Author’s Bio:
Paul Tran is the founder and CEO of Manscaped, the global men’s grooming brand known for pioneering below-the-waist care. Since launching in 2016, he has scaled the company to more than 15 million customers across 39 countries and $300 million in revenue. Prior to Manscaped, Paul founded several ecommerce businesses and held leadership roles in software and consumer brands.
Back in our early years, I remember standing on a stage talking about Manscaped to a room full of older investors. They didn’t understand why anyone would need a product like ours. That moment was eye opening. It made it clear who our core customer really was and just how untouched this space was by the big consumer packaged goods (CPG) players. The idea wasn’t strange, it was just that no one had been willing to talk about it.
We started as the pioneer of groin grooming and have since evolved into a lifestyle brand. Today, we take care of all men’s grooming needs, from head-to-toe, offering everything from skin care to head shavers, along with intentional bundles that pair tools with complementary formulations to create complete self-care routines. Grooming has shifted from something you have to do into a ritual you choose to invest in, and our product portfolio has expanded right alongside it.
That evolution has taken Manscaped far beyond our direct-to-consumer roots. We now serve customers in more than 39 countries and partner with some of the world’s largest retailers, including Target, Walmart, Best Buy, and many more internationally.
None of this happened by accident. Just like our products, the brand was built with precision and intention—and it all started by identifying white space.
Validate your hypothesis before you build at scale
Before you manufacture anything, you need to know whether the problem you’re solving actually exists. For me, it started with a simple hypothesis: either men were grooming below the waist and not talking about it, or they weren’t doing it at all. So, I tested it in the most straightforward way possible: I asked my friends. You can imagine the strange looks I got from them, but their responses were telling. A lot of them were doing it, they just never really talked about it.
As with most new ventures, speed to market was key. We knew we had an idea, validated it, and got to work.
Get version 1 out the door and learn from your customers
Once we had the vision nailed down, we moved on to execution. The idea was simple but high stakes. How do you create a grooming tool that’s effective and safe for one of the most sensitive areas of the body? We knew the blade mattered most. If you’ve ever nicked yourself down there, you know it’s a horrible experience. We researched, tested, and obsessed over finding a blade that was skin safe but was also effective at removing hair.
We sourced a factory, developed the design in San Diego, and worked closely with the manufacturer to bring our product to life. Before it went to market, we tested the trimmer ourselves to make sure it met our standards—you’re always the first guinea pig.
We bought inventory, ran media, and we’d sell out within two weeks and have to ramp up production again. We quickly evolved into The Lawn Mower 2.0, 3.0, 4.0, and now we’re on the fifth generation of the product.
Each iteration was driven by customer feedback. We added features like our proprietary SkinSafe blade geometry to help prevent nicks and cuts, an LED light for visibility, constant RPMs to prevent the blade from slowing down as the battery drains, IPX7-rated waterproof design for easy cleaning, and a travel lock so your trimmer doesn’t accidentally turn on in your suitcase—functional improvements that made the product easier and safer to use.
You learn and adapt as you go, but you have to start somewhere.
Find the right marketing mix, then scale it
Building the product is the first step. Marketing it is just as critical, and the right mix depends on where you are in your journey. When we launched in 2016, it was the heyday of direct-to-consumer (DTC) and direct-response marketing. Facebook was still taking shape, competition was less fierce, and it was a great time to be an ecommerce brand.
The landscape looks different today, and the mix that works early on is not the same one that works at scale. Performance marketing makes a lot of sense in the early stages. You can track spend, measure ROI, and learn quickly. But eventually, you’ll start to exhaust your core audience, and that’s when brand awareness becomes just as important as conversion.
When we launched into Target, we were spending close to $60 million on marketing and awareness. With retail, timing is everything. You need to be confident you can drive sell-through, because if you don’t, it can hurt your business and the partnership. We felt ready, because we had already validated demand at a smaller scale. Retail requires a delicate balance, but when done right, it can be a powerful driver of long-term brand equity.
The first version of your product is just the starting point. No matter what you’re selling, get it into customers’ hands, listen closely, and let what you learn shape the next iteration. Launch quickly, learn fast, and keep improving.
For even more behind-the-scenes stories and founder tips, be sure to check out my full interview on Shopify Masters.
