Solo Brands CEO John Merris on what it takes to be a successful DTC brand

For Solo Brands, being DTC represents more of a state of mind than it does an exclusive sales channel. "A lot of people have in the last five years equated DTC to e-commerce," said John Merris, CEO of the portfolio company that owns Solo Stove, Oru Kayak and Chubbies, among other brands. "We believe that direct-to-consumer is focused on the relationship… All direct-to-consumer is actually talking about is a brand's ability to connect with its consumers." That thesis has translated to Solo owning a variety of brands that sell both offline and online, but Merris insists that they all are able to connect uniquely well with their target customers. He joined the Modern Retail Podcast this week and spoke about Solo's growth over the last few years, what it's like being a public DTC company as well as why he looks for in potential acquisitions. One of the major focuses for Solo as a company is maintaining profitability. "We do not buy businesses that aren't profitable," he said. And this was one of the reasons his company decided to go public in late 2021. "We were just on a tear -- growth was really solid, we were very profitable, we generated free cash flow," he said. While the economy has certainly shifted since 2021, Solo has been able to maintain its profitability -- at its most recent earnings its gross profit increased 11.4% to $54.4 million. Merris considers Solo to be a brand that outperforms competitors. "Our business was pretty sound, it still is," he said. "And I think that you see that now, in this environment, there are very few businesses -- especially [those] that would consider themselves direct-to-consumer businesses -- that are still growing and doing so profitably." Solo represents a small but influential group of companies trying to take a roll-up approach. Merris was clear that Solo doesn't have targets in terms of number of acquisitions each year, but that it's always looking for new companies to join that fold that fit its parameters. With that, Merris has yet to find company that has a business model analogous to what he's trying to build. "There really isn't any sort of conglomerate or aggregator -- or whatever you want to call it -- that we aspire to be like," he said.