⚙️ How OpenStore Turned "Try-Before-You-Buy" Into an M&A Operating System

Hi Operators ⚙️

In 2021, OpenStore asked a question that transformed M&A: "Why do we buy companies before we know how to run them?"

Instead of the traditional approach - months of due diligence and hope-based forecasting - they built OpenStore Drive, a system to run companies before buying them.

While competitors like Thrasio rushed into acquisitions and ended up in Chapter 11, OpenStore took operational control first, made improvements, and only then decided whether to acquire.

But here's what makes this story interesting for operators: OpenStore didn't just build a better M&A process - they created a blueprint for how any business can turn "try-before-you-buy" into a scalable operating system.

Ops Tactic: OpenStore's try-before-you-buy M&A system can work for any business decision

How OpenStore Drive Actually Works

Most M&A stories start with investment bankers in suits. This one starts with operators in hoodies who turned acquisitions into real-world experiments.

Instead of drowning in data rooms and PowerPoint promises, OpenStore Drive follows a simple process: Take control. Run tests. Improve operations. Then decide. It's a 12-month experiment that answers the question every acquirer wishes they could ask: "What happens when we actually run this thing?"

The playbook is straightforward:

• Months 1-3: Take operational control and fix obvious problems

• Months 3-9: Test improvements and scale what works

• Month 12: Make an informed buy decision based on real results

But theory only gets you so far. To really understand how this works, let's look at what happened when OpenStore put their playbook to the test.

The Jack Archer Experiment: From Theory to $10M Reality

When OpenStore spotted Jack Archer, a men's clothing brand, they weren't looking at traditional M&A metrics. They saw a perfect test case with "obvious opportunities" - like not having a size chart. Yes, a clothing brand without a size chart. It's like running a restaurant without a menu.

Instead of spending months negotiating what might happen after acquisition, they just started fixing things like:

• they added the missing size chart (returns dropped 15%)

• built a shopping app

• streamlined checkout.

Simple changes. The outcome? Revenue jumped from $1 million to $10 million in 9 months. But more importantly, both sides knew exactly what they were getting into. No surprises, no "but you promised" conversations, no buyer's remorse.

But here's where our story takes an interesting turn. While OpenStore was proving try-before-you-buy could work in M&A, they accidentally created something bigger: a template for de-risking any major business decision

Your Try-Before-You-Buy Playbook

Now, I know what you're thinking: "Cool story, but I'm not exactly in the market to buy e-commerce brands." Fair enough. But here's where OpenStore's story gets really interesting: they didn't just crack the code for M&A - they accidentally created a blueprint for any major business decision.

Think about how most companies make big moves. They gather data, make projections, have endless meetings, and then... take a leap of faith. It's like getting married after reading someone's LinkedIn profile. (Spoiler alert: People lie on LinkedIn.)

But what if we took OpenStore's approach and applied it to, well, everything?

Let's start with hiring. The traditional process is basically corporate speed dating - a few interviews, some reference checks, and suddenly you're committed to a six-figure relationship. Instead, imagine running a three-month "trial marriage" where candidates work on real projects with your team. You get to see how they actually handle challenges, not just how well they talk about handling them in interviews.

Or take vendor relationships. Most companies sign long-term contracts based on impressive pitch decks and promises of "synergy" (there's that word again). But what if you treated vendor selection like OpenStore treats acquisitions? Start with a limited pilot program, measure specific outcomes, and scale only what proves itself in the real world.

Even market expansion can get the try-before-you-buy treatment. Instead of betting the farm on market research and consultant predictions, smart companies are now testing micro-markets first. One restaurant chain I worked with used food trucks to test new locations - way cheaper than building a restaurant only to discover the neighborhood prefers salads to your famous burgers.

The key is transforming what could be a costly commitment into a controlled experiment. It's like turning your business decisions from Vegas weddings into long engagements. (Though hopefully with less drama and better ROI.)

Here's what makes a good try-before-you-buy system work:

First, define what success looks like before you start. Not vague goals like "good cultural fit" or "improved efficiency," but specific, measurable outcomes. Think "reduces customer service tickets by 30%" or "increases team velocity by 25%."

Second, set a clear timeline. Long enough to gather meaningful data, short enough to limit risk. Three months tends to be the sweet spot for most business experiments - enough time to see patterns, not so long that failures become expensive.

Finally, make the trial valuable for both parties. Even if you don't move forward, everyone should learn something useful. It's like those free samples at Costco - even if you don't buy the frozen pizza rolls, at least you got lunch.

Making Commitment-Phobia Work For You

Look, I get it. Telling your boss you want to test-drive everything might sound about as appealing as suggesting casual Fridays in a law firm. But in a world where one bad decision can sink a quarter (or a career), being cautious isn't just smart - it's strategic.

OpenStore didn't just build a better M&A process; they proved that testing before investing isn't being indecisive - it's being intelligent. They turned "let's see how it goes" from a wishy-washy response into a legitimate business strategy.

So next time someone pushes you for an immediate commitment - whether it's a vendor contract, a new hire, or a major investment - channel your inner OpenStore. Call it a proof of concept, a trial period, or whatever makes your CFO comfortable.

Because at the end of the day, the most expensive decisions are the ones you can't undo. In business, as in life, it's not about avoiding commitment - it's about making sure you're committing to the right things.

Spread The Word

If you learned something today, I’d appreciate you forwarding this to a friend. It’ll take you 4 seconds. It took us 10 hours to write today’s edition.