Carol Cone:
Welcome to Purpose 360, the podcast that unlocks the power of purpose to ignite business and social impact. I’m your host, Carol Cone, and today’s conversation is one I’ve been looking forward to for quite some time. We’re diving into the story of Bombas, the purpose-driven apparel brand best known for turning everyday essentials into a powerful force for good. For every item they sell, socksÑand now t-shirts and underwearÑBombas donates one to someone experiencing homelessness. And to date, they’ve donated more than 200 million items while selling over $2 billion in lifetime sales.
Joining me today are two of the leaders behind that success. Dave Heath is the co-founder of Bombas and now serves as executive chairman. Dave helped launch the company after discovering via a Facebook post that socks are the most requested item in homeless shelters. A simple insight that became the foundation for what is now leading the one-for-one movement of purpose-driven brands in this country. He’s joined by Jason LaRose, Bombas CEO. Jason previously held leadership roles at Under Armour and Equinox and stepped into the CEO role after first joining about a year and a half ago as president. He’s now partnering with Dave to scale the brand while protecting its mission, culture, and product excellence.
In this powerful conversation, we explore what it really takes to build a purpose-driven company for the long term. From founder to CEO transitions, to scaling without losing your soul, to designing products with dignity at the center of their businessÑand the center of how they’re made, especially for people who need a special product while they could be walking five to ten miles a day, searching for food and searching for shelter. We’ll also talk about how Bombas continues to innovate, expand into new categories, and retail, and why giving back isn’t just a value, it’s a business advantage. This is a wonderful conversation about leadership, growth, and proving that you don’t have to choose between doing good and doing exceptionally well. So let’s begin.
Carol Cone:
Welcome back to the show, Dave.
David Heath:
Thanks, Carol. Excited to be back.
Carol Cone:
Welcome to the show, Jason.
Jason LaRose:
Great, thanks. Nice to be here, Carol.
Carol Cone:
I always like to start with a little bit of personal background from my guests. So how about really briefly, Dave, talk about your backstory again and why you do what you do, and then we’ll ask Jason the same.
David Heath:
I grew up in the suburbs outside of New York City in Westchester County. My dad was an entrepreneur. I watched him start a business with five thousand dollars in the basement of our house, move it to a garage, and then from the garage move to an office. Throughout all of those years I remember helping him pack samples and go away on business trips. Whether it was a combination of nurture or nature, I just got bit early on by the business entrepreneur bug. So I was that annoying kid in your neighborhood who would knock on your door to ask if I could walk your dog, wash your car, clean your gutters. I just loved enterprising.
I remember my parents saying, if you want it, you can work for it. I worked throughout high school, I worked throughout college, and I always had my eyes set on one day starting my own company. I went to school for entrepreneurship at Babson College. From the moment I graduated, every job I took, I took with this learning mindset Ñ learning something new that would help me become a good entrepreneur.
Carol Cone:
Great. And Jason, what about your early life experiences and why do you do what you do today?
Jason LaRose:
I didn’t have any entrepreneurs in the family. I’m a kid from Detroit, first one in my family to go to college. My parents were just hoping I was going to get my education and figure it out from there.
After business school, I was lucky. I worked at McKinsey and Company for a good stretch and saw a lot of different companies while I was there. I found myself really attracted to premium brands Ñ people who could tell great stories and make great product. That’s really where I got the bug. I was able to work at places like L Brands, Equinox, and Under Armour Ñ all premium brands in their own right Ñ and in many cases work with great founders along the way.
For me, I’m doing what I’m doing now because I’m attracted to those kinds of premium brands, but with founders. And in this case, I’d be kidding if I didn’t say that the mission wasn’t a huge part of my attraction to be partners with Dave Ñ just trying to make a difference, trying to run a company that can do good while making good profits as well. It’s been a wonderful match. I’ve been here a couple of years and couldn’t be happier with our partnership.
Carol Cone:
And how did you two meet? I’m just curious.
David Heath:
I had hired a president years ago, back in probably 2018. At the time we were thinking about potential exit strategies Ñ whether we were going to go strategic or potentially take the company public. As a first-time founder and first-time CEO, I realized that the business was starting to scale at a speed and pace that was far beyond my skill level.
We were lucky enough that I got introduced to the former CFO of Under Armour, who then went on to be the CFO and interim CEO at Blue Apron Ñ his name was Brad Dickerson. We hit it off. He ended up joining the team and worked with us for about four years. We were on track to go public in 2022, but when the window closed because the markets shut down, he looked at me and said, “Look, I’m kind of your guy to help you go public or be a public company CFO. There’s not really a lot for me to do if we’re going to stay private.” So Brad ended up moving on to the board.
In 2023, I raised my hand and said, “Look, I think I might be ready to step down. The business is getting more and more complex, and it’s becoming far more focused on operational efficiency.” I didn’t feel like there was a lot of building left to do. Brad very shortly after said, “I have a great guy I used to work with at Under Armour Ñ our former GM of North America. I think he’d be a great fit.” Amongst a couple of other candidates, we interviewed Jason, and he made it all the way to the end and took the prize home.
Carol Cone:
Took the prize home! Dave, for our listeners who don’t know Bombas Ñ and I hope that all my listeners know Bombas ÑIf you could just give a condensed background Ñ our first podcast, which we’ll put in the show notes, really talked about the history and how it all came together. But I love where you found that little tiny insight and how that insight has become a company of such enormous size.
David Heath:
Bombas is a mission-driven premium basics and footwear brand that donates an item for every item we sell to those experiencing homelessness. The foundation of the business came to be when I saw a quote on Facebook that said socks are the number one most requested clothing item at homeless shelters. I remember stopping in my tracks, thinking I had no clue.
We wanted to solve this problem, but it couldn’t just be a gimmick. We had to have a great product on top of it. It has to be this double bottom line approach Ñ give the consumer something so good, then give them a great reason to buy it, and that creates the flywheel of them coming back or telling their friends.
So we spent two years on product development and basically took a category that even the biggest companies treated as an afterthought. It was: how cheap can we make it? Twelve pairs in a plastic bag. I said, you know what else you buy twelve of in a plastic bag? Toilet paper. This is a product that people didn’t put a lot of consideration into, outside of the hyper-focused athletic market. I looked at running socks, cycling, basketball, ski Ñ there are all these technological innovations. So I started to wonder: what if we took that technology and brought it to the mass market? Everyone is walking around all day on their feet. Why should athletes be the only ones who get to feel comfortable and supported?
That was our thesis. We launched in 2013, and here we are, almost 14 years later. We built a massive brand and had a tremendous amount of impact. Couldn’t have asked for a better outcome.
Carol Cone:
And you’ve donated two hundred million items Ñ is that the right number?
David Heath:
Yeah, that’s right. Two hundred million items donated to those experiencing homelessness here in the US.
Carol Cone:
That’s amazing. So Jason, you came in with great background Ñ Under Armour, that’s amazing ÑSo how did you start? I’m very curious, because a lot of emerging purpose-driven companies listen to our show. They’re growing and want to bring in talent to balance the founder. And I love this quote of yours: “When a new CEO walks in and assumes things done in the past were stupid, they get themselves into big trouble culturally. I’ve been fortunate to avoid those potholes.” So how did you make this work?
Jason LaRose:
I think there are a few things Ñ not all of them are special or different about me. While Dave grows up with this amazing entrepreneurial spirit and this belief that you can start a company from anywhere, what I grew up with is an amazement of the people who do that. The idea that you could create a business out of thin air Ñ off of a Facebook quote, in your apartment at night with friends while working a full-time job.
So my reverence for this place comes from before I got here. I try to come in and understand that what exists here is obviously amazing. You created the most successful brand in Shark Tank history without me. You didn’t need me for that. My job is to take the things I know how to do Ñ scaling brands into multi-category, multi-channel, global businesses Ñ and apply them here.
Part of the way you know this is a good handoff is when Dave says, “Can you believe it got this big?” and I say, “I can’t believe it’s only this big.” That’s a great marriage. When Dave says, “There’s no more building left,” and I’m thinking, “Oh my God, I can’t believe I’m getting here this early” Ñ that’s a wonderful place to have the handoff from.
The fundamentals of this business are incredible: great product, great mission, and great culture. My job is to take what I know about scaling brands and do it in a way that never messes with the culture, the mission, or the product. This place is an amazing product engine, and we have an amazing giving network of partners and really wonderful employees. My job is to help us triple, quadruple Ñ whatever the number is Ñ the items we can give, but to do it without messing those three things up.
David Heath:
One of the things that really attracted me to Jason was how the CEO search played out. We talked with a bunch of people who had run big, billion-dollar brands. Jason had run a three-and-a-half-billion-dollar P&L at Under Armour with nine hundred employees. Almost every single other candidate said, “If I’m going to join, I have to be CEO on day one.” Everyone I talked to who had been through these transitions said: see if you can find someone who will come in in a different role Ñ COO, president, whatever Ñ so that if it doesn’t work out, there’s no whiplash for the team. Jason said, “I don’t care. I’m in this for the long run. I’ll do whatever it takes.” So he joined as president, and for nine months we got to know each other and figure each other out.
When the time came for me to step down, it was such an easy transition because the team already knew him and already understood him. It felt so much more natural. But that requires, in this world, especially when you’re stepping into big opportunities Ñ how much ego do these people have? Jason just proved that he was honored to be a steward of this brand going forward and really respected the founder’s journey. I just admire that so much.
Carol Cone:
I’m sure ego Ñ and calibrating that, and the step-up Ñ that’s really key. I’m sure a listener is saying, “Hey Dave, what’s your role these days?” So what are you doing that’s fun and that you love at the company you built?
David Heath:
My title is officially executive chairman. It’s kind of a transitional title for founders Ñ you’re not CEO, but you don’t want to be president. You want to stay involved in the business but not run the day-to-day anymore. Jason and I co-lead the strategy of the business. The big decisions Ñ should we go into retail? Should we launch in Target? When’s the right time to push more into international? Should we launch this product category? Should we hire for these big roles? All of the really meaty stuff, Jason and I collaborate on. Jason loves the day-to-day. He loves being in the weeds Ñ the tactical stuff: we have to switch our warehouses in the middle of holiday, there are 150% tariffs, how do we move the supply chain? I did that for 13 years. I’m very happy to hand that off.
The other about fifty percent of my time is spent on the AI revolution. The way AI is moving and changing how we all do work Ñ when I was in Jason’s role, I used to get three or four hundred sales pitches a week and just hit delete on every single one. Now I have the time to actually sit down with solution providers and new AI companies and say, “Take me through a demo.” Nine times out of ten it’s not a fit, but every now and then Ñ especially with AI Ñ you’re thinking, “We just saved the company a hundred hours of work a week.” The leverage is real. It’s new, it’s exciting, and it’s fast-paced. That’s where I’m spending the other part of my time.
Carol Cone:
And it’s great because your energy is over the top and you continue to love what you’re doing. So Jason, what advice do you have for ascending CEOs?
Jason LaRose:
I think it depends a little on what sort of situation you’re walking into. If you’re a turnaround CEO, it might feel different. But in my world, it starts with knowing what you don’t know.
Your first day of high school, if you think you’re going to walk in and run the place Ñ I don’t care what your title is Ñ you’re doing it wrong. You have to blend in. That means going to events, spending extra time just to figure the place out, because at the end it’s not just about what you say Ñ it’s also about what people need to hear. And it’s impossible to know that on your first day. What they need to hear, and the manner in which it’s going to make sense to them in the context of where they work, is really important.
I had a mentor who once said, try not to make any decisions in your first hundred days in a new role. That’s hard to do, and I certainly didn’t live up to it here, but I tried. Here, it’s easy to go do volunteer time with other members of the team. It’s easy to go to our retreat and spend time that doesn’t feel like work. It’s easy to stay after events and spend time with people Ñ to be here for Take Your Kid to Work Day. Participating in those is how you build relationships and start to get a feel for what a place is like.
Carol Cone:
I’m curious Ñ when you first started, did you go to some of the giving partners? Did you actually go out on the streets and meet with people experiencing homelessness? How much of your time did you spend soaking up that key element Ñ the core of your business?
Jason LaRose:
A lot, in the first sixty days. We do sock drops out of the office where you take a bag of socks and care packages and everyone heads in different directions. I was doing that my first week. Kelly Cobb, who does an incredible job running our giving partner network, walked me through how we hand things out, the words we use, what it means, the statistics behind it. She handed me a reading list, and I worked through those books and then went out and volunteered with our partners Ñ City Relief and others. I split my time between New York and Maryland, so I also spend time with our partners in Maryland.
That time in the first sixty days gives you a sense of this company, but it’s also a good reminder of why what we’re doing is important. It was an incredible education, and I certainly feel like I’m home.
Carol Cone:
Oh, I love that.
David Heath:
Carol, I’ll also add that it might be unknown to your listeners, but that wasn’t just something Jason did in his first 60 days. As an organization, our giving team sets up between fifteen and twenty-five giving events every month.
Carol Cone:
Every month?
David Heath:
Every month. Employees sign up for them. And to give you an idea of how we know we’ve found the right people Ñ for new employees, we often have to block out spots on certain events because there’s so much demand from our team to volunteer. Sometimes they volunteer during the workday, sometimes after, sometimes before. Giving Ñ and interacting with this community in person Ñ is a core component of our culture. It’s not just something Jason did in his first sixty days. We all do it every month.
Carol Cone:
And haven’t you won like every major award about having the best culture?
David Heath:
Been pretty consistent, yeah.
Carol Cone:
That’s really, really cool. So Jason Ñ you’ve had socks forever, and I read Ñ maybe this is the wrong statistic Ñ that eighty percent of your sales are still socks.. So what’s the decision process to expand? I know the number one thing a person experiencing homelessness wants after socks is underwear or a t-shirt?
Jason LaRose:
Underwear. Underwear and then t-shirts.
Carol Cone:
And how are you making those decisions about how to expand the line? Because I also see you’re in footwear.
Jason LaRose:
It’s an intersection, Carol. We have great merchants and great product people here who have a perspective on what we could make that would make a difference to the consumer, but we also do a great job listening to the consumer. We have great relationships with the people we wear-test with Ñ including our mission-based partners, who also give us feedback. Because we started as a direct-to-consumer business Ñ still more than 90% of the business is direct to consumer Ñ we get a lot of direct feedback from customers. We use that feedback to think about what comes next.
You come at it from both directions: where does the customer want you to be or give you permission to go, and where do our product folks think we can continue to live up to our quality and comfort expectations.
On the mission side, far and away the number one item is still socks, as you point out. Even today with 4,000 giving partners, we have thousands of partners on the wait list waiting to be added. So we know that growing our business is the best way to service them, since we run a one-for-one model.
We have a great relationship with our network and community, and we’re able to really test product to make sure it lives up to our standard and is worthy of our brand.
Carol Cone:
I’m curious about the t-shirts and underwear, because with your socks Ñ our listeners need to know this isn’t just a sock. It has technological improvements built in. It’s black so it doesn’t show wear, it lasts longer, it has antimicrobial benefits. Do you do those sorts of things with the t-shirts and underwear that will be donated? So they’re super built for that purpose?
David Heath:
Yeah. Early on it was really important to me and the other founders that we weren’t just donating some crappy product to people experiencing homelessness, because this is a population that often gets leftovers Ñ hand-me-downs, donated items, things we don’t want anymore, food we don’t want anymore Ñ which naturally makes them feel inferior.
When we started developing underwear and t-shirts, we went back to the same people. What’s important in a t-shirt? Looser sizing so they can layer over other pieces of clothing. Similar antimicrobial treatment. Darker colors to show less wear. These aren’t revolutionary ideas, but for this population, their needs are very different from yours or mine. They don’t have access to a washing machine. So how would you create a product if that were your reality? Every donation product we produce is specifically designed and engineered with the same level of scrutiny that we apply to products for our paying customers.
Carol Cone:
That’s wonderful. I know I’ve read that you’re going to experiment with retail Ñ and I was surprised that one of your stores is going to be in Boca Raton, which is right near me. I live in Wellington.
David Heath:
It’s already there, Carol. We’re not experimenting. We’re there.
Carol Cone:
Okay! I will check that out Ñ go kick the door open. Why retail?
Jason LaRose:
For our categories, 65% of sales happen in physical locations. You have to meet the customer where they want to be met. We have wonderful wholesale partnerships Ñ Dick’s Sporting Goods, Scheels, Nordstrom Ñ and those are great. But we only have so much space in those stores. What retail gives us is the chance to show the full breadth of what we offer: tees and underwear and bralettes, footwear, slippers, socks Ñ all in our own dedicated, branded space. And it gives us a chance to talk about our mission. If you go to our store in New York, you can sign up to donate time with some of our giving partners right there in the store.
Carol Cone:
Oh, nice!
Jason LaRose:
Those are things we can do to deepen our connection in a way we can’t do from a wholesale perspective. Because it’s a test, we picked different zip codes on purpose Ñ places we do well overall, but where we want to understand how the customer will respond. We have one store in Texas, one in Florida, one in New York, and they’re going very well. These give us an owned canvas to put our own paint on. That’s been a really nice step forward, and the success has been real.
Carol Cone:
Fantastic. I’m curious about your giving partners. You said you’ve got a wait list Ñ that’s a good thing, but it’s also a challenge. What’s the path to being able to add more? What’s the barrier to adding, say, a thousand more by the next time we chat?
Jason LaRose:
That is actually the goal, Carol Ñ to add a thousand over the next year. And you’re spot-on to how we think about it. The simplest way to do that, since it’s written into the bylaws of this company, is to sell twenty percent more. You can service twenty percent more partners. It’s as simple as that. We never deviate from that. That’s why Dave says we don’t talk about volunteering once a year Ñ we talk about it every time we review the metrics of the company. And for our giving partners, the goal is to continue to grow the company, and we’ll donate what they ask for. Sometimes they want more underwear. They almost always want more socks Ñ that’s still far and away the most requested item. But the goal is to get them off that wait list, and the way to do that is just keep growing.
David Heath:
And the reason we don’t add more giving partners today is because once we bring a partner on, we want to make sure we can service them on an ongoing basis. These become things that organizations really rely on. If you tried to assign a dollar value Ñ we’re going to donate something like 35 million items of clothing this year. Apply a dollar or two dollars per item, and that’s a thirty-five to seventy million dollar budget that we’re essentially freeing up for these organizations. If that went away the following year, they’d scramble: “We allocated money toward other services Ñ how do we replace this?” So we have to maintain the service level for the partners we currently have before we add additional ones.
Carol Cone:
And again, I want to underscore the thoughtfulness and focus you bring to your stakeholders: the consumer, the giving partner, and the person experiencing homelessness. It is not a bolt-on. So many companies just bolt it on, but this is totally built in from the very beginning. So thank God you have that magic connection-making gene. Let’s talk five years into the future. Things are going great. What do you envision when we have this conversation five years from now?
Jason LaRose:
I think the most important thing, Carol, is that we continue to carry this mission around the world. We have four thousand giving partners here in the US and our first four giving partners outside the US Ñ in Canada. But there’s just so much need, no matter what. We have 200 million units donated, 4,000 giving partners, and people on the wait list Ñ and that’s only in the United States. The ability for us to make a difference, to bring a little comfort to those who really need it, is not confined to the four walls of the United States. The biggest thing five years from now is: do we carry this brand to something that means something around the world? We’ll be in different channels on the way there, and I’m quite sure we’ll continue to expand into new categories. But the most important thing is that we’re not recognized as a US brand, but as a global brand that continues to deliver this one-for-one mission and continues to prove that you can be profitable and make a difference all in the same breath.
David Heath:
Jason also has a personal goal Ñ it took us something like ten years to donate a hundred million items. He says, “I want to donate a hundred million items in one year.”
Carol Cone:
Whoa. Big dreams.
Jason LaRose:
That’s a little personal goal, but you’re right, Dave. I carry that one around with me every day.
Carol Cone:
Great. For young people who want to do what you’re doing in their own way Ñ I’m sure you get a lot going back to Babson, giving speeches, with friends whose kids want to work in socially responsible businesses. From both of you: one or two pieces of guidance for young people trying to either start a company or work for one. How do they get into a company like Bombas?
David Heath:
For me, if you’ve got an idea for a mission or a give-back, don’t just put it down on a piece of paper Ñ go and live it. For me, that was starting to carry socks in my backpack and having conversations with people living on the streets, people I didn’t really interact with much before beyond maybe giving some money here and there. Once I started hearing their stories, and once I started volunteering at the giving partners and having a real relationship with this population, that is what drove me Ñ and honestly still to this day continues to drive me.
It’s hard for my brain to even imagine what two hundred million items looks like. It’s such a large number I can’t even compute it. But when I have a one-on-one conversation with somebody who’s walking around with holes in their shoes and no socks, in the cold and wet in New York Ñ that I can relate to. Those individual stories are what keep you going. Get as close to the mission as possible. That’s where you’ll find the motivation and inspiration.
Carol Cone:
Great. Jason?
Jason LaRose:
The people who start with their heart Ñ like Dave and his partners did Ñ they’re not the majority. And sometimes young people feel like they have to follow the path that’s laid out in front of them. They get distracted by the shiny objects: I’m supposed to work here, I’m supposed to put this brand on my resume, I’m supposed to, you know, whatever. The reality is, you only have so many trips around the sun. It’s always going to be work, it’s always going to be hard Ñ but it doesn’t feel that way if you love it. So figure out what you’ll love enough to do it, and don’t let somebody else’s shiny objects get in the way.
You have to decide for yourself what value is. Work is a little more like art that way Ñ as long as it means a lot to you, it doesn’t matter if anybody else appreciates it. You can get that lemming mentality early in life where somebody told you you’re supposed to work at this place or that place because it’s so hard to get a job there. But at some point you’re going to spend sixty hours a week doing it. You better love it. Every minute becomes an investment in you or in something you’re building that’s bigger than that.
Carol Cone:
Very well stated. We’re ending the show this year with fast-track questions Ñ one word or a few words. I’m going to let you both answer. The first one is for Jason: what one word best describes Bombas Ñ its culture, impact, or products?
Jason LaRose:
Purposeful.
Carol Cone:
Okay. Dave?
David Heath:
Thoughtful.
Carol Cone:
Okay. This one for Dave first: what keeps you hopeful on the days this work feels heavy?
David Heath:
Every time I meet a customer, they say, “Oh my God, I love your socks, but I also love your mission.” The idea that we’re not just producing another product Ñ we’re spreading hope and thoughtfulness around humanity to all of our customers. That’s what keeps me going.
Carol Cone:
Super. How about Jason?
Jason LaRose:
It’s the time I spend with our giving partners. Our partners do really, really incredible work. I feel honored that they’re part of the network. Those are the days you remember how simple it is to just come in and do our small part.
Carol Cone:
That’s beautiful. Okay, this one’s for Jason: what’s one lesson you’ve learned at Bombas that you couldn’t have learned anywhere else?
Jason LaRose:
Here we prove that the small essential details matter.
Carol Cone:
Super. And the same for you, Dave Ñ what’s one lesson you’ve learned?
David Heath:
It is possible to do it all the right way. We treat our employees well, we treat our customers well, we treat our giving partners well, we treat our partners well. We grow like crazy and we’re extremely profitable. We didn’t have to sacrifice anything. We didn’t have to be bad corporate citizens. We didn’t have to sell an inferior product. We didn’t have to sacrifice our customer service policy or the way we treat employees or giving everybody equity in the business. We did it all, and we still have class-leading growth and class-leading profitability at a massive scale. I hope that shows other people that you don’t have to compromise.
Carol Cone:
Okay, Jason Ñ what’s one small action people can take to make a difference for people experiencing homelessness today?
Jason LaRose:
Volunteer. Go to bombas.com today. We have a directory of all 4,000 giving partners. You can look them up by state or zip code. Find one of our partners Ñ these people are doing incredible work. Give three, four, five hours, whatever you can. Not only can you make a difference that day, but as Dave points out, these are finite budgets. Every volunteer hour is one unpaid hour for them, and that’s another twenty dollars that goes toward something else they can provide for people experiencing homelessness. Find a way to give a little bit of time. It makes a huge difference.
Carol Cone:
I think it’s great Ñ we need to promote that more. So Dave Ñ what’s one small action, besides volunteering, that people can take?
David Heath:
I’ll give two. One: this is a population that often feels and goes unseen Ñ they feel invisible. I do my best to always have a pair of socks or a protein bar that I can give. And if I can’t, even just acknowledgment Ñ when someone says, “Hey, do you have anything?” just saying, “I’m sorry I don’t, but I hope you’re having a great day,” or even just a smile or a wave. You watch people go from dim to lit up with a huge smile. Somebody recognized them.
And two: give unconditionally. There was a great op-ed in the New York Times from the Pope Ñ many years ago Ñ where he said you don’t give with conditions. You don’t say, “I’m only going to give you a dollar if you don’t buy a beer.” You just say, “I don’t know what your circumstance is, and I’m going to give unconditionally.” You don’t pass judgment.
Carol Cone:
That’s a beautiful story. If you could leave listeners with one idea or feeling today about Bombas Ñ what would that be?
David Heath:
I would love people to walk away feeling inspired. My mission in life is to continue to help people. I hope they see what we’ve created, what we continue to do, the values and standards we hold ourselves to, and maybe say, “I wonder what we could do to give back to our community Ñ to some cause that’s meaningful.” I hope everyone listening feels some inspiration to do something positive in the world.
Carol Cone:
I love that. I always give the last words to my guests. That was a beautiful statement, Dave. Jason, bring us home.
Jason LaRose:
I’ll build on that for a second. There are too many people who believe that giving is an expense Ñ who don’t think about the fact that being purpose-driven can actually help you run a better company. Not just talk about it. I think it helps us run a better company. It helps us attract better talent. It helps us tell our story to consumers. It builds a connection to our brand that matters more. It helps us make a difference, and that difference means more people are cheering for us even from the sidelines. Hopefully more people are inspired by Dave’s story of building this place, because we’re certainly not unique among those who can make a difference.
Carol Cone:
Beautifully said, by someone who’s been supporting the purpose movement for decades.
Thank you so much for all that you do. Thank you for your focus and your heart, Dave, and Jason for getting it and for being a wonderful partner to a wonderful story. Thank you for coming on Purpose 360.
David Heath:
Thanks, Carol.
Carol Cone:
This podcast was brought to you by some amazing people, and I’d love to thank them. Anne Hundertmark and Kristin Kenney at Carol Cone on Purpose. Pete Wright and Andy Nelson, our crack production team at TruStory FM. And you, our listener Ñ please rate and review us, because we really want to be as high as possible as one of the top business podcasts, so that we can continue exploring together the importance and activation of authentic purpose. Thanks so much for listening.
