Taylor Guitars: One Factory, Two Countries, One Form

Taylor Guitars builds guitars in El Cajon, California and Tecate, Mexico, about 45 minutes apart, and runs the two plants as one factory. Host Aaron Alpeter and cohost Daniel Scharff follow what the border costs it: how a USMCA certificate of origin decides whether the same guitar pays 0% or 25%, how a 2017 rosewood listing stopped parts at the same crossing, and how employee ownership shapes the company's decisions.Daniel Scharff is the founder of Startup CPG, a community for consumer packaged goods founders

Aaron Alpeter sits down with Margarita Bello, who leads client work and strategy at Izba and used to be VP of Operations at Next Century Spirits, to talk about Patrón and a rule that keeps tequila in Mexico. In February 2025 the Consejo Regulador del Tequila suspended Patrón's export certification for about four days over a US ad campaign. They get into how a regulator can do that, how Patrón still makes tequila by hand, where the money goes in a bottle of spirits, and what a new brand needs to survive.

Aaron Alpeter and Casey Armstrong of ShipBob break down Ben & Frank, a profitable Mexican eyewear brand with 100+ stores that copied Warby Parker, then launched a half-price second brand, Bomba Vista, to compete with itself. They also cover why Mexico is mobile-first and cash-heavy, how to test the market before building a storefront, and how ShipBob chooses which channels to chase.Casey Armstrong is the Chief Business Officer at ShipBob, a global fulfillment network with 60+ facilities. Aaron Alpeter hosts Ecommerce on Tap.

DeWalt operates a fully vertically integrated, 500,000-square-foot factory in Reynosa, Mexico, and by the company's own account, less than a third of what it makes there qualifies for USMCA's duty-free treatment. Aaron Alpeter and Hugh Dixson, founder and CEO of the supply chain integration platform Switchboard, break down why Regional Value Content, not final assembly location, decides USMCA qualification, and what that means for any brand weighing a move to Mexico.Hugh Dixson is the founder and CEO of Switchboard, a Sydney-based supply chain integration platform connecting ERP, warehouse, and transportation systems.

Kicking off our Mexico season with Javier Zarazúa Ruiz, Managing Partner of JL Nearshoring Mexico and a 25-year veteran of manufacturing operations at Caterpillar and Adient. Everyone assumes brands are moving to Mexico for cheap labor — the real gap is about a dollar an hour. Javier and Aaron break down what's actually driving the shift: tariffs, transit time, and 60 years of industrial infrastructure most people think started in 2018.

Dr. Martens built a boot designed to outlive its owner. So why did a company built on permanence need you to buy five more pairs? This week we trace the 1460 from a broken foot in postwar Munich to a £3.7B IPO — and the identity crisis in between.This season on Ecommerce on Tap, we've been going deep on footwear — Birkenstock, Rothy's, New Balance, and now one of the most recognizable boots in the world: Dr. Martens.Aaron is joined by returning co-host Daniel Barkin (Supply Chain Lead at The Flex Company, formerly Groundwork Coffee) to unpack how a 1945 German medical shoe prototype became a British punk icon, a private-equity growth story, and — more recently — a public company trading well below its IPO price.Along the way, they get into:Why the "shoes don't last like they used to" complaint is more complicated than it soundsHow a durable, repairable product can actually work against a company's growthThe real origin story: Klaus Martens, a broken foot, and an air-cushioned soleHow the Griggs family turned a German component into a distinctly British productWhy Dr. Martens became a walking billboard for skinhead, punk, goth, and queer subcultures — and why that flexibility was the business advantageThe 2003 near-bankruptcy and the move of manufacturing out of BritainWhat "Made in England" actually means for a boot now made mostly in Vietnam and LaosSolovair vs. Dr. Martens: who gets to claim authenticity when the trademark and the factory split upPermira's 2013 buyout, the 2021 IPO, and what investors were really paying forThe Portland-to-LA distribution failure that helped unravel the growth storyThe new CEO's "consumer-first" pivot, and whether repair programs can rebuild trust in the brandWho might actually buy Dr. Martens if it goes up for sale: VF Corp, Deckers, Wolverine Worldwide, or Authentic Brands GroupIf you've ever wondered why your favorite pair of shoes doesn't last the way your parents' did — or why "durable" and "growing" can be in tension for a brand — this one's for you.

New Balance spent most of its 120-year history as a punchline: the gray suede sneaker your dad wore with white crew socks and a phone holster. On this episode of Ecommerce on Tap, Aaron Alpeter is joined by cohost Becca Oden, VP of Supply Chain for a portfolio of women's health brands and former operator at Uqora, to reverse-engineer how New Balance went from a 1906 arch-support company to a $7.6B privately-held athletic brand courting a $25B valuation. They trace the company through founder William Riley's chicken-foot origin story, its unusual width-based manufacturing complexity, its domestic factories in Maine and Massachusetts, the 2016 TPP controversy, and the collaboration strategy (JJJJound, Aime Leon Dore, Joe Fresh Goods) that turned an "uncool" archive into a cultural platform. The takeaway for founders: unfashionable is not the same as undifferentiated, and the capabilities that look like inefficiencies on a spreadsheet are sometimes the entire moat.In this episode:Why New Balance spent 50 years as an arch-support company before it became a sneaker brandThe real cost (and real value) of keeping factories in the US when nearly the whole industry moved to AsiaHow the 990 became four completely different products to four completely different audiences at onceWhy New Balance's 2016 TPP comments triggered a backlash it never intendedHow the JJJJound and Aime Leon Dore collaborations turned an archive nobody wanted into the 550's comebackWho could realistically acquire New Balance, and why LVMH, Adidas, and Nike each come with a different problemGuest: Becca Oden — VP of Supply Chain, women's health brands

Two years ago we recorded an episode on On Running. This week we're re-airing it, and it holds up better than I expected.When we recorded it in 2024, On had just crossed two billion in revenue and was making big promises about margins and innovation. Since then they passed three billion, hit the margins they were targeting, and their LightSpray technology can now build a shoe in about three minutes.But the part of the story I keep coming back to isn't the growth. It's 2011.Three weeks before Chinese New Year, their factory went bankrupt with 30,000 pairs of unfinished shoes locked inside. Their R&D lead had been on the production floor days earlier and saw nothing wrong. They got the product out, paid another factory triple wages to assemble everything, air freighted it, and wiped out most of their profit for the year. The company almost died in its second season.The lesson they internalized is one most brands still skip: you have to understand your factory's balance sheet. Your supplier is a business too, with cash flow pressure, raw material bets, and payroll of their own. A factory can look busy right up until the day the doors are chained.

Veja is usually filed under "sustainable sneaker brand." That label is true and far too small. In this footwear-season episode of Ecommerce on Tap, Aaron Alpeter sits down with Divya Demato of GoodOps to break down how Veja built a brand by inverting the P&L, spending on the supply chain instead of advertising.We get into the five models of sustainability in footwear, why Veja bet everything on transparency, how it sources cotton and wild Amazonian rubber directly from producers, why it manufactures in Brazil, and the hard question of whether a brand this operationally specific can ever really be sold.If you build physical products, this one is about where brand trust actually comes from, and why your operations might belong front and center instead of backstage.

Rothy's is known for sustainable shoes made from recycled plastic bottles. But that's not actually what they built.In this episode, Aaron and co-host Barb Almeida (Superbloom Insights) break down the real story behind Rothy's — a programmable knitting system that two outsiders spent four years and $2 million developing before they ever sold a single pair of shoes.They cover why footwear is one of the most waste-intensive consumer categories, how Rothy's designed waste out of the manufacturing process before they designed the product, why Nike never sued them despite using similar technology, and what Alpargatas was actually buying when they put $475M into a 49.9% stake in 2021.If you're building a physical product brand — or thinking about what makes a manufacturing-led business defensible — this one is worth your attention.Topics covered:Why footwear has more manufacturing waste than almost any other consumer categoryHow Rothy's programmable knitting system worksThe four-year, $2M development period before launchThe 2012 DTC playbook — and why Rothy's did the oppositeRothy's vs. Nike Flyknit: same technology, completely different objectiveGoldman Sachs and Alpargatas: what they were actually buyingWhat founders can take from a brand that built the system before the productThe Shopify origin story (tidbits segment)Tariff refund update: $20B paid out so farEcommerce on Tap goes deep on the operational and commercial story behind specific consumer brands and categories. Each season covers one industry. This season: footwear.