Cart.com is the leading unified commerce and logistics solutions provider, enabling B2C and B2B companies from discovery to delivery.
What was the original vision behind Cart.com, and how has that need evolved over the last four years?
The idea for Cart.com was not just about solving one specific issue but understanding a larger shift in behavior. When building something transformational, the goal is to recognize macro changes in how people interact with the world. I saw two major trends emerging: first, the digitalization of commerce is accelerating—people are not going to suddenly stop using phones or technology. Second, consumer behavior is more fragmented than ever. They might buy from TikTok, Instagram, Amazon, and still walk into a store for certain purchases. This chaotic blend of online and offline shopping presented an opportunity.
With a background in retail, I knew that mid-market brands were particularly vulnerable in this shift. Giants like Home Depot and Walmart can build multi-channel infrastructure, but mid-sized companies cannot. They do not have the same resources or brand appeal to attract top talent. Yet, to grow beyond their initial success, these brands must operate across many channels. Our mission was to build an infrastructure that allows these companies to compete at the same level as the giants—without the complexity or cost.
What are the biggest challenges mid-market companies face in becoming multi-channel, and how does Cart.com solve them?
Scaling across multiple channels exposes two significant problems. The first is technological. If a product sells on TikTok, the inventory must update in real-time across all channels—on Amazon, in stores, and on their own website. Managing these processes is far more complicated than it seems because every platform has a different backend system. We provide a distributed order management system that integrates with thousands of platforms, so brands can sync their product catalogs, pricing, and inventory without friction.
The second challenge is operational. Each channel has different logistics needs—Amazon requires FBA prep, Nordstrom needs specific palletization, and retail stores need tailored replenishment. It is easy to underestimate how difficult it is to manage these diverse requirements. We step in with multi-channel fulfillment solutions, handling everything from wholesale to B2B and e-commerce fulfillment. I know this complexity because I have lived it. I am not just a logistics expert or software guy—I understand what it takes for a retailer to survive. We meet brands where they are, offering practical solutions based on firsthand experience.
How do you see consumer behavior evolving over the next three years, and what trends will dominate?
The traditional way of shopping by visiting a website is outdated. Today, consumers are constantly scrolling through TikTok, Instagram, or even dating apps, with purchases happening across these platforms. This shift is leading us toward conversational commerce, where people are increasingly looking for curated recommendations rather than searching manually. Ten years ago, a search would look like "black shoes under $100." Now, people ask, "What is a good car for my teenager that is safe and reliable?" This is already the norm in China, and it is coming to the U.S. soon. Consumers prefer experiences that guide them to the right products, whether that is through influencers or AI-powered conversations. Everyday needs like subscriptions and household goods will become automated, but high-end luxury items will remain deeply tied to personal interactions. I believe that as commodities become automated, luxury brands will thrive by emphasizing physical touchpoints, personal inspiration, and in-store experiences.
Despite Cart.com’s profitability, what keeps you up at night?
The fear of failure never goes away. Early in my career, failure meant worrying about how I would feed my family. Today, it is about the opportunity cost—knowing that we could have built something incredible but missed the mark. Even though we are profitable now, every day brings new challenges, and it is a constant battle to stay ahead. There are always ten different problems waiting to explode, and it is barely 10 a.m. That pressure is just part of the job.
For me, the fear is not just about losing what we have built but missing the chance to create something transformational. I think every founder feels this way. It is the constant, underlying pressure to avoid regret—worrying that if things fall apart, the potential of what could have been will haunt me more than the failure itself.
You are in a privileged position right now where you do not need to be doing Cart.com. Why do you push yourself to build another company and why did you land on the commerce space?
That is a hard question to answer. There are times when I feel overwhelmed, sitting in a corner, wondering why I put myself through this. I could walk away tomorrow, take a year off, and no one would blame me. But after a few minutes, I always get back to solving the next problem. It is not about money or fame—I do not care about those things. I do not have a neat answer, but I think people like me, and people like Elon Musk, are wired differently. There is something inside us that keeps pushing, even when it makes no sense. There is a book called Idea Flow by the Stanford design team that resonates with me. They explain that new ideas come from combining past experiences. It is not about abstract inspiration but building on what you have learned. Cart.com was not an overnight success. Everything I am doing now comes from lessons learned over the years—selling jewelry at flea markets, scaling businesses at Blinds.com, and working at Home Depot. I may not be able to invent the cure for cancer, but I know how to solve these kinds of problems, and that keeps me going.
What is stopping you from becoming a trillion-dollar business?
No company starts with a plan to become a trillion-dollar business. The key is to survive long enough to make that dream possible. Success is incremental. In the early days, closing a $10,000 deal felt monumental. Now, if we close a $12 million deal, I ask why it was not $15 million. The goals keep shifting, and so does the scale. Our immediate focus is reaching $500 million in revenue next year with double-digit percentage EBITDA margins, and hitting $1 billion by 2027 with around 20% EBITDA margins.
Our mission is to provide infinite scalability to brands so they do not have to become a Home Depot or Amazon to access world-class infrastructure. If we continue solving problems and hitting our targets, the big milestones will come. There is no magic formula—it is about surviving, evolving, and growing consistently. If we do that long enough, we will get there.
