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Client interview · AlgoRX

AlgoRX client interview: $70K to $1.7M a month in 17 months

With Dr. Adam Hotchkiss · Published 2026-08-05 · 31 minutes · Hosted by Andrej Tumachowitsch

Dr. Adam Hotchkiss is a former foot and ankle surgeon who now runs a telehealth company. He founded AlgoRX, which sells prescribed treatments and lab testing to performance athletes. This is the full client interview, recorded in June 2026 and hosted by Andrej Tumachowitsch. Adam walks through the revenue growth and the rebrand that drove it. He also covers the hard parts underneath.

Adam says AlgoRX did roughly $1.42 million in revenue in the month before this interview. He says monthly ad spend went from around $17,000 to around $300,000 in about twelve months. He says the account still holds north of a 5 ROAS at that spend level. Adam also says the business is profitable on the first purchase. He calls that unheard of in this space.

This interview is for founders who are nervous about a big jump in ad spend. Adam held off on running ads for a long time. He says he assumed nobody pays attention to them. His first months of paid spend changed that view. AlgoRX closed June 2026 at $1.7M a month, 17 months after starting at $70K, at 30%+ net margins. This conversation happened earlier that month, with $1.42 million on the board for May.

What you will take away

  • Narrowing the customer drove the growth AlgoRX stopped selling to everyone and rebuilt the brand around performance athletes. In the days after the rebrand, Adam says revenue was doubling and tripling.
  • He hates ads and runs them anyway Adam says he skips ads himself, so he assumed paid media did not work. He says the skepticism was gone after a few months of running it.
  • Spend rose in slow increments Adam says ad spend went from around $17,000 a month to around $300,000 a month. He says it moved up in slow steps, checked against daily reporting.
  • A spend ceiling keeps profit intact There is a marker for the spend level where profit starts to drop. Adam says it means he does not have to carry the limit in his head.
  • Profit arrives on the first order Adam says AlgoRX is profitable on first purchase, which he calls unheard of in this space. He says comparable subscription businesses often wait until the third or fourth month.
  • Regulation is the hardest part Adam says the biggest hurdle is that the ad platforms restrict anything that mentions medication. He says AlgoRX had to get LegitScript certified, and still had an account shut down on Black Friday.
  • Creative volume is the standing constraint Spend does nothing if the same static keeps running, because ads fatigue quickly. Adam says AlgoRX adds outside UGC and an internal organic hire on top of the ad creative.
  • Brand and affiliates ran alongside the ads Adam says the growth came from brand, affiliates and advertising working together. He says he is not sure ads alone would have produced the same result.

"We're giving Meta a dollar and they're giving us $5 back. Who is not going to do that deal every day?"

- Dr. Adam Hotchkiss

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Full transcript

Lightly edited from the interview captions for readability. The recording is the record - where they differ, the video wins.

00:00 - The Numbers

Adam: We were doing around 260,000 a month. This coming month we are projecting 1.75 million, and our very aggressive goal is 2 million this month. So we have seen a massive growth. That is, I would say, largely due to you and your team and everything that you've done for us.

And we're profitable on first purchase, which is unheard of in this space. We're giving Meta a dollar and they're giving us $5 back. Who is not going to do that deal every day?

00:30 - Who Is Dr. Adam Hotchkiss and What Is AlgoRX

Andrej: For the people who don't know you yet, who are you and what is AlgoRX in simple terms?

Adam: So I'm Adam Hotchkiss. In a former life I was a doctor, so you might know me as Dr. Hotch on some of my social handles. I'm the founder of AlgoRX, and what we are is a direct-to-consumer telehealth platform with a bias, or a focus, on performance athletes. I come from the world of foot and ankle surgery, where I'd hoped to be working with athletes, but instead worked with mainly patients with diabetes, morbidly obese, and diabetic foot ulcers. I was just left amputating toes and feet all the time, and it was horrible.

So I got more into this wellness space. I started with one of the biggest clinics in the nation and helped to scale them, and I really loved what they were doing, but I saw an issue, which was that the barrier of entry was extremely high. With a lot of these clinics, their journey starts with a $450 lab panel. That's on the low side. And then you're talking about a $250 physician consult, and then they mark up the meds extremely high and they're pushing you a lot of supplements and things.

So I saw a way that we could give people who knew what they wanted access, because I would meet with a lot of young guys who maybe wanted something like tadalafil, which is historically an erectile dysfunction medication but used a lot in performance communities for things like improving blood flow and nutrients to muscles, things like that. So a young guy, maybe 19 years old, might be coming in looking for just that, for his cardiovascular health, for his increased blood flow. And he was looking at maybe a thousand dollars to get that, where I knew that we could probably provide that for around $30 a month.

So we started AlgoRX, which again is direct-to-consumer. You can pick whatever you want. We'll link you up with a physician licensed in your state. If they approve your treatment, we prescribe it from a pharmacy in your state. It's shipped directly to your door. So it's as close as you can get, in terms of medicine, to going on and buying a supplement or going to Amazon.

02:38 - Who AlgoRX Is Built For

Andrej: And you already touched on that, but who would you say is the typical person that you serve? And what are the problems that you're solving for them?

Adam: Yeah, so our demo is largely young athletic males. We do have some females that come in too, but I would say the bias is more towards athletes, so performance athletes in particular. Historically, like we talked about, healthcare isn't really healthcare. I consider it more like sick care. You go when you're sick. And medicine right now is really good at treating sick people. We're really good at trauma and prolonging life a little bit, but we're not really good at helping a healthy person be healthier. So we are the answer for that. And we're really more the answer for somebody who knows exactly what they want as well.

So in this day and age, with access and the internet and podcasts and everything, a lot of people know what they want. Maybe they listen to Huberman or Dr. Attia, or all these people, all these resources, and they might know, "Hey, I think that tadalafil is right for me because I know about PDE5 inhibition and how it's going to increase blood flow to muscles." And they know these things, but they talk to their older, old-school doctor and they've never heard of these, because again they're more in this sick care realm.

So we built a platform for if you know what you want, we're going to give you as much autonomy as we possibly can so that you can choose that. So yeah, the main demo is really a performance driven or a biohacking human optimization person.

Andrej: Yeah, and I can definitely relate to the sickness care and to those problems, because I had that happen to myself. I went to the doctor to get some blood work done, for example, to just see how can I optimize it or how can I ensure that I'm even healthy, after being in the bubble with Huberman, Dr. Attia, and all of those. And the doctor basically was shocked that I went there while I was healthy and that I didn't have any urgent problems, and she said that it's just such a waste of time and money to do those tests. And that was a very bad experience.

Adam: The system's not set up for that. So lab work is another thing that we do. It's kind of half of our business model, and that's giving direct to consumer lab work. That's even easier than the medication, because all the labs that we have on there are pre-approved from our doctor panel. So if you want any of those, you simply add those to cart. You can add them to cart in the parking lot of the lab and then walk in and get your labs drawn. So that's very easy.

But yeah, to your point, so many young guys will go and maybe they're not feeling great, so they want to test their testosterone or something like that, and they're told, "No, you look good. Andrej, you've got a beard so your testosterone must be completely fine." And it's like, we don't know. And unfortunately we'll give out things like SSRIs or antidepressants like they're candy, but we won't test something like testosterone, which we can actually measure.

So we just wanted to solve that problem for people. If you want to take a look under the hood, we don't have any gatekeeping. There's no judgment. Go ahead and do that, and we kind of stay out of your way. We just help facilitate it as much as possible.

Andrej: Yeah.

05:45 - Where the Business Was 12 Months Ago

Andrej: And when we recorded this interview back in June 2025, where was the business at in numbers?

Adam: So yeah, we had launched in January 2025, and by June I think we were around 260,000 a month. So we were doing pretty good six months in. It was a rocky start in the beginning. I mean, most business owners would listen to that and be like, "Wow, you were doing 200,000 in six months. That's not a rocky start." To us it felt like a rocky start because we were bootstrapped.

I left my medical practice to do this, and so there was like five months where we weren't making much money. And during our last podcast is kind of when we had spiked. And so it was a rocky start in the beginning for me, who had left everything behind, and we bootstrapped this thing. But that's where we were, right around, I think, 260,000 a month in revenue.

06:38 - The Hardest Part: A Heavily Regulated Niche

Andrej: And do you remember what back then the biggest challenges or bottlenecks were for you, both in terms of the business, but also for you as the founder?

Adam: There's a ton. The hardest thing is that the space we are in is highly regulated in multiple ways. In particular, how we work with you, too, and how we advertise this stuff. That is very hard. You can't just be anyone and go on and say buy medication. All of the platforms do not like that. Meta is going to restrict you, Snapchat, TikTok, all of them, Google. So we've had a really hard time with that. We had to get LegitScript certified, which is a very arduous process where you have to go through and basically prove that we're legit.

And then even when you get that, oftentimes the Meta AI, as you know, because you've had a lot of our campaigns be shut down, it will flag it because it says, "Oh, they're talking about a medication." It doesn't do the background check to say, "Oh, we approved them to be able to do this." So they just shut us down. That was probably one of the biggest ones we were having.

And then also just brand awareness. I knew that we had a really good product that a lot of people would enjoy and like, but getting in front of people and letting them know that we have this service is always going to be hard when you're first starting out. And then there's going to be the legitimacy factor. Nowadays there's so many of these research chemical places, and there's this gray zone where people are sending medications that should be prescribed but they're not.

And so we are always struggling with showing people that we're an actual telehealth practice with actual licensed physicians and actual pharmacies. We're not just some bathtub medication brewing company that sends it out to you under the guise of research only. So we've had a lot of hurdles. The biggest ones would be the regulation though.

Andrej: Yeah, I remember. That was from the moment we partnered up, and even before we partnered up, you had those issues with the ad accounts and things being flagged.

Adam: Yeah, it's really hard. You basically mention anything as it relates to medication or a treatment in any way and you can definitely get flagged and lose your account.

08:38 - The Black Friday Ad Account Shutdown

Adam: And we had an account shut down on Black Friday, the worst day of the year, for something that we had posted 6 months prior that they just decided to randomly flag that day. So that's the kind of thing that can always happen and that we are always dealing with.

Andrej: Yeah, that was fun. Luckily, we had a backup account and could get things up and running quickly. Especially on a day like Black Friday, you don't want your ad account to get shut down.

Adam: No, especially not for an ad that you forgot you even had in the system.

Andrej: Yeah, exactly.

09:21 - How Revenue Evolved: $260K to $1.7M a Month

Andrej: Now, walk me through what happened since the first interview that we did, in terms of growth. How did revenue evolve?

Adam: So growth has just been insane. I think we did our last podcast, was it last June? Was it basically about a year ago?

Andrej: Exactly. It was end of June and now we're in beginning of June.

Adam: So yeah, just about 12 months ago. So then, as I said, we were doing around 260,000 a month. This coming month we are projecting somewhere around, we think that we'll definitely hit 1.75 million, and our very aggressive goal is 2 million this month. So we have seen a massive growth. That is, I would say, largely due to you and your team and everything that you've done for us, and again helping us with that awareness.

That's kind of been our entire strategy for the past year: just get in front of as many people as we can and prove that we are who we say we are. We've done that, and then on my side I've been very big on building the brand. So I knew going into this that there is hundreds of telehealth clinics. I wanted to stand out, because I needed to be a company for somebody. If I was a company for everybody, then I was a company for nobody, in my opinion.

10:18 - The Rebrand: "Kind of Like an Overnight Unlock"

Adam: So one of the best switches that we did was really look at our customer base. When we saw that that demographic was largely athletes, we leaned into athletes 110%. So we made it a company for them. We were no longer the company for the casual soccer mom who might want to get her lab work done. We don't really advertise to those people.

We leaned as hard as we could into the performance, hardcore athlete, and that helped us grow significantly. It was kind of like a hockey stick. We were kind of slow, and then when we changed and leaned into that brand, we shot up. So props to you guys for helping us to portray that as well, and then just on our side, all the brand work that we've done on the back end.

Andrej: Yeah, definitely. That was a huge unlock and a huge help. I still remember how initially everything was very neutral. We had the white website, the white design, and it was designed in a way to attract the average consumer, the average person. But then luckily we figured out that actually the people that are most interested in the products, and that are looking for those products, are those athletes. And you guys changed the whole branding, the whole design, the whole everything. And since then the results have been significantly better.

Adam: It was kind of like an overnight unlock. It was kind of crazy. The days after the rebrand, all of a sudden revenue was doubling, tripling, because it's now kind of like, "Oh, this is a cool brand that I associate with." They were already coming and checking us out, but like you said, everything was white and pastels and kind of these serif fonts. And we were falling down the rabbit hole of people like Hims that are kind of a catch-all. They're trying to cast such a large net. But we don't have the marketing budget that they do. We're really not the company for everyone like somebody like Hims is.

So we needed to stay true to the people who are buying from us and just build a company for them. Which was great, because that's me as well. I grew up an athlete, so I was able to be more authentic too. I felt like I was lacking authenticity when I was trying to make a company for someone who I wasn't. So as a founder, I would definitely say: if you can, lean as hard as possible into the people who are buying from you and build a brand for them.

Andrej: Yeah, definitely. It should align with who you are as the founder, because then you also enjoy the process way more. But the revenue growth is really mind-blowing.

12:57 - The Full Arc: $70K to $1.42M a Month

Andrej: You mentioned that beginning of last year you're doing about 70K per month in revenue, and this month projected to be anywhere from 1.8 to 2 million in revenue. Roughly what did you do in revenue in the last month?

Adam: Last month I think we're at 1.42 million.

Andrej: Yeah. Not bad. Not bad at all.

Adam: No, not bad.

13:36 - Staying Highly Profitable While Scaling

Adam: And we've stayed largely profitable, which is great. Especially with you guys, we have really aggressive goals for you. It's way above industry standard. So we'll be talking to you and saying, "Andrej, we want to stay somewhere around this six ROAS." Or sometimes we're even up at an eight ROAS when we were starting. We would ask you to try to keep us there, which again is really aggressive and way outside of industry standard, but you guys have done really, really well at doing so.

Now we've massively increased our spend and we're still hovering north of a five ROAS, which is just incredible. So we're highly profitable with all of the ad spend that we're doing, and all of the revenue is great.

Andrej: Yeah. Yeah, 100%.

14:27 - Ad Spend: $17K to $300K a Month

Andrej: And do you know roughly where ad spend started, and where it's at right now - like how much we're spending?

Adam: Yeah, I wrote some of that down for you, because there are so many numbers as a founder that I see every single day. But let's see. I wrote down in here that in the beginning, or when we talked last at least, we were spending around 17,000 a month, which seemed insanely high to me. At the time I was like, "Oh, 17,000." And now we're right around 300,000 a month.

And then I get excited about that. I'm like, I can't wait till the day that we're spending 100,000 a day. But with that comes a lot of other infrastructure that we're not ready for yet. So we're already finding that the more that we spend, the more we need to change things and improve, and it's a completely different ball game.

But yeah, so from the beginning, where we were at zero and we were only doing influencer marketing, which got us not very far, to bringing you on at around 17,000 a month, to where we are now at 300,000. I'm sure by the end of the year, in the next 6 months, it's going to be even higher. We could be around 500,000.

Andrej: Yeah.

15:34 - "I Hated Ads" - The Skeptic's Turn

Andrej: And what would you say you were most skeptical or nervous about when we started to scale the ad spend that hard?

Adam: I don't think I was too skeptical actually. In the beginning I was skeptical, because another thing that I've had to learn as a business owner is that even though I said that the brand is for me, the customers are not me. So what I mean by that is, I hate ads. When I see them, I immediately know that it's an ad and I skip it. I'll be washing dishes listening to a podcast, and if the podcast person starts doing an ad read, I'll dry my hands and skip through it. I don't want to hear it. I hate ads. I hate email marketing.

So I thought that everybody was like me, and I thought there's no way ads work. There's no way email marketing works. So that's why we held off on running ads for a long time, too. But after our first month with you, and seeing our revenue go from - I forget how much it was, very small, probably like 5, 10,000 a month or whatever - and then to where we were with you, it was like, "Oh, let's put as much as we can into this." Because we realized we're giving Meta a dollar and they're giving us $5 back. Like who is not going to do that deal every day?

At that point we were getting like $8 back. So at that time we were like, scale this as hard as possible. So really the skepticism was gone after a few months of trialing it.

Andrej: That's great to hear, because I know a lot of founders, a lot of brand operators are really scared of increasing the ad spend. Often times you start increasing and then it takes a while until you see the sales coming back. Obviously, with some brands it's literally right away. With some it takes a while. And you always see all of those expenses coming in. You see the credit card charges coming through.

And I remember Jim reached out to me a few times, that he's getting those credit card charges every single day, and whether we're on track to hitting the targets. But it's good to hear that you weren't too skeptical.

Adam: No. Also, I think we did it strategically, or you guys did. We give you full rein, but you did it slow. It's not like we went from spending 10,000 a month to 300,000 overnight. These have been slow, incremental, and making sure that everything is in line. And you guys are great with your data reporting. We can see day by day what the spend is, what the return is, and then we can come together and make a decision like, let's bring this up 20% or something. So it's nice in that regard.

So that's why it was easy to see. We're constantly meeting with you guys. You guys are always checking in with us, showing us how much we're making, and then saying, this is our thought, what do you guys think? Do we have the green light to push more? So it's been great.

Andrej: Yeah.

18:11 - Profit, Contribution Margin and the Spend Ceiling

Andrej: And I wanted to also quickly touch on profit, because a lot of people only talk about return on ad spend, and you briefly already touched on it. But roughly, what does profitability look like for you right now?

Adam: It is great. So let's see. Over the last 10 months, it looks like we've had 3.5 in contribution margin, which is awesome. That's taken into account everything. So we will make a ton in revenue, obviously. This is what most people probably don't realize, that some companies make a ridiculous amount in revenue and then can even have negative profit because they're putting so much into the ad spend and everything. So we'll make a good amount of revenue, and we're able to pay everything. We're able to pay our providers, our pharmacy costs, our employee costs, pay you guys, all of our vendors, and still come out very profitable.

So it has been amazing, honestly. The fact that we're able to get such a high ROAS makes that possible. And then the great thing with you guys, too, is you've given us a marker where we say we can't spend over this much, because at that point we cut into your profitability. And I love that, too, because I know that I basically don't have to think too much. I know that you guys are on top of that. You've done all the back-end work to tell us where you're profitable.

And maybe if we wanted to push past that, maybe we would, but being bootstrapped and not having ever raised any funds, we're not really in a place where we want to do that. So yeah, we've been highly profitable with all of the spend, which is incredible.

Andrej: Yeah, that's great. Especially in an industry like yours, where there is, in theory, a very high customer lifetime value and a lot of returning customers. That's an industry where a lot of brands are willing to lose a lot of money on the customer acquisition and then get it back over the lifetime of the customer. Right? But with you, we've always been able to be highly profitable and to acquire new customers profitably right away.

Adam: Yeah, we're profitable on first purchase, which is unheard of in this space. And that's partially due to how lean we operate, which is nice. So it's really nice that we don't have to have any in-person places. We have a lot of vendors. The pharmacy does all of the packaging and shipping and everything for us. Of course, we pay them for it.

But it's great because, as you mentioned, there's a lot of subscription services or telehealth companies where they're looking at maybe finally making a profit the third or fourth month of a recurring subscription. So the fact that we're able to make at least a little bit of profit on first purchase is awesome.

Andrej: Yeah, definitely. And it was also good that we actually went deep into it and did the calculations, because I still remember how last year we were at a 10x return on ad spend from the ads, and we were hesitant a little bit to push or get below an 8x total return on ad spend. But then we calculated it and we realized that actually we have way more room to play. And last month we were at slightly above 5x return on ad spend, and it was the highest profit month that we ever had, and the profit continues to go up.

Adam: Yeah, it's been awesome.

Andrej: Cool.

21:26 - Building a Lean Team at $1.7M a Month

Andrej: In terms of the operations and the team, you already mentioned you're a very lean team. With all of that growth and everything, how has that changed the way that you run the business and the team?

Adam: So when we started, it was just my co-founder Jim and I, and we were doing everything. I do most of the marketing side of things, so I'm responsible for the brand, but as the doctor I'm also on the clinical side of things. So I'm making sure that the medication descriptions are okay, that our partnerships with the physicians are okay, that they're taken care of. So we were doing everything. Jim was running the customer service. I would hop in sometimes. It was whoever could get to the email first. And then we're scaling rapidly and we're seeing maybe 50 to 100 emails a day, and we're like, oh my god.

So we had to hire somebody for customer service, which has been great. That was a huge unlock because she's able to dedicate basically 24/7 to it. She's amazing. She works even past when we want her to. So that's one thing that we definitely pride ourselves on: our customer service response time is usually under an hour, and often times she's logging in after hours to get people taken care of, so on weekends, because it's also very time sensitive.

Our doctors are very fast. So if somebody places an order and decides they don't want it, if our doctors have already approved it and it's already in the pharmacy system, they may have already started working on it, and we can't really refund at that point. So we do have to have a robust customer service network where if they request a refund, we need to stop that in the process right away before it gets shipped out. Sometimes it's very fast. So the customer service one has been big.

And then probably the biggest need that we have is media. And that's probably everyone's biggest need right now. So as we said, we're spending all this money, but that does nothing if you're just reusing the exact same static ad over and over and over again. Ads fatigue pretty quickly. So we need a lot of help. You guys help us a ton with ads, which is awesome that you do the full service. You're not only spending our money, but you're also making the creative for us, which is huge.

But on top of that, we've had to bring in outside agencies for help with UGC, so giving people our product, getting honest reviews and videos from them. We've had to bring on also an internal organic person. I still do most of the organic, but I brought on somebody to help me with the actual videography and the photography and then some of the editing. So yeah, we're still relatively lean, but as we grow, we've seen a need. I'd say customer service is the biggest, and then media. We can never get enough creative, and I don't think any company can.

Of course, there's AI, but those ads are always going to perform way less than the actual real human speaking. So those are the two big ones.

Andrej: Yeah.

24:15 - A Founder's Actual Day-to-Day

Andrej: And how would you say your personal or your day-to-day changed since when you were at 70K per month to where you are now? Is it still roughly the same, or did it change a lot?

Adam: It's still kind of the same. Being a business owner is weird. I saw a meme where the guy's holding his phone and it said that being a business owner means your office is basically anywhere. It's true. I'll be shopping with the family, and all of a sudden I get a message and I need to stop in my tracks and start going. So it's a weird day that I have, where I might be pulled in a million different directions. I'm always on Slack. I'm always taking calls. But I wouldn't trade it for a thing. I prefer it. I love it. I get to be creative.

I spend most of my mornings doing the creative for the week, working on social posts and talking to my videographer, things like that. And then the rest of the day is just putting out fires: customer service complaints, or maybe something's happening at the pharmacy, or there's a product out of stock and 10 people have ordered it. So now we got to figure out what to do for them. It's all around as a founder. And yeah, I don't really have a ton of structure, but I'm okay with that.

Andrej: Yeah. I find it really interesting that you're still so much involved in the media side and the content side of things, which I think is great. But even things like editing: you mentioned to me yesterday you're spending like 10 hours a day right now editing content, which usually a founder at that stage wouldn't be doing.

Adam: Yeah, I agree, and it's probably not the smartest thing. I love media. I love videography. I love editing. I love photography. And for years I've listened to many a YouTube star and people like that say they'll never hire an editor because no one can do it as good as them, and then they hire one and it's so much better. And I'm sure that would happen to me as well. But I still feel like we're so new, and we're still scaling right now, and we're really still working on that brand.

So I want to be 100% involved in it, because it is kind of an extension of me and it is my company. So I want to make sure that I have some touch in there, even if that's editing the footage and making sure that the color grading is consistent with my vision. I'm really trying to bring people into my world in each campaign that we do. And if I just tell somebody else that, I can tell them, but every time that I've done that, I saw it differently in my own head. So I'm able to do this.

So as we scale, I definitely think that we'll need more systems in place. I'm not going to be able to be the only one. That's why we've already brought on some people. But as long as I possibly can, I would love to be involved in that. Again, that authenticity factor is important to me. I want to make sure that when people buy, they know who they're buying from - this is Dr. Hotch's brand. And then they should feel like, oh, he had something to do with this campaign and this media that I'm consuming.

Andrej: Yeah, I get that.

27:13 - Advice to Founders Scared of Scaling Ads

Andrej: Now, if you were talking to a founder running an e-com brand doing high six figures, low seven figures a year, so kind of where you were mid last year, that is nervous about scaling paid ads, what would you tell them based on your experience?

Adam: Oh, I would say 100% do it. I would make sure that a lot of different things were aligned though, too. I do think that we've had a perfect storm. Like I said, the branding was very important. I think people need to have some sort of both brand affinity and brand equity. That way, maybe they've seen your posts and they see you putting out really good content, and so they like your brand. They know that your brand is real, and then they see an ad. That's really important.

We also have leveraged a lot of affiliates. So we have people talking about us who are trusted by their audiences. So they're talking about us. They look at our page. We have a really good brand. People align with our brand, and then they're hit with an ad or they're hit with an email. So I think all of it's a perfect storm. I don't know if we would have the success that we had if all we did was ads. I think it all goes together.

But that being said, I've certainly seen a lot of Amazon brands that just massively and rapidly scale with nothing but ads, and they have zero brand presence and not a lot of affiliates or anything, maybe UGC or AI UGC. So I might take it back a little bit and say maybe you can with ads, but I think if you're looking for a long-term brand recognition and being credible in the space, try to do it all.

But I wouldn't be afraid of ads. I would say it's still very highly profitable. I wasn't around in the glory days. I was back in med school. I wasn't running ads, but I hear about them. But honestly, it's been just as good. Man, I love being able to spend ads, or spend money on ads, because like I said, right now I'm giving them a dollar and they're giving me $5 back. I will do that as long as you possibly can. I dread the day that ever changes, and I hope it doesn't.

Andrej: Yeah. Yeah.

29:16 - "I'd Bring Them On From Day One"

Andrej: Anything you would wish you would have done sooner with us?

Adam: Not with you. I would just say probably bring you on from day one, honestly. I think that we probably, looking back, should have had a little bit of ad spend money set aside and just started from day one, because we had gone 6 months without you, which was fine. But I do think that we would have - you just accelerated a little bit faster. So that would be largely the main thing, just start sooner.

29:48 - Who's a Good Fit for HoloGrowth

Andrej: And who do you think is a really good fit to work with our team, and why?

Adam: Honestly, any e-com brand, I would say. And again, the cool thing is that you are able to adapt. You had never worked with a telehealth company before us, and that was really stressful for us, because we have really particular requirements. The things that we can say or can't say, things that we didn't even know, because our ads - when we tried, for a few weeks before bringing you on, anything that we posted got shut down. So you guys were able to adapt, which was really cool.

But I also love that you're full service. So if you don't have anyone making the media for you, you guys will do the creative, which is huge. As far as I know, it's kind of unheard of that somebody's doing everything from creation to also spend and managing. Usually you're looking at maybe three different teams for that stuff, and you guys are doing it all under the same umbrella. So it's great. Anybody who needs help scaling, I would say would benefit being with you guys.

Andrej: Awesome. Yeah, really appreciate that, and really glad to hear that. Cool. Any last thoughts? Anything that you forgot to mention, or anything about the partnership or in general?

Adam: No, I don't think so. I'm just, obviously, extremely happy. Who wouldn't be happy with these numbers? Things have been great. So we're really appreciative of everything you and your team have done for us.

Andrej: Yeah. Also, super excited to see how the next few months will play out. Have been really enjoying the partnership so far, and yeah, as you mentioned, results have been great.

Adam: Yeah, it's a lot of fun.

The numbers behind this interview. The timeline, the verified results, and how to check them are in the AlgoRX case study. More recorded client interviews are in the video library.

Adam never had to guess where his next dollar of ad spend stopped adding profit. That ceiling came out of the ongoing work on his account. Start with a free 30-minute call: the $5,000 Profit Clarity Audit.

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