shopify site from scratch in 36 hours after a crash, how he found the right manufacturing partners through hands-on trial and error, and how he defines success by community and craftsmanship, not scale alone.

Whether you’re an ecommerce founder navigating supply chain complexity or a brand builder chasing quality over quantity, Nate’s story is a masterclass in learning fast, leading with purpose, and finding fulfillment beyond revenue.

In This Conversation We Discuss:

• [00:26] Intro
• [01:09] Building products that solve real use problems
• [03:16] Turning frustration into a product opportunity
• [05:46] Building intuition through contrast and visits
• [10:25] Selling through friends before running paid ads
• [14:53] Stay updated with new episodes
• [15:03] Building profitability through paid learning
• [15:43] Turning events and emails into ad leverage
• [17:14] Sponsors: Electric Eye, Heatmap & Freight Right
• [21:50] Balancing goodwill with measurable profit
• [22:28] Moving fulfillment from warehouse to garage
• [27:01] Choosing product ideas by improving what exists
• [32:54] Redefining success beyond scale and revenue
• [36:42] Connecting community through personal support

Resources:

• Subscribe to Honest Ecommerce on Youtube
• Everyday active apparel nebuclothing.com/ 
• Follow Nate Davenport linkedin.com/in/nathan-davenport-327483186 
• Schedule an intro call with one of our experts electriceye.io/connect
• Clear, real-time data built for ecommerce optimization heatmap.com/honest 
• Turn your domestic business into an international business freightright.com/honest 

 

If you’re enjoying the show, we’d love it if you left Honest Ecommerce a review on Apple Podcasts. It makes a huge impact on the success of the podcast, and we love reading every one of your reviews!

Transcript

Nate Davenport

What gets me going is that the thing I'm doing is very meaningful to me. I'm building this kind of ecosystem of people that work for me and we're building a kind of family and community there. The retail partners that we have, I build relationships with them. You will improve over time and you can't get everything right in the beginning. You just start focusing on one step at a time.

Chase Clymer

Honest Ecommerce is a weekly podcast where we interview direct-to-consumer brand founders and leaders to find out what it takes to start, grow, and scale an online business today.

Hey everybody, welcome back to another episode of Honest Ecommerce. Today, I'm welcoming the show Nate Davenport. He is the founder and CEO of Nebu Clothing. 

Nathan, welcome to the show. 

Nate Davenport

Yeah, thank you. Thanks for having me, Chase. I'm happy to be here. 

Chase Clymer

Yeah, I'm excited to chat. And I always like to shout out where I meet people, especially if it's like a trade show or a conference. So we bumped into each other at Outdoor Retailer. Out there in beautiful Salt Lake City. And it was a very fun time for me. 

Nate Davenport

Yeah. It was fun meeting you. You got to see, I think probably the same mannequin at the event as you're looking at behind the screen. 

Chase Clymer

Absolutely. Yeah. I think you were actually one of the first people I didn't know that I talked to at the event. So just to go to show everyone out there that's scared of networking. It's like those things are tailor-made to meet strangers. 

Nate Davenport

Yes. Yeah. I met a lot of strangers.

Chase Clymer

Awesome. If I'm unfamiliar with Nebu clothing, quickly, what are the types of products you guys are bringing to market over there? 

Nate Davenport

Yeah. So all of our products focus around this idea of multi-sport. Back when I was a kid, I wore jeans everywhere. I did it for every activity. Biking, climbing all around, doing everything. And jeans, as they serve that function, they are not the best fabric material to do that. They're heavy, they're thick, they chafe.

So we kind of want to create products that serve that function as like the gene, everything, but build them better so that they actually are very functional for those activities. And so the start of our products focused around biking, climbing and hiking, sports I did. And so our debut product was the Rob Roy. That's our evergreen product. We sell it all year round. It's our top seller. And  it's the one that's on this mannequin here.

So it's a good nylon blend, super, super durable. But what we wanted to make different, because there's lots of durable products, was we wanted to be very comfortable. So it's extremely comfortable. You can wear it basically all day, every day. And it's very, very durable and functional. Then we have our B52, which is a little bit more of a niche product. It's summer specific. I spent a lot of years in the deserts of Nevada, both climbing and working.

And the heat's brutal. And I wanted to create a product that you could feel kind of air flowing through. It felt like you weren't wearing pants, but I'm not getting sunburn. And that's the B52. So great product there. Shorts, Mojito was our first short. We wanted to focus on something that allows you to swim in the water, also go on a mountain bike or do a hike. So kind of like that focus around summer activities. And those are kind of like our core products we're selling now.

Chase Clymer

Yeah, amazing.  Again, in person, we met and I did  touch the product. It's an amazing product. I'm going to pick some up here soon. You mentioned the inspiration came from your life. But when was it just like, “I'm going to make a business” What was going on? How did this actually get started? 

Nate Davenport

So I mean, honestly, it started for me long before I even knew it was there. The first moment that I can retroactively go back and think about where it started was right out of high school, I joined the Marine Corps. You know, the military fatigues are just, they're brutal. They're thick, they're stiff, they're poorly designed, they're baggy everywhere. 

And you know, like in fact, when you're in garrison, you have to starch them to make them look nice and straight and you know, all pretty. And then as an infantry Marine going into the field  in those clothes, it just,  it chafed me in ways that I still can't grow hair on the inner parts of my thighs from all that chafing. 

So that part kind of stuck with me. Then post Marine Corps, I was working, undergrad was biology and I did a lot of field work. So we did surveys, specifically in the desert out in Nevada. So a lot of surveys, a lot of things like tracking different species, just a lot of talking. And I, you know, I did a lot of outdoor stuff. So I did a lot of climbing, biking, and hiking. So I had outdoor products, I used them in the field.

The problem is, they wouldn't really last. So they would wear out really fast. I'd have to go through two, three pairs like Prada Zion stretch a season. And so like that, you know, like all those things started to build. Then I went to business school, working at Zappos and corporate finance. And we were shifting at that time. Zappos was trying to shift into apparel. So I started to see all the new apparel products coming in the outdoor space. 

And that’s when it just kind of clicked, “Hey, I could build this. I could do this better” I thought. And I literally just quit my job. It was the day my daughter was born, actually. And my wife had just graduated school. So she was studying for the bar. So neither one of us had jobs. We moved all of our stuff into storage, lived out of a fifth wheel for two years. And that's kind of what started the company. And so I guess the shorter answer is like, it was frustration, curiosity, and just desire to build something better. 

Chase Clymer

Well, I love that. How did you go from, “I'm building this company, I want to make better products” to “I have my first manufacturer sample?”

Nate Davenport

The biggest hurdle was definitely finding the manufacturer. And there's lots of ways you can do it. A lot of people I've talked to go through these sourcing agents that help. And I don't know if that's the correct way or not.

I just did it myself because I felt like I wanted to understand and control it. So I started with a very broad, like just broad scope. And I think I had 20 or 30 different factories that I was having work on samples and some will charge you money for the sample. Some won't charge you money until you get the sample. So like you're not paying for it until they're shipping it and some won't charge you at all. And so I kind of use that to work with all these different factories.

And I think that helped me get a good understanding of just the differences in them. How well they communicate, how well do they like, does their quality show up in the actual sample? How do they deal with changes when you have an idea, but you don't necessarily know how to construct it on a pattern or product? How do they pivot oh or do they need very specific directions? And by having a bunch of those, you get that contrast.

And you can just kind of intuitively identify which ones are good and which ones are bad, even before looking at the sample quality. So then once I had I narrowed it down to probably five or six. They were all in China because as a startup, that's kind of the easiest. You're to get the best, probably quality price, just overall good infrastructure. So I flew out to China, spent two months there. This is during COVID. So lockdowns were in place.

So we were supposed to, as I'm flying out there, plans were you stay in a government facility for like three weeks to clear all the tests and on the flight, they lifted those restrictions. So when I got there, we didn't have to do that. So I got an extra three weeks. So I would go factory to factory and I would just tour the factories. I'd talk to the owners and you kind of like it again, because it's kind of intuitive nature by having contrast of like, okay, these are things I didn't think of, but now seeing them, I know they're important.

And I'll give you two clear examples of where that really hit home. The first one was this, I really love this. They were like my top choice. I really love the factory. I toured it and we're walking to the factory floor and there's just these piles of unfinished products in different areas. You know, like work in progress from a manufacturing standpoint. And if you've ever read like The Goal or any of those manufacturing books, you know that's really bad.

That's going to indicate that they're going to struggle with getting things done on time. You're probably going to have quality or QC issues and most likely it's going to be more expensive than other places just because of their own issues. So just five minutes into that factory, I knew those guys were out. Then the other one that really stuck out to me was more of a personal and kind of relationship part. So there's two of them and they were the two kind of finalists. 

One of them showered us with gifts. He was like, they were really good to us. In fact, when we would go visit the factory, they would send coffee to our hotel room 30 minutes before they pick us up. It's like you get your coffee, deliver it to your door. 30 minutes later, they come to pick you up, take you to the factory. Nice dinners, they bought us whiskey, all these things. But the owner had this representation of kind of like the 1960s business guy. You know, he's sitting back in his chair, he's smoking a cigar and he drinks whiskey all day. His workers did everything. 

And so, you could kind of tell by questions of like, he didn't understand his business as well as the workers did. Compare that to the one that we did end up selecting. When I met the guy, he showed up, I didn't even know he was the owner. He had a dial over his hands and we get to the fact that I finally realized that he is the owner and he was working on this new technique, I guess, this new dyeing technique. And so, he literally had his hands in the dye and

So like comparing the guy that was completely hands off, the guy that literally had his hands in the business, it became really clear like that's the kind of partnership I want to be in. Because like when things go wrong, he's going to know. He's intuitively inside of his business and he's constantly improving. And like that just, it resonated more with me as a person at the values that I share. And so ultimately that's how I did it.

Chase Clymer

Yeah, that's amazing. And like you said, he is working on improving the business and the proof was literally dyed on his hands. He's like, “Yeah, we're trying out this new  technique. I'm trying out this new technique and  unfortunately got it all over myself.”  

Nate Davenport

Yeah. 

Chase Clymer

Okay. So you find a partner, you get some samples, you have a product, right? How do you sell it? How do you go live? How do you put it out there?  

Nate Davenport

We made a mistake in this area. I had a business partner when I started this, he didn't have a working house, so he left. But he was a builder. He really liked to tinker, kind of an engineer mindset. And so he really wanted to do a custom website. I didn't know anything about web design. I never built a website except maybe those early Yahoo websites in the 90s where it was free to go on and put pictures of dogs and things. So I knew nothing of web tech. And so he's building this thing out. It's going month by month.

I started realizing we're falling behind, started researching a little bit and really embraced Shopify. And it became clear that Shopify, for somebody who's not tech savvy, or even somebody who is, just had a better ecosystem. So the day we launched, the website we built crashed. It just didn't work. 

Chase Clymer

The custom website? 

Nate Davenport

The custom website crashed. So I literally spent 36 hours, and didn't sleep. Built our entire Shopify platform. I, again, knowing nothing of technology, or at least web technology, built this whole thing out over essentially two and a half days. And that Shopify makes it really easy. It does force you in the box a little bit, but with all the apps and every little piece of it, you can not know any technology. So we got the website up. 

We started just doing in-person events because I didn't know anything about advertising as far as online advertising. And I use that kind of in-person, you're calling all your buddies, all your friends, you're on Facebook Messenger to people I haven't talked to in 20 years and said, “Hey man, I started this company. Would you like to try our products? I'll give you a discount.” So that was kind of early sales  and I started getting into the Meta advertising world.

Do you do this? I'm watching YouTube videos. I'm reading books. And I start testing out little ads and I'm spending $15, $20, $30 a day. And it was pretty poor. We're losing money. We're spending $100 to get $60 in sales. And through networking, like you talked earlier, I had met a few people that did that for a living. Like it did for big companies, big brands. And I just started having them come over, “I'll buy beer, I'll buy pizza, come over, help me out.”

And they help kind of build an infrastructure in place that let me create new content, create the ads and start getting momentum.  And it's slow and  I think you just have to accept that you will improve over time and you can't get everything right in the beginning. So you just start focusing on one step at a time. 

So like, okay, the first part I needed was how can I create our ads, like the actual how they're going to be serviced in a way that works. Like how can I focus on that? What's my customer base? How am I delivering the ads, placement, all that stuff? Then I started working on content. Okay, how can I make my content better? It's like some of the early ads, I mean, it's embarrassing. They're a thing. They're misspelling words in the ad. Like in the ad, like that's really bad. It's controversial. Like people pick up on that sort of thing.

So then I worked on content. From the content, I started working through like, “Okay, what's the angle that I'm trying to go? Why is our product better? Why would a customer enjoy ours versus somebody else's? And how do you communicate that?” It starts in the ad, kind of on top of a funnel, they come to the site, we build landing pages and just kind of carry that journey. How do you build trust? How do you answer all the questions that your customers are already emailing you anyway. And so it's just little by little. And I think it took a solid year before we were running ads really profitably. 

Chase Clymer

Hey everybody, just a quick reminder. Please like this video and subscribe if you haven't. We're releasing interviews like this every week, so don't miss out. Now back to the interview.

If you could just let the listeners know and it doesn't have to be the exact figure but like a ballpark for them just so they can understand the investment. It was to get to profitability through Meta ads in the modern era. Do you have a rough number? 

Nate Davenport

Yeah. So I would say just total ads, money we spent on ads before we were really turning a profit. And granted, some of these profits are from customers we acquired during that unprofitable period. I wouldn't say it's one-to-one. But we spent over $100,000 in that first year on ads. Just to get popular. 

Chase Clymer

Well, it just goes. Unless you were willing to get creative to find mentors, essentially, to help you do that. But I think that a lot of people think that Facebook ads are going to save their business. And maybe, but it's going to take potentially more capital than you have.

Nate Davenport

Yeah, Charlie Munger always had this Lollapalooza effect. That's what he called it. And it's like, you have all these  small little things that are impacting a greater thing. And that's how I view a lot of customer acquisition. It's like, I did 20 events this year, customer-facing events, where I'm selling product, talking to customers. I'm in retail shops. I'm hitting up retail, they go there. 

We're on social. We're doing ads. We have really good strong email campaigns. And so all these factors are really driving  together is really what's making our new customer acquisition profitable. I just had a handful of people from Washington do a whole bunch of orders the last few days. It's because we were up in Bellingham for two weeks doing Northwest Tune Up. I was out biking. I'm handing out cards to people. So all these things, they sound small, but they really, I think, add in to help create that profitable customer acquisition. 

Chase Clymer

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Absolutely. And I think the more I do these podcast interviews, the more I hear about founders getting out there to in-person events. The way that they talk about their business is almost night and day, just like they have this underlying faith that there's enough  goodwill out there to  weather many storms. 

Nate Davenport

Yeah. And honestly,  most of our events are profitable, if you do it right. The Northwest tune-up was barely breakeven, but most of ours have a 3x return. So I get 3x in sales, what my costs are. And that's the market target. 

Chase Clymer

Absolutely. Now, you mentioned so much there. The website crashed, you rebuilt it on Shopify. Obviously, we're big Shopify fanboys here. Are there any other mistakes looking back on building this thing?  Or just any other insights that you'd like to point out for the listeners?  

Nate Davenport

Yeah, I would say the biggest mistake I made that almost sunk the business was just. So it's this idea. You start a company and there's this vision or picture in your head of what a real company looks like or what a real Ecommerce business looks like, right? 

Chase Clymer

Yeah. I know exactly what you're talking about.

Nate Davenport

You got the warehouse, right? You have your inbound, your outbound, your logistics all set up. 

Chase Clymer

We got business cards. 

Nate Davenport

We got business cards. Got all this software because I can track the minute of when my packages leave the facility and get to the customer. And all these things. And so we were building too much fixed costs. And fixed costs really should look at everything I add now. I look at how many products I need to sell to cover that cost a month. 

And we got to the point where that was part of one of the bigger parts of why we're losing money because we just had so many fixed costs. So, I ended up like, because we ran out of money more or less, I moved all our fulfillment to my garage. So, I do it out of my garage and I can do 50, 60, 70 orders like over a big weekend. You know, you might have close to 100 orders. I can do those in two hours or less out of my garage. It's like a break from my work.

So now I'm not paying 1500, 2000 bucks a month for a warehouse. I moved all of our excess inventories in a big storage unit. It's really cheap. I weighed the price of insurance versus safety of the storage unit and went through all of our software and I said, “Okay, what software is giving us a return?” You plug it into those categories. Klaviyo is a great example. Klaviyo email gives you a return, right? I'm making way more than it's costing me Klaviyo. 

But is there a cheaper option than Klaviyo? And I found there was. Now the quality and the ease of creating the emails was kind of a bit of a trade-off. But Klaviyo charges you per profile, right? And emails you send. So we were spending a lot of money by shifting over to another software, which we use Yatco, and now we're going to redo it because they have a better kind of interface. You know, we're saving, I don't know, a couple hundred bucks a month. That's huge.

So that was that bucket bin software that didn't  have a return on it, like an investment for us. Do you need that software? So yeah, it's like you need accounting software, right? You need to have your books. There's no price. You need to have good, clean books.  But there were cheaper options. And so I literally cut everything. I shifted from Adobe Illustrator as our kind of premier design platform to Affinity. Because Affinity is a one-time fixed cost. I don't have to pay a monthly subscription. And that, we reduced costs by almost 95% fixed cost. 

Chase Clymer

Yeah, there is one out there that I read. It was a couple years ago. And that's why I'm kind of drawing a blank on it. And it was a really quick read. And I'm going to remember the second this is over. It's probably on my bookshelf over there. But it was kind of around just like how to, I think it was like how to double your profit. Double your profits in 6 months or less by Bob Pfeiffer. 

This book is just no fluff, all just  kind of shitty stuff. Some of it was smart. It was like, just cancel things and see if it matters. It was like some of his advice. Because some people won't complain. So finding ways to find profit within the business. But some of it was getting more creative by renegotiating deals or just asking for discounts. 

It's a really quick read. You can knock it out in an afternoon. But fixed fees, you definitely harped on those in there. And we also at our agency are always just like, “Is the juice worth the squeeze on this thing?”

Nate Davenport

Yeah. So that was really, I would say, to be as cheap as possible. If you run a lean business, you can weather any storm. And there are storms, as we see this year specifically, they come out of nowhere. 

Chase Clymer

Absolutely. Now, I know that you guys have a unique development process for making new products? Could you walk us through that? 

Nate Davenport

Yeah. We actually literally just went through this last night. So last night, we were just doing it. We had a team together. We're going through the roadmap of what products we currently have in the pipeline, what we currently have that we're selling, and what we want to add to it.  

Well, actually, I don't know because I haven't worked with other brands. The process I use is I don't want to create some new novel idea that serves kind of a niche function. What I want to do is take a product that is used a lot. People already value that use case for that product.  And can I make it better? And better can be, you know, simple as  can I make it better quality? Are there features that  we can tweak to kind of make it maybe more streamlined, more functional? Or is it a price to quality issue? I'll give you an example. One of our products in the line now is for spring and next year is sunshirts. The reason we decided to do sunshirts was because you could spend $200 on a sunshirt and get a really nice quality fabric, which has all the bells and whistles. It's everything you need. It's perfect. 

If you go to the $60 price point, it's more or less like it feels like a neoprene wetsuit that's just a little thinner and a little stretchier. You know, it's just like, it feels kind of cheap. And so the opportunity we found was can we create a sun shirt at that $60 price point that feels like the one at the $200 price point? And we're going to have to sacrifice on some features to get that to work, but we did find some good fabric and I think that we can, we can for sure hit that mark. 

So once we kind of get  like the product type selected, okay, we can make this better. It's in our system. We can do what we call it. We can make it better. We start with material. So fabric is the first part. And it's honestly the hardest part of the production because fabric will make or break everything. And there are probably millions of different fabric swatches. And I personally have a hard time telling the difference between a lot of them on little squares.

So I'll try to find some of it through different testing features. Okay. So I want breathability and they'll show you the stats. A lot of factors will show you the stats. So we'll do that. We'll select a handful and then I will get just a basic template made in that fabric. It's like our first sun shirt was literally just a sun shirt. It had nothing.  I didn't even like the fit, it wasn't that great, but I needed to feel how the fabric felt. on your body when you're moving around, you're doing those things. 

So once we lock in fabric, then we move on to kind of like features. Like what are you going to add to this product? What are things that people want? And like I use two kinds of tests. The first test is, is there a real use case for that feature? And I go back to my time at Zappos where we were getting new products and it seemed like some of the features were designed to sell the retailer, to sell to the retailer, not to the end user, the customer. 

And so I want to make sure, is there a real use case that our customers will use? And then the second one, and this one is almost as important or if not more important, is if somebody doesn't use this feature, will it get in their way? Will they even notice that it's there? And if you get yes to those, you move on. 

And so I'll give you an example of like, that you don't know it's there. Our knife pocket on a Rob Roy, it fits, it's like right behind your hip bone before your butt cheek. It's like a little pocket there.  And if you're wearing a knife, you can literally fall asleep in your pants, in your tent with your knife in your pocket and you wouldn't even notice. But if you don't use a knife pocket, if one of our customers doesn't use a knife pocket, I'll bet they don't even know that exists or certainly don't remember that it exists. So that's kind of the feature aspect of it.

We want our designs to kind of be invisible, so to speak. And then after that, you get the samples, right? You get your samples, you start testing them and a lot of your ideas, when you get them in a sample and you start using them, they don't necessarily work the way you think. A lot of iterations happen post that first sample because you're, you know, like we tried to do these cell phone pockets similar to the Rob Roy on our Mojitos. 

The fabric we wanted with the Mojitos had to be a thin but durable nylon, had to dry really fast, and had to be really lightweight. And so that came in conflict with having a good cell phone pocket because one, the cell phone pocket made it kind of thick, but it also moved around a lot when you're doing things. It became a nuisance. So we had to scratch it. had to cut it out, figure out a different solution. And we ended up doing these like what we call text sleeves inside the front pocket. 

It's a sleeve that your cell phone or your wallet or whatever fits in, it holds it there in place. So that way, when you're running, jumping, climbing, biking, it's staying put. And so we do that. That process takes the longest. At the end of day, we get the product. Even though we've missed all that time, we all sit down and we look at it and we say, okay, is this better? And can we sell it at a price point that we're either beating people on quality to price or beating people on quality? And if the answer is no, we scrap. Just got the project. If the answer is yes, then we're off to the races. 

Chase Clymer

That's amazing. That might be the deepest we've gotten into product development in quite some time on the podcast. 

Nate Davenport

Oh.

Chase Clymer

Oh, no, it's perfectly fine. We've talked a lot today. Is there anything I didn't ask you about that you think would resonate with our audience? 

Nate Davenport

So I would say the last bit is just  if you are thinking of going down this path, or maybe you're on this path. And the most, for me, like there's always things you're doing, it's hard work and it's complicated. And you can learn, I promise you can learn just about anything to a high mediocre standard in six months or less. Like it's just, in just about anything.  

So don't worry about that side. But I think the purpose or what's, how you would view your success is probably more important. And everybody says they want to build a big company that sells a lot of things. Sure, that may be a symptom of your success for sure. 

But if that's your motivation, I don't think it's actually going to work. And you may not necessarily know your motivation in the beginning. I certainly kind of thought I did but it changed. And so for me, success  and what kind of gets me going and going because this is way harder than my corporate job, making way less money. It's way more stressful. So there's no benefit trade off there. 

But what gets me going is that the thing I'm doing is very meaningful to me. I'm building this kind of ecosystem of people that work for me. And, like we're building a kind of family and community there. The retail partners that we have, like I build relationships with them. 

I had a guy that works at one of the shops that we're in. He's literally out hiking. He finds this big rock, looks like the Nebu logo. He decides to get Nebu engraved on it, takes it to the shop and it's now in their store.

So you're building these kinds of meaningful, impactful things for people. You know, your customers, to me, are kind of the most value I get out of it. It's like getting that impact of a customer and somebody says, you know, they send you a long email about why they love the product, what problems it solves for them. You know, and they're just like thanking you. Like that's big for me. And I'll give you a pretty cool story of a customer I met the other day. He's not even our demographic at all.

He's not what you would typically think of a customer. He's just kind of a customer because of his name. So his name is Rob Roy, which is like the same as the core product, right? And so he reaches out to me. like, “Hey, I saw these or my friend called me and said, you got to try these pants because they have your name on the tag.” And so he buys a pass. He reached out to me. He just writes this whole tangent about how  his family's from Scotland and  the whole story of Rob Roy, which I already knew from the beginning. 

And he was like, “I have this bar in Seattle that I go to every two years and it's called the Rob Roy and I get a Rob Roy.” And I'm like, “Cool, can I join you?” And he was like, “Oh yeah, let's do it.” So, we coordinated and I went up to Seattle, this is like three weeks ago. And I sat down with him and did the Rob Roy in Seattle with Rob Roy. We're both wearing pants and we had a Rob Roy and we just got to chat. 

He had to tell me, you know, different things that he loved about the product. Again, he's not the demo. He's not our customer base at all. And he still had things that he loved the pants for. And so it's like stories like that kind of give you the inspiration to kind of keep pushing. And I don't think money is going to solve that. Money is not going to be the answer. So I would just say, figure out what intrinsically motivates you. And if you can find that, then you'll be successful.

Chase Clymer

Absolutely. Now, obviously, we've talked about how awesome these products are and how much  labor of love you've put into them. If I'm listening to this and I'm intrigued and I want to learn more, I want to check out the products, where should I go? What should I do? 

Nate Davenport

I'd start our website, nebuclothing.com. That will get you essentially a little bit more about the brand. It'll get you all the product info. If you live in Ogden or Utah, we have a bunch  of retail shops. I'd highly encourage you to go to them. Just send me an email support at nebuclothing.com and  just send me an email. I'll answer anything that points in the right direction.  

Chase Clymer

Nathan, thank you so much for coming on the show today. 

Nate Davenport

Yeah, thank you guys. It was awesome.